After Reading Chapter 11, Answer

After reading chapter-11(from the attached textbook), answer the below question based on scholarly journal peer reviewed article and understanding from the chapter

After reading chapter-11(from the attached textbook), answer the below question based on scholarly journal peer reviewed article and understanding from the chapter. Note: A scholarly journal peer reviewed article must be used to support the response and answer should be in own words. Strictly no plagiarism. 1.5 page assignment 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.

Paper For Above instruction

Effective management of a multicultural workforce necessitates an understanding of the profound influence that cultural values and attitudes exert on organizational practices. Cultural values, which are deeply rooted beliefs and principles that guide behaviors within specific societies, shape employees' perceptions, communication styles, and work ethics (Hofstede, 2001). Attitudes towards authority, individualism versus collectivism, and perceptions of time differ dramatically across cultures, impacting how managers engage with diverse employees.

In handling employees from various ethnic backgrounds, recognizing these cultural differences is paramount to fostering an inclusive environment. For example, employees from collectivist cultures, such as many Asian societies, tend to prioritize group harmony and collective responsibility, while those from individualist cultures, like the United States, often emphasize personal achievement and independence (Trompenaars & Hampden-Turner, 2012). Misunderstanding these fundamental differences can lead to conflicts, miscommunication, and feelings of exclusion, often encapsulated in what is termed the organizational “gap.”

The “gap” refers to the space where organizational culture fails to encompass or accommodate the values of minority or ethnic groups, resulting in exclusion, reduced engagement, and potential workforce attrition (Mor Barak, 2014). To bridge this gap, organizations must actively incorporate diverse cultural perspectives into their core values and policies. This can be achieved through diversity and inclusion initiatives that educate staff about different cultural norms, and by implementing practices such as culturally sensitive communication, flexible work arrangements, and mentorship programs tailored to marginalized groups (Ng & Burke, 2005).

Moreover, leadership plays a crucial role in shaping an organizational culture that respects and values diversity. Leaders should model inclusive attitudes and encourage open dialogue about cultural differences, promoting a culture where all employees feel valued and understood. Training programs aimed at intercultural competence can aid managers and staff in developing the skills necessary to navigate cultural differences effectively, thereby transforming the organizational culture and closing the “gap” (Caligiuri & Tarique, 2012).

Furthermore, a strategic approach is required to modify organizational culture continually, making it adaptable to an increasingly diverse workforce. This involves ongoing assessment of inclusivity, soliciting feedback from minority employees, and adjusting policies accordingly. By doing so, organizations not only improve employee satisfaction and retention but also enhance their overall effectiveness and global competitiveness.

In conclusion, cultural values and attitudes fundamentally influence how organizations manage diverse employees. Recognizing and respecting these differences, actively working to include marginalized groups, and fostering an inclusive culture through leadership and policy changes are crucial steps. Such efforts lead to a more equitable, engaged, and high-performing workforce, capable of thriving in today’s globalized economy.

References

• Caligiuri, P., & Tarique, I. (2012). Dynamic cross-cultural competencies and global leadership development. Journal of World Business, 47(4), 612-622.
• Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage publications.
• Mor Barak, M. E. (2014). Managing diversity: Toward a globally inclusive workplace. Sage Publications.
• Ng, E. S., & Burke, R. J. (2005). Meaning of work for ethnically diverse managers. Journal of Vocational Behavior, 66(3), 417-430.
• Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture: Understanding diversity in global business. Nicholas Brealey Publishing.