Question 1
Globalisation is a process that is making the globe become more interrelated. Guillén (2001) described globalisation as a phenomenon that makes societal political, and commercial players throughout the world more aware of one another and more dependent on one another. Global economic interconnectedness has led to two developments: a rise in diversity within the business community and a demand for managers with experience in collaborating with individuals from diverse cultural backgrounds. Depending on how well a corporation handles cross-cultural differences, diversity may wind up creating issues or showing promise. The present study examines the degree to which corporate culture as well as the resulting team relations can either facilitate or impede the successful administration of cross-cultural variation within multinational enterprises.
Creating an inclusive and diverse work environment is not without its difficulties. One of the biggest challenges faced is variation in linguistic abilities, thereby impacting communication and interaction among people coming from various cultural backgrounds. Even for people speaking similar language, the accent or tone might be different when they come from different regions. This might lead to some sort of misunderstanding. For example, people in both USA and Australia speak English but their accent is different. Furthermore, there are certain gestures which are acceptable in one culture but are considered offensive in another. This may lead to rift when there is lack cultural awareness. Instead than attempting to interact and comprehend one another, workers might use such prejudices as a justification for refraining from working together. In addition, members of minority categories may believe that their treatment is unequal to that of main groupings. In a comparable way, they are of the view that their leader or supervisor discriminated against them because they have come from a cultural background different from that of supervisor. They are also of the view that supervisor or boss will favour those having cultural background similar to that of boss. This causes a rift between different groups, thereby making it difficult to make cross-cultural teams. To supervise a varied team, ensure that each member feels part of it, and coordinate group choices with corporate objectives, this circumstance calls for a rational leader with strong leadership, emotional intelligence, and interpersonal skills. Conflicts across cultures can also be harmful to worker well-being and efficiency.
Diversity management, as defined by Barak (2016), is the deliberate actions and programmes that organisations do to promote greater inclusiveness as well as participation of people from various cultural origins. Integrating diversification into the company’s basic activities is the main goal of putting organisational strategies and procedures into practice. This integration makes sure that different viewpoints are taken into account while taking decisions, resolving issues, advertising, building the company’s reputation, using interaction techniques, and designing products, among other procedures.
An organisational culture has a significant impact on how its people behave, think, and view the world. Organisational culture is a complex idea that encompasses more than just a slogan; it’s the spirit that infuses every area of a worker’s job experiences (Holden, 2002). This core belief affects how workers view their position in accomplishing the objectives of the company, perform their duties, and communicate with coworkers. Although it is simple to define corporate culture theoretically it is more difficult to comprehend how it translates into actual employee actions and company results. It is an ever-changing phenomenon which evolves in reaction to outside influences, transitions in management, and shifting trends in the market, which is why it becomes complex. This flexibility is essential in determining how employees behave and how businesses perform. The mindsets and ideals of employees are significantly influenced by the culture of their employer. Employee internalisation of the organization’s standards and principles is facilitated by common experiences, practices, and relationships. The diversity aspects in every work environment are greatly influenced by the corporate atmosphere since inclusive practices are an indication of how successfully an organisational values have been internalised by the group (Cohen, 2010).
Companies have been compelled by the swift shifts in labour force composition to adjust, welcome, and value organisational diversification and inclusivity. This entails appreciating and acknowledging differences in gender identity, cultural backgrounds, customs, and other areas. It is impossible to overestimate the significance of inclusivity as well as diversity in staff members for businesses looking to stay viable in the modern world of fluctuations, insecurity, unpredictability, and vagueness (Green et al., 2002). Diversity in job environments refer to the range of demographic differences that can be found amongst employees in a company, such as race, ethnic background, age, and physical as well as psychological abilities. Green et al. (2002, p. 24) defined diversity in the work environment as: acknowledging, understanding, appreciating, and celebrating differences between people based on their age, financial situation, cultural origins, sex, ethnic background, faith, and dependence on government support. However, other academics contend that diversity in the workforce goes beyond a company’s policy of employing people with different origins. It also includes the vital component of recognising and embracing differences in the working environment (Green et al., 2002)
A company that proactively manages diversity uses programmes and strategies to recognise and capitalise on the diversity of its workforce (Barak, 2017). There is much more to the idea of a welcoming work environment than merely managing diversity. An inclusive environment is defined by a strong set of principles that transcend the bounds of the organisation to encompass a wider variety of diversity than what is already exhibited there (Barak, 2017). A diverse work environment enthusiastically participates in community events, showcasing its support of regional, state, and national efforts that strive to include a variety of populations, such as immigrants, and those with low incomes. It also encourages cooperation through national and ethnic boundaries, highlighting the exploration of universally cherished goals (Barak, 2017).
Ortlieb and Sieben (2014) suggest that a perfect inclusive organisation is one in which workers’ varied skills and viewpoints have an impact on a range of factors, including organisational tactics, work practices, and core principles and norms. These organisations deliberately integrate and include minorities at all stages of their organisational structure in an effort to achieve fairness and equal chances for all workers, notably minorities. Unfortunately, most of the conversation on diversity in organisations centres on women and people who have impairments (Ortlieb & Sieben, 2014). As a consequence, sexual minorities are often disregarded, which leaves them out of the larger diversity stream and with inadequate advantages from inclusive approaches. When it comes to societal prejudice at job, transsexual and homosexual people could experience a little less of it than transgender people because the latter’s sexual orientation is easier to identify (Ortlieb & Sieben, 2014). Long looks and questions are directed at transgender people in a variety of common places, including eateries, retail stores, and even while they are simply walking around. So as to avoid taking on the additional duties of creating fresh regulations, altering the physical premises, updating training materials (if necessary), and advising employees on how to communicate with transgender coworkers, companies usually reject the hiring of such people (Ortlieb & Sieben, 2014).
