This document outlines course content for a Management of Diversity course. It includes definitions of diversity and diversity management, models for understanding different dimensions of diversity, and principles of diversity management. It also discusses the importance of cross-cultural communication, barriers to cross-cultural communication, and strategies for improving communication effectiveness in diverse organizations. The course aims to help students understand diversity in the workplace and how to leverage diversity for organizational benefit.
Diversity Management and Employee Engagement A Comparative Analysis of Tertia...ijtsrd
Diversity brings multi ethnic, multi racial and multi cultural perspective to organizations because the concept creates awareness of diverse populations both in workplaces and commercial markets. Broadly view, the objective of the study is to investigate if there are any significant differences of diversity management on Employees Engagement in Nigerian Universities. Specifically, the study is ought to explore the differences in the Nature of Relationship between Cultural Synergy and Employees Promotion among Universities in North Central Nigeria. A survey design was employed and the population comprises of Nine 9 selected universities that cut across the three 3 states under study. However, a sample size of 399 was determined using Taro Yamane sample size technique. Equality allocation format is shared among the three states under study hence 133 copies of questionnaires are distributed among each state. In return, 378 copies of questionnaire representing 95 of it is filled, returned and therefore used for the entire analysis. Descriptive statistics was use to test the mean differences while Kruskal Wallis test was used to test the hypotheses. Findings reviewed that all the significance levels are within 1 , indicating that there is no significant difference in the nature of relationship between cultural synergy and employee promotion. It was recommended that universities in the north central can be compared towards cultural synergy and employees’ promotions are guided by the same principles. This by implication implies that universities has standard of operations which are put into practice be it public or privates since they are being control by a central body called the National University Commission and public employments are still being controlled by the character commission. Nnabuife Ezimma K. | Madu Ikemefuna "Diversity Management and Employee Engagement: A Comparative Analysis of Tertiary Institutions In North Central Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30283.pdf Paper Url :https://www.ijtsrd.com/management/equality-diversity-and-inclusion/30283/diversity-management-and-employee-engagement-a-comparative-analysis-of-tertiary-institutions-in-north-central-nigeria/nnabuife-ezimma-k
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
Research to examine the concepts of management of cultural diversity, motiva...WritingHubUK
The present report mainly deals with the aspects of cultural diversity as well as the management issues which are formed while considering the cultural diversity. The general business scenario observed in the hospitality and tourism industry is also well explained along with the related areas of motivation and leadership as well. The entire globe is getting reshaped or restructured by the advancements in the field of technology and science as well. These scientific as well as technological developments have also resulted in the reshaping of the processes of business also. The productivity as well as the bottomline of the process of business have also been elevated to a great extent. The attributes like fast pace, potentials, accuracy etc have been enhanced with the introduction of technological advancements, which became reasons for the enhancement in the productivity of the business (Stephanie, 2012).
Diversity Management and Employee Engagement A Comparative Analysis of Tertia...ijtsrd
Diversity brings multi ethnic, multi racial and multi cultural perspective to organizations because the concept creates awareness of diverse populations both in workplaces and commercial markets. Broadly view, the objective of the study is to investigate if there are any significant differences of diversity management on Employees Engagement in Nigerian Universities. Specifically, the study is ought to explore the differences in the Nature of Relationship between Cultural Synergy and Employees Promotion among Universities in North Central Nigeria. A survey design was employed and the population comprises of Nine 9 selected universities that cut across the three 3 states under study. However, a sample size of 399 was determined using Taro Yamane sample size technique. Equality allocation format is shared among the three states under study hence 133 copies of questionnaires are distributed among each state. In return, 378 copies of questionnaire representing 95 of it is filled, returned and therefore used for the entire analysis. Descriptive statistics was use to test the mean differences while Kruskal Wallis test was used to test the hypotheses. Findings reviewed that all the significance levels are within 1 , indicating that there is no significant difference in the nature of relationship between cultural synergy and employee promotion. It was recommended that universities in the north central can be compared towards cultural synergy and employees’ promotions are guided by the same principles. This by implication implies that universities has standard of operations which are put into practice be it public or privates since they are being control by a central body called the National University Commission and public employments are still being controlled by the character commission. Nnabuife Ezimma K. | Madu Ikemefuna "Diversity Management and Employee Engagement: A Comparative Analysis of Tertiary Institutions In North Central Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30283.pdf Paper Url :https://www.ijtsrd.com/management/equality-diversity-and-inclusion/30283/diversity-management-and-employee-engagement-a-comparative-analysis-of-tertiary-institutions-in-north-central-nigeria/nnabuife-ezimma-k
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
Research to examine the concepts of management of cultural diversity, motiva...WritingHubUK
The present report mainly deals with the aspects of cultural diversity as well as the management issues which are formed while considering the cultural diversity. The general business scenario observed in the hospitality and tourism industry is also well explained along with the related areas of motivation and leadership as well. The entire globe is getting reshaped or restructured by the advancements in the field of technology and science as well. These scientific as well as technological developments have also resulted in the reshaping of the processes of business also. The productivity as well as the bottomline of the process of business have also been elevated to a great extent. The attributes like fast pace, potentials, accuracy etc have been enhanced with the introduction of technological advancements, which became reasons for the enhancement in the productivity of the business (Stephanie, 2012).
