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Cultural Diversity
in the
Workplace
Table of Contents
Executive Summary
This feasible paper examines of the conceptual theme “diversity in the work place.” The ramifications that have brought about diversity of people with different backgrounds in terms of culture, religion, language, and ethnic background as well. The new world has adopted the constituency of having such a unique culture diversity that later has to be managed and eventually having all these cultures getting assimilated in one society as a whole. The workplace is also as diversified as society itself and a time image of the reality of diversity with all it’s complexities, hardships and manifestations. The entrance of women to workforce, a gender that has long demanded equality and equal participation on all levels of social life as well as corporate. Managing all of this will require a unique managerial system when all participants of all walks of life unite to produce and transforms an organization as diversed as society into a transnational organization.
Today’s expanding racial, ethnic and cultural diversity makes it obvious that it will be nearly impossible for U.S. businesses to manage a workforce or market products.1 The issue of diversity in public relations will be overcome to meet the needs of expanding ethnic minorities, and other segments of society. Most public relations executives believe that the industry will become more rich and sophisticated in multi-cultural communications techniques: offer employees special training programs that cover ethnic diversity issues, gender issues and issues centered on the disabled, and finally organizations will implement communications initiatives that deal specifically with diversity related issues that affect their constituencies. This paper will indicate the importance of diversity, management of diversity, dimensions and aspects of culture diversity thoroughly but not intensively due to the broad subject of diversity that cannot be limited in terms of research and studies. Cultures diversity can be examined in a diversified society as the U. S. or it can be examined on the level of both corporate and management itself.
Introduction
Ethnic and cultural diversity are about as a new to America as Ellis island, yet they have been receiving a lot of attention recently, particularly in business circles. The idea of diversity in business today is unlike century earlier, respects the strength and advantages of individual cultures, rather than seeking to homogenize all cultures into one generic Americanized model.2
Ironically, one major obstacle to managing diversity is embedded in the very principals upon which America was founded: The notion that”all men are created equally”. Our national character and culture have been build on such concepts as “our nation under God, indivisible......” and on the idea of new comers assimilating into the American main stream. Equality has always been a guiding principle in the American life, yet it has also resulted in a tendency to be uncomfortable with difference.3 This discomfort with differences is manifested in subtle and some times in disturbing ways. A major mistake is having a multi cultural workforce and pretending you don’t.
It is one thing to recognize that the workforce is changing. New governmental polices dictating minority rights and imposing affirmative actions require more understanding and more organizational techniques to cope with such requirements. It is very different and sometimes difficult, however to know exactly how to manage people who not only look but also think differently. It is crucial to understand how we are shaped by our own culture and begin to recognize some of the basis and stereotypes we often bring to our interaction with others who are unlike us.4
Affirmative actions require us to give opportunities to minorities but in fact, management of such diversified culture is taken upon our shoulders. It is as we stand, we find culture diversity is very productive and the survival of U.S firms has a lot to do with newly arrived immigrants and have been able to absorb the cultural gap among labor force to attentively reach the highest level of advancement and competitive edge over many of the world leading firms.
This paper examines cultural diversity, management, and provide a set of recommendations and solutions.
Demographic Changes
Cultural diversity in the work place is the result of changing demographics. The majority of people entering the work force are women, minorities, immigrants and etc...
Here are a few of the facts about changing workforce:
- More women will be on the job.
- By 2000, 85% of the entering workforce will be female, African America, Asian-America, Latino or new immigrants.5
- Fully one-third of new workers will be non-white.
- Average age of workers will rise. Within twenty-five years, one out of every four workers will be age 55 or older.6
- There will be a shortage of skilled workers.
- Of the 43 million people with disabilities, many will seek equal opportunity in employment.7
- American consumer base will be more diverse.
The impact of these demographics is already being felt in the workplace. Diverse groups bring different expectations in work styles, needs, and values, and managers must learn to make diversity an asset to improve working relationships and productivity.
