Activity 11: Discuss The Role Of Cultural Values And Attitud
Activity 11: Discuss the role of cultural values and attitudes when det
Activity 11: Discuss the role of cultural values and attitudes when determining how to deal with employees from different cultures or ethnic backgrounds. Be sure to include information on populations who find themselves in the “gap” where the organization’s culture does not include them, and what can be done to change this. Consider the role of cultural values and attitudes in determining how to deal with employees from different cultures or ethnic backgrounds. Please support your response with scholarly sources. This is to be in narrative form.
Bullet points should not to be used. The paper should be at least 2 pages in length, Times New Roman 12-pt font, double-spaced, 1-inch margins and utilizing at least one outside scholarly or professional source related to organizational behavior. This source should be a published article in a scholarly journal. This source should provide substance and not just be mentioned briefly to fulfill this criteria. The textbook should also be utilized. Do not use quotes. Do not insert excess line spacing. APA formatting and citation should be used.
Paper For Above instruction
In today's globalized organizational environment, understanding the role of cultural values and attitudes is critical when managing employees from diverse cultural and ethnic backgrounds. Cultural values profoundly influence individual behaviors, perceptions, and interactions within an organization. These values shape how employees perceive authority, communication, group cohesion, and conflict resolution, impacting overall organizational effectiveness. Managers who appreciate and integrate these cultural nuances are better equipped to foster inclusive workplaces that respect diversity while maintaining productivity and employee satisfaction.
One primary consideration in intercultural management is recognizing the existence of the so-called "gap"—a segment of the workforce whose cultural values and attitudes are not adequately reflected or integrated into the organization's culture. Employees in this gap often feel marginalized, misunderstood, or undervalued, which can lead to disengagement, decreased motivation, and high turnover rates. For example, individuals from collectivist cultures may prioritize group harmony and community over individual achievement, contrasting with organizations that emphasize competition and individual success. When these cultural differences are ignored, organizations risk alienating vital talent pools and fostering a transactional rather than transformational workplace environment.
To bridge this gap, organizations must take deliberate steps toward cultural inclusivity and cultural competence. This involves actively seeking to understand diverse cultural value systems through ongoing education and training programs that enhance cultural awareness among management and staff. These programs can facilitate the development of intercultural communication skills and promote empathy and respect. Additionally, organizations should adopt policies and practices that accommodate various cultural norms and preferences, such as flexible work arrangements, culturally sensitive feedback mechanisms, and diverse celebratory activities that recognize different cultural contributions.
Changing organizational culture to be more inclusive requires intentional leadership commitment. Leaders play a crucial role in modeling inclusive behaviors and fostering an environment where diversity is seen as a strategic asset. They must challenge systemic biases and address policies that inadvertently exclude or diminish culturally diverse employees. Encouraging employee resource groups, mentorship programs, and inclusive decision-making processes can further empower underrepresented groups and promote a sense of belonging.
Research indicates that organizations embracing cultural diversity and inclusiveness benefit from enhanced innovation, broader customer insights, and improved employee engagement. Scholars argue that the development of cultural intelligence (CQ)—the capacity to relate effectively across cultures—is essential for managers aiming to navigate multicultural work environments successfully (Earley & Ang, 2003). Cultivating such skills among employees reduces misunderstandings and builds a cohesive organizational identity that respects various cultural backgrounds.
In conclusion, cultural values and attitudes significantly influence how organizations manage diverse employees. Recognizing the existence of the cultural "gap" and actively working to create an inclusive environment can mitigate feelings of marginalization and foster a more harmonious and productive workplace. Through continuous education, policy reform, and strong leadership, organizations can bridge cultural divides, leverage diversity as a strategic strength, and promote equity and belonging for all employees.
References
Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual Interactions Across Cultures. Stanford University Press.