One of the important objective of any manager is
“Building maintaining and creating a feeling of togetherness among group members so that they become capable of accomplishing things that individuals can not accomplish a lone”
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
One of the important objective of any manager is
“Building maintaining and creating a feeling of togetherness among group members so that they become capable of accomplishing things that individuals can not accomplish a lone”
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Cultural Diversity among the Employees and its Effect in Organizational ClimateDr. Amarjeet Singh
Cultural diversity is a group of diverse individuals from different cultures or societies. The study is conducted to explore how manage workforce diversity and its consequences to the company’s existence as well as examine how companies’ deal with challenges that comes with employees from diverse cultural backgrounds. The study describe diversity challenges that can affect the working climate and conflict between the employees through the diversity .The result shows that cultural diversity plays an effective role in some companies however inadequate mentoring and guidance could cause a company low productivity. For this reason there is must be regular improvement in ways to effectively manage a cultural diverse in workforce as the world keeps advancing.
It explains about the organizational culture and its advantages, outcome of HR culture and how it helps to attain organizational sustainability in present conditions and also in future. the organizational culture explains the shared beliefs, values and norms followed in their organization which is distinct from other organization to attract competent employees and also to become competitive advantage among others.
Essay on diversity in the workplace - aiu(final)Donasian Mbonea
The world’s increasing globalization requires more interac¬tion among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, profit and non-profit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so mana¬gerial skills must adapt to accommodate a multicultural work environment. (Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before given that the world better accommodates people with differences since it has transformed into a global village, a term that looked distant in the past but looks more apparent today than ever before. This calls for acceptance of differences which are, in essence, the elements of diversity. Traditionally, diversity could mainly focus on gender, age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual – career couples, mobile workers that have become part of the workplace and have their role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds and experiences. Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
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The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
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2. Introducing Diversity
Observe and Understand Diversity
http://www.youtube.com/watch?v=CYV
HttiXyiA
http://www.youtube.com/watch?feature
=endscreen&v=nBRgU_tDMuc&NR=1
http://www.youtube.com/watch?v=hNe
R4bBUj68
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
3. Course overview
Need for the course
How it can assist you in your career
How this course is related to other courses
How this course is different from other courses
Approach required to understand this course
Mark oriented approach to knowledge centric approach
How the practical activities in this course is different from others
How the practical activities contribute towards learning
Importance of continuous learning
Handling wrong perceptions/myths about the subject
Career Opportunities
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
4. Outcome- 1
Define the meaning of Management of
Diversity
Background Information
Liberalization, Globalization, Privatization
Mobility of workforce
Women workforce
Old employees
Differences in employee profile
MNC’s like Pepsiso, Microsoft, Coke, Toyota, Nissan, Walmart, Tata, Carrefour cases in
point
Workplace discrimination
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
5. Assessments
Objective type surprise quiz-I=5 Marks
Library based handwritten activity within deadline(questions/situations/case-
lets/secondary literature review on assigned topics)= 5 Marks
Midterm exam= 20 Marks
Objective type surprise quiz-II=5 Marks
Presentation on a topic within the deadline= 5 Marks
Report submission on the topic of presentation within the deadline= 5 Marks
Attendance= 3 Marks (Deduction of 1 Mark for 1st warning, 2 Marks for 2nd warning and 3
Marks for 3rd warning)
Class participation= 2 Marks (To be done on the basis of the complete semester
observation)
Final Exam= 50 Marks
TOTAL = 100 Marks
Thumb rules to succeed
Punctuality, Interaction with teacher and peers , Daily scheduling, Daily
Revision, Additional reading and writing.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
6. Outcome 1
Definition
The shared set of values and beliefs leading to common behaviour.