Culture diversity
Definition: Like trees in a vast forest, humans comes in a variety of sizes, shapes and colors. This variety helps to differentiate us from each other. While we share the important dimension of humanness with all members of our species, there are biological and environmental differences that separate and distinguish us as individuals and groups. From an objective point of view, it is this vast array of physical and cultural differences that constitute the spectrum of human diversity. From the subjective point of view, diversity is otherness or those human qualities that are different from our own and outside the groups which we belong, yet present in other individuals and groups. Others, then are people who are different from us along one or several dimensions such as age, ethnicity, gander, race, sexual/affectional orientation, and so on.8 This definition indeed is essential to comprehend so our social and cultural diversity once the reality of it recognize without a prejudice slide, the cream of our workforce will be a dimension to our future in terms of applicability to productivity, and harmony among the workforce comrades.
Diversity, the pillar of the American Society
As America enters the 21st century, an over view of how diversed United States can be seen in a demographic shift from a white dominant society into a more flexible, tolerant, and harmonical once. A major management issue will be confronted with such magnitude. Culture diversity in the workforce is the result of changing demographics. The majority of people entering the workforce today are women, minorities, and immigrants. The ranks of the young, white American male are shrinking and will continued to shrink throughout decade as well as into the next century.9
This means that there are a wider variety of cultures represented in the workplace in large numbers than ever before. People of different cultures will be working side by side as the decade progresses and as we approach to enter the 21st century. The United States was built on the concept of immigrants. It is vital that such diversity of cultures, values, norms, races, and colors to stays as a building block that forms the backbone of America. The foundations laid to us before that our cultures diversity is the pillar of our superiority, uniqueness and progress.
Homogeneous Clustering of dimensions
Throughout America, most people live in a homogeneous communities where they associate largely with others of similar cultural background. This homogeneous clustering is most noticeable when we look at the dimension of race. Despite legislative attempts to change the racial composition of our communities and move towards greater integration. Race is not the only dimension that divide us. In communities across America, ethnicity, income, religion, sexual/affectional orientation, and work background used as criteria in decisions regarding where to live and more over in the workplace. Whether by choice or out of necessity, most people in our society live in communities that are less diverse than the society at large.10 As a consequence, few of us are exposed to a broad range of human differences until we enter the workplace. By this stage in our development, we have already formed many preconceived ideas about difference or otherness.
Dimensions of Diversity
In identifying the significant in which human beings differ, it is important to distinguish between primary and secondary dimensions of differences, for the purpose of this discussion, primary dimensions of diversity refers to those immutables human differences that are inborn and/or that exert an important impact on our early socialization and on going impact through out our lives. There are six dimensions of diversity that we term primary:
1) Age
2) Ethnicity
3) Gender
4) Physical abilities/qualities
5) Race
6) Sexual/affectional orientation
These six primary dimensions serve as interdependent core elements.
Secondary dimensions of diversity are those can be changed. They are mutable differences that we acquire, discard and/or modify through out our lives. The secondary dimensions of diversity include but not limited to:
1) Educational background
2)Geographic location
3)Income
4) Marital Status
5) Military experience
6) Parental status
7) Religious beliefs
8) Work experience
The secondary dimensions add contour and breadth to our self definition. Each dimension can be examined as an isolated aspect of human diversity.11
Encountering Diversity in the Workplace
Each day through out the American workplace, employees encounter enormous human diversity in a multitude of situations. They may face this otherness in their dealings with customers as well as in their interactions with co-workers. Much of the time these encounters are neutral with no negative consequences for anyone involved. Occasionally, dealings with diversity will be positive with all parties believing they are being treated with mutual respect. There are many occasions, however, when communication between diverse people breaks down. This results in bad feelings lowered productivity, heightened resistance, and the reinforcement of preconceived ideas and stereotypes about otherness. If these breakdowns become the norms, the results can be disastrous for organizations in which success in the marketplace is directly linked to productive teamwork and high employees morale.12
A new model is needed before the workforce becomes even more discouraged, potentially creating further decline in productivity. In these times of slower labor force growth, competent, high demand workers are choosing to move to organizations that accommodate their individuality through the work itself, through policies and systems that support their life style requirements, and through management practices that enhance their dignity.13
Thus by far encountering diversity is inevitable and the challenge to address depends on the approach of management and the clear vision of seeing it as highly advantageous to productivity and employees incentives. The follow up of the second part of this paper, will examine a deeper look at the challenge and management of cultural diversity.