For example, if a Moroccan company starts operating in Western nations, it would face several challenges in integrating its work culture with that of western society culture. In Moroccan culture, hierarchy is given importance whereas in western nations, egalitarianism is propagated. There may be a cultural clash in such scenarios, thereby impacting organisational efficiency and productivity.
Moreover, efficient team dynamics are necessary to promote cooperation and efficiency in cross-cultural teams (Chin, 2015). The exchanges and bonds that form among teammates are known as team dynamics. It includes the how individuals of the team interact, settle disputes, and come to conclusions as a group. Successful interaction, cooperation, and confidence are the cornerstones of harmonious teamwork. As a result, teams need to prioritise interpersonal interactions even in mixed or completely remote employment contexts in order to make sure that strong interactions are maintained. A favourable work atmosphere and a vibrant business culture can be created by having a cohesive team. It can also boost effective interaction techniques, tolerance and appreciation for others’ opinions, spirits and inspiration, innovative thinking, efficiency, and workplace fulfilment (Chin, 2015). However, ineffective team dynamics prevent people from working together and rather promote groupthink, in which people follow the group’s decision without questioning it in order to avoid conflict. Ineffective relationships among employees can lead to substandard decision-making process and judgement, interpersonal disputes and stress, decreased worker assurance in your business, as well as higher staff turnover. For example, Morocco has a collectivist culture. In such cultures, value and emphasis is given on collaboration, coordination and consensus while taking decisions (Hofstede, 1980). There is excellent team dynamics. In contrast, Western nations prefer individualistic cultures. Emphasis is placed on individuality while taking decisions. There is poor team dynamics.
Inclusion and diversity are essential components of sustainable corporate growth, and all organisations should support this revolutionary trend. Each and every individual has different mindsets, values, beliefs or opinions due to their varying cultural origins and upbringing. It is necessary for global corporations to value the opinions of each of their staff. They should try to foster such a work culture that each employee feels recognized and appreciated. It also helps in enhancing organisational efficiency and productivity due to incorporation of diverse viewpoints (Moran et al., 2014). Leaders as well as managers in an oganization should motivate employees to express their ideas. Employees should be made part of decision-making processes. Such a work culture enhances innovation and creativity. It becomes conducive for cross-cultural teams having diverse skill sets necessary to analyse a topic from multiple perspectives. Every culture need to be honoured and celebrated equally. Try to convey that you are open to learning about the histories of the others in the group. Thus, rather than altering who they are in order to mix in with the vast majority of people, everybody need to have an opportunity to share their thoughts. In the interconnected environment, executives must remain aware of global events. The knowledge of recent events can be helpful for executives in designing corporate guidelines that promote diversity in the organisation. For example, Black Lives Matter was a movement against oppression by white people on black people. If managers or executives are aware of such movements or rights of such people, they can make them feel welcomed in their organisation without any discrimination. Is is a matter of fact that God has gifted each and every individual with some sort of abilities or talent. It is necessary for global corporates to set up such a work culture that every employee can contribute positively to organisational growth (Sadri, 2002).
In conclusion, it is possible to argue that the organisational environment as well as the team dynamics have a substantial impact on how well cross-cultural diversity management in multinational firms is facilitated or hindered. If the working culture of a global corporation is welcoming and fosters diversity, cross-cultural teams can be trained to perform effectively and efficiently. Such global organisations are able to take advantages of diverse skill-sets, diverse viewpoints of their cross-cultural teams. However, there are various challenges while fostering inclusion and diversity. Some of these challenges may be communication barriers, stereotyoing, racial prejudice, etc. These challenges can be dealt with by restructuring organisational policies and by offering training in cultural awareness. The global corporations should foster such a working culture that it promotes cross-cultural diversity management and inclusion.
References:
Barak, M. E. M. 2017. Managing Diversity Toward a Globally Inclusive Workplace. 4th edition. SAGE Publications, Inc.
Green, K.A., López, M., Wysocki, A. & Kepner, K. 2002. Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools, University of Florida, 1(4).
Ortlieb, R. & Sieben, B. 2014. ‘The making of inclusion as structuration: empirical evidence of a multinational company’, Equality, Diversity and Inclusion: An International Journal, 33(3), pp. 235–248
Hofstede, G. 1980. Culture’s consequences: International differences in work-related values. Sage.
Guillén, M. 2001. Is Globalization Civilizing, Destructive or Feeble? A Critique of Five Key Debates in the Social Science Literature. Annual Review of Sociology, 27(11), 235-260.
Cohen, S., L. 2010. “Effective global leadership requires a global mindset”, Industrial and Commercial Training, Vol. 42 Iss: 1, pp.3 – 10
Holden, N. 2002. Cross-cultural management. Harlow: Financial Times Prentice Hall.
Sadri, G. 2002. “Managing your diverse workforce through improved communication”, Journal of Management Development, Vol. 21 Iss: 3, pp.227 – 237
Chin, R. 2015. “Examining teamwork and leadership in the fields of public administration, leadership, and management”. Team Performance Management. 21 (3/4): 199–216.
Moran, R. T., Abramson, N. R., & Moran, S. V. 2014. Managing cultural differences. Routledge.
Trompenaars, F., & Hampden-Turner, C. 2011. Riding the waves of culture: Understanding diversity in global business. Nicholas Brealey Publishing.