An integrated system of learned behaviour pattern that are characteristics of the
members among given societies.
E.g. Staff of different nationalities in Ibra College have shared set of values and
beliefs and have some common behavior as well.
Diversity : Dimensions
Descriptive model of 4 Layers of diversity by Gardenswartz and Rowe by attributing
diversity factors like-
Internal Dimensions, Personality, Organizational Dimensions, External Dimensions
Personality is part of the inner circle, a dimension which constitutes the core of
this model and covers all aspects of a person.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
8. Outcome 1
Internal Dimension (2nd Circle)
They are also known as core dimensions, which cannot be easily changed by individuals
and therefore considered by relevant equal treatment acts.
It consists of the following-
Gender
Nationality and Ethnicity
Social Class Background
Age
Mental and Physical Capacity
Religion/Worldview
Management of Diversity,
Dr. Manishankar Chakraborty
9. Outcome-1
External Dimension (3rd Circle)
They are known for their variableness (can change sometimes).
Religion/worldview are exceptions in that list.
Religion/worldview are part of internal dimensions because of two reasons-
(1) They cannot be chosen freely
(2) Discrimination due to these are not allowed (forbidden)
Factors of external dimensions are as follows-
Geographic Location
Income
Personal Habits
Recreational Habits
Religion/Worldview
Education
Work Experience
Appearance
Parental Status
Marital Status
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
10. Outcome 1
Organizational Background (Outer Circle)
They are defined by corporate or institutional attachment (affiliation).
The dimension are follows-
Functional Level Classification
Work Content and Field of Work
Research Interests/Field of Study
Faculty Center Department/Branch of Study/Services and Facilities
Work Location/Study Location
Type of Employment
Duration of Employment/Duration of Study
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
11. Outcome 1
Characteristics of Diversity
The characteristics of diversity are as follows-
(1) It is learned and transmitted (passed)from one generation to another
(2)It can be passed from parent to children, by social organizations, special interest
groups, governments, mosques, temples, churches etc.
(3)It is multidimensional, consisting of a number of common elements that are
interdependent.
Importance of Diversity
R. Roosevelt Thomas in his book Beyond Race and Gender defined Managing Diversity as a
comprehensive managerial process for developing an environment that works for all
employees.
Diversity management therefore can be described on the following basis-
(1) Mindset of an organization
(2) Climate of an organization
(3) Differences in workplace due to different race, workplace styles, disabilities and other
differences.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
12. Outcome-1
Short Note on Diversity Management
Different words like diversity, productive diversity, workplace diversity are used to explain
diversity management, however they have some grounds like-
(1) They accept the reality that people differ in many ways.
(2) They identify consequences at the workplace, society that may arise due to diversity
(3) They suggest strategies to ensure that these issues are addressed in the interest of
the society or workplace.
Diversity management is a tool to capture diversity dividend.
Diversity focusses on-
(1) Managing the difference within a company’s workforce
(2) The difference is managed by capitalizing the benefits and reducing workplace related
challenges caused due to diversity.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
13. Outcome-1
Short Note on Diversity Management
Diversity management contributes bottom-line and development of the organization in the
following ways-
(1) Improves the efficiency of HRM functions
(2) Fostering superior decision making, problem solving, creativity & innovation, key
factors in the creation of knowledge based companies
(3) Develops cross-cultural capabilities that helps in operations in culturally complex
environments at home and abroad.
(4)Implement new product/service developments and new sales/marketing strategies for
different customer bases.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
14. Outcome-1
What is diversity management?
It refers to differences between individuals.
Differences are visible and invisible.
Differences are gender, age, skills, tenure, learning styles etc.
The differences can have positive impact on the workplace by making optimal use of the
capacities and abilities both qualitatively and quantitatively.