The Diverse Voices
Women: More women are entering the workforce than ever before. Women will approach 50% of the workforce by t he year 2000, when six out of seven working-age women will be at work. Almost two thirds of the new entrants to the labor force between 1985 and 2000 will be female.14
No matter how hard they work, how much education they have, and what their title or responsibility, women will still face discrimination and they will never be equivalent to men of same education and experience. The perception that a woman’s style of leadership is different from and less effective than a man’s, the persistent cultural warn that women should be in subordinate roles, and the perception that women are less competent than men.15 In other words, no matter how a women performs, corporate policy and social climate are stacked against her. Women are subject to comments from employees of different cultures and societies. For women to receive fair treatment in the workplace, they must learn to treat people who are different equitably.
African Americans: Black Americans will become important to the economic success in the United States. African American will represent 18% of the labor force growth between now and the year 2000. African American workers will never get away from color as an identifier; they are always seen as blacks, not as human beings. They don’t get credit for achievements at work. They have always to prove themselves to each new person they meet. African American employees used the following adjectives to describe their own group: poor, proud, good athletes, paranoid, hardworking, smart, and discriminated against.16
Asian American: Asian American are the fastest group in the United States. They have a high rate of participation in the labor force and make up approximately 3.5% of the national workforce.17 Asian American share common cultural characteristics, such as strong loyalty to family, community, reluctance to complain or express emotions directly and a dislike of confrontation, respect and obedience to authority, sensitivity to the attitudes of others, and a strong work ethic. Asian American employees agree that their culture does not emphasize the aggressiveness, outgoingness that they perceive are necessary to be properly rewarded in U.S. companies.
Latinos: Latinos are a diverse group. They are people from more than twenty different nations in central and south America. Latinos differ in social class, occupation, level of assimilation, and color. Despite these differences, there is a bond among Latinos, based primarily on language and also some cultural characteristics, especially a strong emphasis o family and communal ties.
In the workplace, managers have low expectations of Latino’s ability and expect them to look alike. Employees and managers working with Latinos complain about the clannishness of Latinos.
Immigrants: Immigration has caused some of the most dramatic changes in the workplace, people come from different parts of the world with different cultures and styles of living. They face different kinds of problems at the workplace. People think of them as inferiors and job takers. They face discrimination because of their language. Many immigrants say that they are treated as if they are not smart or are in some way inferior because of the way they speak English. Another problem is lack of understanding that others have of the immigrants culture and how it effects their work habits and behavior in the workplace. Companies will tend to invest more time and dollars in accommodating such immigrants by providing more education and training. Not only will they need to be socialized to U.S. culture, but companies also need to educate the current American work force to the cultural values and behaviors of immigrant groups.
Younger and Older Workers: Age diversity is issue in the workforce as different age groups work together. The differences among different age groups reflect a major transformation in American culture during the last forty years. The older worker’s view of the world was clear. The environment was safe, government was a friend, employers were loyal to workers and workers to them. While younger workers view the world differently rules and regulations have no meaning in themselves and they do what they want to do as long as they are satisfied.
White Men: While Americans express the greatest number of stereotypes about minorities. White men represent 47% of the workforce.18 White men are very prejudiced against people of color and they don’t like women or people of color sunning the company. Employees describe white men as arrogant, crazy, ignorant, insensitive, out of control., spoiled, and selfish.
White men say that they are conscious about the problems in accommodating women in family and work issues. Women has to leave work sometimes during family emergencies which means somebody should cover their work.
Examples of Subtle discrimination
The classic example is of a woman who is simply being ignored. The only female member of a working group may also be the only one who isn’t introduced to the client, or who doesn’t get a work assignment when a manager passes them out. She may speak up at a meeting and later find her remarks attributed to the man seated next to her. Other examples, such as the expectation that all Asians should do perfect work and that if they don’t, something wrong with them.19 Another example that brings up the issue of diversity at work is that when a black female manager offered a job in her department to a black man. He turned her down but, when the position opened again later, lobbied for it by calling other men in the company rather than the female manager. So because she is a women, he failed to see her as a person of power.20 This incident brought the issue of diversity and made the company give seminars to educate its employees. The result was a decrease in turnovers and an increase in efficiency.
Cultural Diversity as an Advantage
Differences found in a culturally diverse workplace can be a tremendous advantage if viewed properly. These differences allow us to get a different perspectives on issues and train us to open our minds. The first step to the creative problem solving so surely needed in our organization. Cultural diversity can reap many benefits for managers in terms of productivity. A homogeneous work force looks at the problem and arrive to the same solution. Similar people will see problems similarly and thus arrive at basically similar solutions.21 A heterogenous work force, on the other hand, is comprised of non-similar people who see things from different prospective. As a result, the heterogenous work force is able to create larger number of solutions or alternatives to problems and can be more creative in their solutions.
Diverse workforce has an impact on marketing. Markets are becoming as diverse as the workforce. Selling goods and services is facilitated by a representational workforce in several ways. Companies with good reputations have correspondingly favorable public relations. Just as people, especially women and racioethnic minorities, may prefer to work for an employer who value diversity, they may also prefer to buy from such organizations.22 For some products and services a multi-cultural sales force may facilitate sales to member of minority culture groups. Moreover, heterogeneous work force promotes creativity and innovation. Most innovative companies deliberately establish heterogeneous teams to create a marketplace of ideas, recognizing that a multiplicity of points of view need to be brought to bear a problem.23
Why should companies concern themselves with diversity? Of course, if the above is true that a more diverse workforce will increase organizational effectiveness. It will lift morale, bring greater access to new segments of the marketplace, and enhance productivity. In short, diversity will be good for business. Then where are the positive impacts of diversity? Numerous and varied initiatives to increase diversity in corporate America have been under way for more than two decades. Rarely, however, have those efforts spurred leaps in organizational effectiveness instead, many attempt to increase diversity in the workplace have backfired, sometimes even heighting tensions among employees and hindering a company’s performance.24
This above argument in fact does not represent the factual success of corporate America in the world market. It has been proven that cultural diversity with its challenge create better opportunities and alternatives over homogenous workforce. The key, though, is for managers to breakout of there bounded reasoning and be ready to accept different view points. It is often difficult to view all problems for a new prospective, but that is exactly what creativity involves. A diverse workforce lays a wonderful foundation for that creativity.
Managers’ Role
Cultural diversity presents special challenge for today’s managers. While it can open the door for improve creativity and innovation, it requires a fundamental change for managers. For years managers were trained to treat everyone in their employment exactly the same. Today, however, more changes are underfoot. To treat employees fairly often means to treat them differently,25 however, this approach is virtually complex and ineffective in a diverse workforce. A new and modern approach has been innovatively applied and adapted by managers to oversee culture diversity in workplace. A different philosophy of management based on set of values that provides a framework of actions. This philosophy of management is called Flex-Management. Flex-Management is a deep appreciation of individual differences and the understanding that equality does not mean sameness. Although divers needs and wants are equally respected, they are not met by treating everyone the same. Flex-management recommends creation of more individualized policies, systems, and management practices.26 Flex-management concept requires management to tune in to people and their needs, create options that give people choices, and balance diverse individual needs with the needs of the organization.
Flex policies include offering a specific number of holidays instead of naming certain number of holidays off or providing an amount of money to buy an individualized benefits package instead of giving everyone the same insurance and vacation. Information-sharing policies could be more open, complete and regularly instead of being restrictive, which keeps employees uniformed.
It is important to add greater flexibility to compensation and classification, benefits programs, reward options, performance planing and evaluation, recruiting and assessment, orientation, job evaluation, and design, job description, and training.27 These systems help employees and managers design the best programs for both the individual and the organization. Managers must tune in to many different people, understand their perspectives, and use more judgement in relating to them. Some employees need more direction, while others may perform better. Managers still need to control some aspects of work. Questioning and listening to employees is important in trying to understand their differences, as in training, and development.
Developing a Diversity Strategy
With the above mentioned advantages of culture diversity, challenges to it arise as well. The real challenge facing us all is that to make sure that we address these demographic challenges systematically. Our ability to do so will determine America’s ability to compete globally. The strength of many of America’s competitors is there homogeneity , it is America’s diversity that represent both its biggest crises and its greatest opportunities. The real challenge is to grasp the opportunity culture diversity represents, the heart of which lies in the “ unpredictable uniqueness” that is the product interaction across differences. Figure 2-1 represents the complexity of diversity and how deeply integrated diversity programs need to be.28
The primary goal of “valuing and managing” strategy is to develop an environment that serve all employees as well as the other stakeholders and incorporate the benefits of diversity so that no potential is lost in achieving bottom live organizational objectives. Flexibility initiates a changing process on an ongoing basis over time. The strategy or plan that seems to work best is one that:
* Functions over both the short and the long term.