It is a total managerial process for making a suitable environment for all.
It encourages managers to enable, empower and influence employees to reach their true
potential.
It helps in the organizational systems, policies and practices benefit all and not a few.
It helps in serving customers and clients better.
It targets people interested in integrating diverse work groups.
It helps in developing proactive approaches.
It promotes creativity, innovation, competitive advantage by reducing discrimination.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
15. Outcome 1
Diversity Management Principles
Diversity due to immigration, mobility between region and states, marginalized groups in workplace,
like women, disabled and old workers is a challenge.
Heterogeneity in the workplace is on the rise.
Policies for diverse workforce should be supported by tools that helps to gain benefits and reduce
pitfalls due to diversity.
The principles are as follows-
(1) Proactive approach- It enables to identify and realize the potential of diverse knowledge, skills and
background of the workforce helping to achieve obligations of social justice.
(2) Common and Integrated Approach- Policies relating to gender, people with disabilities, equality,
CSR should be relevant to managing workplace diversity. It can be done by adopting a common and
integrated approach to deal with a diverse workforce.
(3) Inclusion and Equity- It recognizes that employees from diverse backgrounds are entitled to equal
rights and that organization as part of the society have the responsibility to support social justice for
all.
(4) Business Case- It ensures effectiveness of the diversity management policies by meeting
commitments of social justice and CSR.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
16. Outcome-1
Workplace diversity
It encourages managers to enable, empower, influence employees to reach their potential.
Two distinct but connected channels leading to superior company performance are-
(1) Tapping into the benefits that flow from effective diversity management
(2) Focusing on corrective strategies to solve ineffective diversity management that
imposes cost.
It helps in improved individual and organizational performance
Powerful impact on problem solving, decision making, innovation and creativity
It would assist in producing diversity dividend by using diverse unique skills, perspectives
and knowledge of the workforce.
Diversity best practices
Organizations having diversity best practices value people, cultivate environment where
cultural awareness, sensitivity, fairness and integrity prosper.
The practices include-
(1) Integrated process that is ongoing and has measurable strategy
(2) Efforts are primarily decentralized with a central governing body outlining requirements
of plans with individual agencies.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
17. Knowledge Reinforcement
Case- Study
Situation for Analysis
Review Questions
(1) What is diversity?
(2) Do you think diversity is an advantage or it is a disadvantage for an organization?
Explain with reasons.
(3)What is diversity quotient? How does it help in the management of diversity.
(3) Microsoft is a global company having diverse stakeholders globally. Identify the
challenges they might be facing internally and externally due to diversity and suggest
solutions to manage the same.
(4)Why is it important to understand differences in a positive manner so as to manage
diversity?
Links for additional reading
http://www.univie.ac.at/diversity/management.html
http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-
workplace/
http://www.wisegeek.com/what-is-diversity-management.htm
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
18. Outcome-2
Recognize the cross-cultural communications and how to use this type of
communication
What is culture?
It is concerned with beliefs and values on the basis of which people interpret experiences
and behave individually and in groups.
OR
It refers to a group or community with which he/she shares common experiences that
shape the way a person understands the world.
One person can belong to several different cultures depending on his or her birthplace,
nationality, ethnicity, family status, gender, age, language, education, physical condition,
religion, profession, place of work and corporate culture.
It is the lens through which one views the world and therefore important to what one see,
how one make sense of what he sees, and how he expresses.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
19. Outcome-2
Four Cultural Dimensions
Culture, both national and organizational differ along many dimensions.
Four most important parameters are-
Directness (getting to the point Vs. implying the message)
Hierarchy (Follow orders Vs. Engaging in Debate)
Consensus (Dissent is accepted Vs. unanimity is needed)
Individualism (Individual winners Vs. Team effectiveness)
These are life-line for the organization as effective communication helps in effective
human resource utilization to achieve organizational goals and objectives.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
20. Outcome-2
Cultural dimensions depends on certain factors which play a very important role in shaping
the culture of the organization.
The factors are dynamic as their variables changes from time to time.
The factors are listed below-
(1) Sharing of ideas and facts- Higher-ups to share the right ideas and facts so that they are
disseminated properly all around the organization.
It helps in the development of right work culture, motivating employees to achieve goals.