* Is developed with the participation of stake holders.
* Has clearly defined objectives
* Has guiding principle or methodology.
* Is multidimensional in its approach.
* Is flexible but clear about management structures needed to support it.
* Outlines specific actions and priorities for which resources can be allocated.
* Can be measured and evaluated.29 See figur 2-4
Suggestion for Management View of Culture Diversity
After viewing the benefits and the advantages of cultural diversity, companies should proceed in making changes that help pull the organization together. The multi-cultural organization’s specific features are as follows: (1) Pluralism where all cultural groups respects value, and learn from one another. 2) Full structural integration of all cultural groups so that they are well represented at all levels of the organization. 3) Full integration of minority culture group members in the formal network of the organization 4) An absence of prejudice and discrimination 5) Equal identification of minority and minority group members with the goals of the organization, and with opportunity career goal achievement. 6) A minimum of enter group conflict which is based on race, gender, nationality, and other identity groups of organization members.
Five key components are needed to transform traditional organization into multi cultural one.
Leadership:
Managements support and genuine commitment to culture diversity is crucial champions for diversity are needed. People who will take strong personal stands on the need for change, role model the behaviors require for change, and assist with the work of moving the organization forward. Top management commitment is crucial but not sufficient. Champions are also needed at lower organizational levels, especially key line managers.30
Training:
Training is the most prevalent starting point for management of diversity. Two types of training are popular: Awareness training and skill-building training. Awareness training focuses on creating an understanding of the need for, and meaning of managing and valuing diversity. It is also meant to increase participants. Self awareness on diversity related issues such as stereotyping and cross-cultural insensitivity. Skill building training educates employees on specific cultural differences in the workplace.31
Research:
The importance of it is to collect information about diversity related issues. Research is helpful for identifying issues to be addressed in the education process. Research helps to identify areas where changes are needed and provides clues about how to make them. Finally, research is necessary to evaluate the change effort. Base line state on key indicators of the valuing diversity environment needs to be gathered and periodically updated to assess progress.32
Culture and Management Audit:
For purposes of this analysis of the organization culture and human resource systems such as recruitment, performance appraisal, potential assessment and promotion, and compensation should be understandable. The objective of audit are: To uncover resources of potential bias unfavorable
to members of certain cultural groups and To identify way to corporate culture may inadvertently put some members at a disadvantage.33
Follow-up: Consists of monitoring change, evaluating the results, and ultimately institutionalizing the changes as part of the organizations regular on going process. Like other management efforts, there is a need for accountability and central for work on diversity. Accountability for preserving the changes must be established with every manager. Changes in the performance appraisal and reward processes are often needed to accomplish this.34
Conclusion
Culture diversity in a society as complex as U.S. society requires managerial techniques and levels starting with training, communication, and employee feedback from bottom to top management. In so many organization, workforce management is needed to be practiced according to outside influence and laws. Affirmative actions and anti-discrimination laws force organizations to hire more minorities and incorporate them to reflect culture diversity of the American society.
For public relations and for business in general, much room has been available for improvement in reaching out to all segment of society with marketing efforts and professional recruiting initiatives.
In a business where the supply of good jobs vastly outnumbers those seeking communication jobs, the public relations industry has to approach recruiting, training, and communicating to a diverse range of audience in a more sophisticated manner. And like the organization we serve, we are only slightly ahead of the curve on marketing to a multi cultural society that no longer demands that individuals assimilate to become accepted.
As the eyes, ears and voice of our organization , we are expected to recognize that diversity includes everyone and is not exclusive to any particular race or gender. Everyone, regardless of age, education, gender, physical disability and geographic origin, should be included.
The public relations profession should aspire to be representative of the communities served by our companies, clients and organizations across America.35 So culture diversity is unavoidable at workplace. The fact that Americans are bound together by way of destiny and by some constitutional rights, the road ahead will be more diversed as ever. Americans have much to accomplish and given the pace at which the rest of society continues to evolve, little time to do it. But the path we must follow is well marked. It starts with hiring practices. And it continues with the training programs conducted, the communications programs we create and implement, and the audience we include in all communications. Diversity is a process that begins with an open mind and never ends.
As we approach the 21st century, the world is very much interdependent. Trade and commerce have gone to the greatest level. Cultural diversity is what makes America a country with rich cultures and common destiny. The work place of the American corporations look deeply colorful and innovative. Laws and legislations have been passed to accommodate the diversity of America. Companies have gotten new concepts of incorporations of vast, extended and rich cadets. This multi-culture workplace is what made America so powerful and ultimately a superpower. Management of the environment of the workplace with all its diversity has proven so successful. I believe culture diversity is a source of strength to America and to the American business world.
Bibliography
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2. Ktcher, “Diversity in Today’s Workplace and Marketplace,” 6.
3. “Cultural Diversity in Today’s Corporation,” Working Woman (January 1991): 46
4. “Cultural Diversity in Today’s Corporation,” 46
5. Rene Blank, Sandra Slipp, Voices of Diversity: Breaking Through the Communication Barriers in a Workplace Where Everyone Is Not Alike (AMACOM, 1991): 13.
6. Lewis Brown Griggs, Lente-Louise Loaw, Valuing Diversity: New Tools For New Reality ( McGraw Hill, 1995): 15.
7. Rene Blank, Sandra Slipp, Voices of Diversity: Breaking Through the Communication Barriers in a Workplace Where Everyone Is Not Alike (AMACOM, 1991): 13
8. Loden, Marilyn, Workforce America: Managing employee diversity As a Vital Resource (New York: IRWIN, 1991),18.
9. Buhler, Patricia M, “Managing in the 90s,” Supervision (Nov.. 1992): 23.
10. Loden, Marilyn, Workforce America: Managing employee diversity As a Vital Resource (New york: IRWIN, 1991), 23
11. Ibid. ,24
12. Lee Gardeswartz, Anita Rowe, Managing Diversity: A Complete Desk reference & Planning Guide ( homewood, IRWIN, 1993): 47
13. David Jamieson, Julie Omara, Managing Workforce 2000 ( Sanfrancisco, Jossey- Bass Publisher, 1991): 7.
14. David Jamieson, Julie Omara, Managing Workforce 2000 ( Sanfrancisco, Jossey- Bass Publisher, 1991): 18.
15. Rene Blank, Sandra Slipp, Voices of Diversity: Breaking Through the Communication Barriers in a Workplace Where Everyone Is Not Alike (AMACOM, 1991): 152
16. Fernandez, John P., Managing a Diverse Workforce: Regaining the Competitive Edge ( Canada, Lexington Brooks, 1991): 154.
17. Ibid. , 132.
18. Rene Blank, Sandra Slipp, Voices of Diversity: Breaking Through the Communication Barriers in a Workplace Where Everyone Is Not Alike (AMACOM, 1991): 168.
19. “Cultural Diversity in Today’s Corporation,” Working Woman (January 1991): 53
20. “Cultural Diversity in Today’s Corporation,”: 55
21. Buhler, Patricia M, “Managing in the 90s,” Supervision (Nov. 1992): 24.
22. Taylor H. Cox, Stacy Black Jr., “ Managing Cultural Diversity: Implications For Organizational Competitiveness, “ Academy of Management Executives Vol 5, no 3, (Aug 1991): 49.
23. Taylor, Stacy , “ Managing Cultural Diversity: Implications For Organizational Competitiveness, “ 49.
24. Fernandez, John P., Managing a Diverse Workforce: Regaining the Competitive Edge ( Canada, Lexington Brooks, 1991): 152.
25. Buhler, Patricia M, “Managing in the 90s: Creating Flexibility in Today’s Workplace,” Supervision (Jan 1992): 25.
26. David Jamieson, Julie Omara, Managing Workforce 2000 ( Sanfrancisco, Jossey- Bass Publisher, 1991): 35
27. Ibid. , 38.
28. Lewis Brown Griggs, Lente-Louise Loaw, Valuing Diversity: New Tools For New Reality ( McGraw Hill, 1995): 19.
29. Ibid. , 30.
30. Taylor H. Cox, Stacy Black Jr., “ Managing Cultural Diversity: Implications For Organizational Competitiveness, “ Academy of Management Executives Vol 5, no 3, (Aug 1991): 53.
31. Ibid.
32. Ibid.