(2) Motivating people- Motivation is important as people have different
culture, language, habit and making the organization a diverse one.
Continuous motivation of employees should form the culture.
(3) Transmission of decisions- Decisions should be passed from level to another across
functions that helps employees clear demarcation of their roles and responsibilities.
This assists in mixing individual goal with the organizational goal.
(4) Persuasive action- Employees are convinced (persuaded) to contribute in line with the
diversity and cross-cultural issues of the organization.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
21. Outcome-2
(5) Counseling action- It is important to help employees to understand the details
(nuances) at the workplace.
It helps in guiding junior employees by seniors thereby resolve all problems.
(6) Meaningful interaction- It is an important tool as it allows employees participate in
discussion which allows everyone to contribute towards the organizational culture.
Definition of cross cultural communication- It implies interaction with persons of varied
cultural, ethnic, racial, gender, religious, age and class backgrounds.
It is the process of exchanging, negotiating and mediating in one’s cultural differences
through language, non-verbal gestures and space relationships.
It is a process by which people express their openness to intercultural experiences.
Advantages of effective communication-
(1) Ties people together and also help in making an effective organizational structure.
(2) Helps in bridging people across organization.
(3) Facilitates in understanding and acceptance of ideas and actions.
(4) Builds rapport amongst staff across levels and functions.
(5) Creates better leadership, allowing people to motivate and perform towards
organizational objective.
Develops harmony within the length and breadth of the organization.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
22. Outcome-2
Background to cross-cultural communication
Cross cultural interaction increased with the growth of globalization and international tourism.
This led to increased desire and need for knowledge regarding cross-cultural communication
across levels.
Cross-cultural communication and cultural training is therefore important.
Communication barriers-
Barriers are man-made or natural ones. Some of them are listed below-
(1) Language barrier- Knowledge of the home country’s language is important for personnel in
foreign assignments.
Absence creates hurdles while interacting with peers, superiors and subordinates.
Affects personal and professional life.
(2) Poor writing- Writing if misunderstood results in conflict, breaking personal and professional
relationships.
(3) Cultural barriers- It happens due difference in culture.
Something good in one culture may be bad in other and vice-versa.
Important to break cultural barriers by studying existing culture and their good/bad.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
23. Outcome-2
(4) Perceptual barrier- Developed due to change in perception.
E.g. Working late may be perceived positively by some and negatively by others.
Increasing communication effectiveness-
Communication effectiveness should be developed in diverse organization to avoid a chaotic
environment leading to loss of productivity of the organization.
It is important to know the rules involved while communicating with native and non-native
speakers.
Rules while communicating with Non-Native speakers-
Use of common words which is easy to understand.
Following basic rules of grammar.
Avoiding slangs.
Paraphrasing for easy understanding.
Non-verbal communications too play and important role. So, the following should be understood-
Kinesics- Communication through body movements and facial expression
Proxemics- Using physical space to convey message
Chronemics- The way in which time is used in culture (monochromatic or polychromatic)
Chromatics- Using color to communicate messages.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty
24. Outcome-2
Communication effectiveness can be improved by developing a feedback
mechanism, imparting language training, cultural training, flexibility and cooperation
amongst people working within and outside the organization.
Other general measures are as follows-
(1) Improved feedback system- Feedback to know whether message has been delivered
and understood in the right context.
(2) Language Training- Language training to expatriate workers in the local language.
(3) Cultural Training- Cultural training to explain Do’s and Don'ts of different culture.
(4) Flexibility and Cooperation- A culture should be developed where processes and
approaches are flexible with changing times.
Cooperation between employees and management should be present
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
25. Knowledge reinforcement
Case- Study
Situation for Analysis
Review Questions
(1) What is cross-cultural communication?
(2) Explain the importance of cross-cultural communication in Ibra College of Technology.
(3)What are the possible perceptual barrier an expatriate employee may face in Oman?
(3) Microsoft is a global company having diverse stakeholders globally. How can culture
training help the organization?
(4)How can you reduce communication barrier in a diversified organization?
Links for additional reading
http://en.wikipedia.org/wiki/Cross-cultural_communication
http://www.colorado.edu/conflict/peace/treatment/xcolcomm.htm
http://www.mindtools.com/CommSkll/Cross-Cultural-communication.htm
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty