000778059 Somashekar Reddy Dissertation

8/12/2019 000778059 Somashekar Reddy Dissertation

1/61

Coursework Header Sheet

213106-97

Course BUSI1359: Pathway Specialisation Project Course School/Level BU/PG

Coursework Dissertation Assessment Weight 0.00%

Tutor AC Van Klyton Submission Deadline 30/01/2014

Coursework is receipted on the understanding that it is the student's own work and that it has not,in whole or part, been presented elsewhere for assessment. Where material has been used fromother sources it has been properly acknowledged in accordance with the University's Regulationsregarding Cheating and Plagiarism.

000778059 Bharath Somashekar

Reddy

Tutor's comments


2/61

Bharath Somashekar Reddy 000778059 || Page 2

Grade Awarded___________ F or Off ice Use Only__________ F in al Gr ade_________

M oderation requi red: yes/no Tutor______________________ Date _______________


3/61


Bharath Somashekar Reddy

000778059

MBA International Business, University of Greenwich, Business School,January 2013 starter

Project MBA IB, BUSI1359

Managing Cultural Differences Across Boundaries for Optimizing BusinessPerformance

Supervisor: Paolo Tubaro


4/61


5/61


Abstract The purpose of this dissertation is to study and find out how a workplace which is diverse and

where people from different cultures work together manages the existing differences and also if

such differences are managed properly how can it be used for proper optimization of business

processes. In 1900s when globalization started different organizations started operating on

international scales. As a result of integration of working boundaries there started a free

exchange of views and ideas. In addition to, the culture of multinational companies provided

numerous employment opportunities and made employees of different countries come and work

under one roof. Since the employees were from different countries, areas, having different

religions and race, it became important to study the impact and management of cross cultural

differences.

The aim of this dissertation is to:

1. Study the various dimensions which come into the category of cultural diversity such as age,

gender, race, physical or mental disability, language, religion etc.

2. A brief study to the terms used in work places such as racism, stereotyping, glass ceiling,

ethnocentrism, cultural shock etc

3. Ethical and legal measures to keep a check on discrimination. Laws and acts of differentcountries.

To have a detailed knowledge both qualitative and quantitative analysis methods were used and

presented in the form of graphs and percentage. To collect data purposive sampling method was

used and the sample size was 50. Based on the findings conclusion and recommendations are

provided for future reference.


6/61


Contents

1. Introduction: ............................................................................................................................ 9

1.1 Background ........................................................................................................................... 9

1.2 Significance of Topic .......................................................................................................... 10

1.3 Problem Statement .............................................................................................................. 11

1.4 Aim and Objectives ............................................................................................................. 15

1.5 Research Topics .................................................................................................................. 15

2. Literature Review ...................................................................................................................... 17

2.1 Introduction ......................................................................................................................... 17

2.2 What is Workplace Diversity? ............................................................................................ 17

2.3 Challenges to Meet Cross Cultural Differences .................................................................. 18

2.3.1 Culture Shock ............................................................................................................... 19

2.3.2 Ethnocentrism ............................................................................................................... 20

2.3.3 Stereotyping .................................................................................................................. 22

2.3.4 Cultural Imposition and Blindness ............................................................................... 22

2.4 Strategies to Deal with Cultural Differences....................................................................... 23

3. Research Methodology .......................................................................................................... 27

3.1 Need of Research Methodology .......................................................................................... 27

3.2 Research Philosophy .......................................................................................................... 27

3.3 Research Approach ............................................................................................................. 28

3.4 Data Collection and Research Methods ............................................................................. 29

3.5 Sampling.............................................................................................................................. 30

3.5.1Methods of Sampling..................................................................................................... 31

3.6 Data Analysis ...................................................................................................................... 31

4. Data Analysis ............................................................................................................................. 32

4.1 Analysis of Questionnaire ................................................................................................... 32


7/61


(a) Understanding the Problems on Different Cultural Backgrounds: .................................. 32

4.2Managing Policies and Laws ............................................................................................... 46

5. Conclusion ................................................................................................................................. 49

5.1 A Framework for Managing Diversity as Organizational Change ..................................... 50

5.2 Recommendations to Make Cultural Change Happen ........................................................ 51

5.3 Current Trends And Statistics Of Workplace Diversity ...................................................... 53

References .................................................................................................................................... 57


8/61


Table of Figures

Figure 1: Northrop grumman [online]. (2013). ......................................................................... 12 Figure 2 Vadim Kotelnikov. (2010). cross cultural communication. ....................................... 14 Figure 3: Diversity at GSK. ..................................................................................................... 15 Figure 4 : Transition Stages Model ............................................................................................... 19 Figure 5 : Reasons for feeling out of place at work ...................................................................... 20 Figure 6 : Managing Cultural differences (Kotelnikov, 2012) ..................................................... 22 Figure 7 : Organisation ................................................................................................................. 24 Figure 8 : Deductive and Inductive Learning adapted .................................................................. 29


9/61


1. Introduction:

1.1 Background

In todays scenario of business, growth and fast economic development the firms are rapidly

extending their business all over the world. With the onset of globalization it has become a very

common phenomenon that an organization may have employees from diverse backgrounds.

Hence it is one of the very important tasks to deeply study and understand the various effects of

culture on a workplace. (Brad Power 2012)

A definition from Investopedia explains

Cross culture can be experienced by an employee who is transferred to a location in anothercountry. The employee must learn the language and culture of those around him, and vice-

versa.

The purpose of this project is to recognize and find ways to enhance the capabilities of

employees from different cultural backgrounds to better deliver their services in an

organizations business processes. In this project we will try to find different ethical and leg al

ways to manage diversity and construction of such an environment in a workplace that can

maximally utilize the diversity of employees who are from different places, have differentcultures and perspectives and different experiences.

Diversity has nowadays become a widespread reality in all the business areas irrespective of the

field. A culturally diverse workforce can be a huge disadvantage for any workplace team or a

company if unmanaged, however if it is controlled and managed in a proper direction it can be an

added advantage for the organization, along with helping in growth of an individual employee it

can also enhance an organizations potential, improving the interaction of company with the

customers and hence business growth, and also enhancing creativity and problem solving. In this project the management of cultural diversity across boundaries is discussed emphasizing the

maximum optimization of business processes. Using appropriate legal and ethical solutions it is

easy to overcome the hurdles and barriers which are on the cultural grounds and will provide not

only understanding and promotion but knowledge sharing also between employees who are


10/61


fromdifferent cultural backgrounds which further lead to a successful relation of employee with

customer, employee with co workers and seniors and overall company.

1.2 Significance of Topic

Cultural differences in various multicultural companies and teams can lead to unsolvable

misunderstandings among the members of a multicultural team before they have had a chance to

establish any understanding with each other. On the contrary, if a multi-diverse workplace is well

synchronized it may lead to much better results. Thus, this process of building trust and co-

operation has beenone of the crucial steps in not only creating new teams and also development

of the existing multicultural workplaces. The higher authorities of such teams need to recognize

that trust building among people of different cultures and backgrounds is a complex process

since each individual has its own views and perceptions with which he has grown up.

In enhancing a business performance and its competitive advantage there are various dimensions

that need to be addressed which may be indirectly or directly impacted by cultural diversity.

These are attracting human resources, cost, and organizational flexibility, marketing success,

creativity and innovation. (Taylor H. Cox, 1991).

Attracting Human Resources: A company which is well diverse that is having employees of

different countries, backgrounds, who are from different races, age groups definitely gainfavorability as employers over the companies which are not diversity rich. It may specially be

viewed as prospective employers by women and minorities.

Cost: As the diversity of an organization increases, the cost of a poor job in integrating workers

also increases. Those companies which handle such problemsproperly, it create cost advantages

over those companies which don't.

Organizational Flexibility: If an organization is flexible and has a multicultural working

system, it will be more fluid which provides greater flexibility and easier adaptation to any kind

of environmental changes.


11/61


Marketing Success: For diverse organizations it has easier marketing efforts due to

understanding of different cultures and hence better insight of what is happening in current

market scenario.

Innovation and Creativity: Heterogeneity in an organization results in diverse perspectives andhence better and numerous options to choose from.

1.3 Problem Statement

As mentioned earlier, cultural difference in an organization is a very common yet very important

issue to be addressed. These issues are explained as follows

Understanding Cross Cultural Diversity:

There are various dimensions to diversity. (Dan Applebee, 2011)

There may be inherent differences such as

Race

Sex/Gender

Linguistic Background

Ethnicity

Age

Sexual Orientation of Employee

Physical Disability

One other dimension may be difference in

Social Background

Economic Background

Life Experience


12/61


Education

Religious Belief

Marital Status

Personality

As shown in Diagram 1 is an example of an organization Northrop Grumman that faces a variety

of dimensions in an employee. There may be few employees who may have one or more

characteristics simultaneously. For example, there may be employee who is from a different

culture, speaks a different language has been in a diverse background and who also have a

physical disability.

Figure 1: northr opgrumman [onli ne]. (2013).

Available from:

. [Accessed 3rd dec 2013].


13/61


Defining Culture:

As defined in Wikipedia Culture is a word for people's 'way of life', meaning the way they do

things. Different groups of people may have different cultures. A culture is passed on to the next

generation by learning, whereas genetics are passed on by heredity. Culture is seen in people's writing, religion, music, clothes, cooking, and in what they do.

So being a member of a certain group a person inherits and acquires knowledge, belief, laws,

morals, religion, customs and language. Since most of the companies in todays time are going

global, it is apparent that they will have a pool of employees who may be from extreme different

cultures. The cultural impact of an employee or different groups of employees on a workplace

can be far reaching and substantial.

Inclusion of Diversity of Culture To Gain an Edge:

Inclusion of diversity points to the concept of acceptance and respect an individuals differences.

An inclusive approach acknowledges and engages different backgrounds, talents and beliefs of

an employee in such a way that he feels valued. The basic steps towards this may not only

understand the difference but also to bridge any existing gaps. It is important that all the different

aspects of diversity are explored in a positive and organized manner. This indicates that for an

efficient working of an organization the work force should be aware, open, respect and

collaborate to each others diversities. But at the same time these should not be restrictive in

nature or else it may have rather a negative impact on a firm.

Cross Cultural Communication - Dimensions and Impact:

Culture is the lens through which you view the world. It is central to what you see, how you

make sense of what you see, and how you express yourself. (VadimKotelnikov, 2010)

Below is an example of how cultural difference can lead to threatened communication

challenges. In the diagram is a simple hand gesture which is perceived differently in differentcultures and different parts of worlds. In countries like UK and USA where it indicates okay in

other countries it is perceived in an entire differ ent way like zero in Russia, money in Japan,

and insult in Brazil.


14/61


So if an employee from USA or UK indicates okay with his hand gestures it may be perceived

as an insult by a person from Brazil.

Figure 2 Vadim K otelni kov. (2010). cross cultural communication.

Available :http://www.1000ventures.com/business_guide/crosscuttings/cross-

cultural_differences.html. Last accessed 03 dec 2013].

Talking of impact, with the above example it can easily be concluded that it can be both positive

and negative. It is easy to understand that an employees behavior or an unknown interactionwhich has a different meaning can be considered as rude, misbehave, wrong or even abnormal.

If a team is multicultural yet unaware of each others cultures, it may lead to lack of credibility

and misunderstanding among each other finally leading to conflicts and unproductivity.
http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003


15/61


1.4 Aim and Objectives

How to Make Diversity Part of Your Strategic Goals:

There may be few basic steps which if taken can help in easily making and including diversityinto the strategic goals of business processes. The below diagram explains the various

dimensions which constitute diversity of a workforce. This is an example of GlaxoSmithKline

which explains their objectives and strategies for embracing diversity. Apart from basic

dimensions like age, race, ethnicity, gender, abilities, origin etc., there are some other dimensions

also which needs to be monitored and addressed equally like work background, thinking, marital

status, location, parental status, education, profession etc.,

Figure 3: Diversity at GSK.

Available: http://multiculturalorgwiki.wikispaces.com/Merck,+GSK,+BMS. Last accessed 04

Dec 2013.

1.5 Research Topics

The various objective of this research includes following steps which if followed may help in

making a definite and positive result in a culturally diverse organization


16/61


STEP 1: MAKE CREATING A DIVERSE AND WELCOMING WORKPLACE A PRIORITY

To make a company more diverse includes a welcoming workplace and should include this in a

companys strategic policies and also its mission and vision.

Improving the ways a company already incorporates these principles into its values, mission, and

vision.

STEP 2: EVALUATE YOUR WORKPLACE

There may be different evaluation tools used for assessment of Diversity in a company. The tools

may be used for employees and employers separately.

Different questionnaires can also be used for individual opinions.

STEP 3: IMPROVISE

Higher authorities of the company should look for more feasible and more applicable solutions

for further improvisation.

Assessment of the points where company needs to further improve and highlight where the

company is doing well.

STEP 4: SET GOALS AND OBJECTIVES

Once there is clear picture of high points and pitfalls, the problem issues should be prioritized

and addressed appropriately.


17/61


2. Literature Review

2.1 Introduction

One of the greatest strengths an organization may have is in the diversity of its employees. An

organization should recognize and value all the different virtues and attributes like technical

skills, capabilities, life experiences of all the employees from different backgrounds and guide

them in such a way that maximum contribution can be utilized and such an environment is

created that uses and manages diversity of employees to its fullest.

In order to create such an environment a strong and effective strategy should be made and

followed. Such a strategy needs to be made that aims to create a workplace which is not only fair

and unbiased but also supportive enough to accept and tolerate changes. Also it should be fair

and flexible. The difference between employees should be considered as an asset and respected.

Proper measures should be taken to foster best working practices and diverse contributions of

different employees are best utilized.

2.2 What is Workplace Diversity?

Diversity can be defined as the ways in which people differ from each other. It is one of the very basic characteristics of human behavior. So, in a work place also it is natural that people who are

part of an organization will have diversities. Although the basis may be different, like ethnicity,

race, gender, age, culture, language, gender, intelligence, physical ability etc. Apart from these

there are other attributes also which are inclusive of workplace diversity namely life experiences,

social background, economic background, educational background, personality, marital status,

family responsibilities and religious beliefs.

Workplace diversity is basically built on the principles of equal job/employment, hiring and promotion opportunities which not only accept but include such inherent differences. It not only

involves the identification but also the value of such differences and also extracts the maximum

professional potential of the employee and help the organization achieve the defined business

aim and employees their career goals. Todays workforce is of a mosaic style with different


18/61


attributes of diversity. It is of utmost importance that there is harmony, coordination and

maximum utilization of talents and abilities of each employee. (Esty, 1995)

2.3 Challenges to Meet Cross Cultural Differences

As discussed earlier for business optimization at its maximum possible and to achieve its best

performance it is necessary to make sure that such strategies are made which not only deals with

diversities of different dimensions but also builds a companys relationship with customers such

that it enhances the employee contribution towards his own responsibilities and work and

improves the overall quality of the entire business processes also. Workplace diversity creates

effective business performance because of better team work and supportive work environment. It

increases productivity, encourages greater productivity, innovative thinking and hence much

improved problem solving. From the perspective of business making, the various benefits for

many large private sector organizations like financial gains and business making, investing in

strategies that support diversity have always been of great significance and hence resulted in

increased profits and productivity. Such a strategy implementation in various different

departments will result in benefit of increased employee retention, enhanced productivity and

reduced expenditure on the recruitment processes. The globalization of various organizations

further pushes the problems of diversity into front as organizations envision their strategic

policies. (Jackson, 1992)

According to the Business Reviews done by Harvard, a survey was done on 12000 managers

from various different companies of different countries and it was found that 45% of

multinational companies (having more than 10000 employees) experienced expansion in terms

of both the work fields and the employee count in last two to three years. Also according to

Business International Corporation, 1991 it was found that in US pharmaceutical companies 40%

of their annual sales was from international markets. With these examples few conclusions can

be easily drawn that with the fall of trade barriers new opportunities of sales are created with the

help of different knowledge bases and creative thinking. Below are few major challenges that an

organization and its employees may face.


19/61


The figure below demonstrates different stages of transition a new employee goes through in a

new workplace which starts from adjustment and learning and gradually leads to separating or

accepting. The intermediate steps includes steps like searching, examining, doubting.

Figure 4 : Transition Stages Model

Source :(Eden, 2012)

There are certain hindrances which come in between adjustment to acceptance which are

discussed below.

2.3.1Culture Shock

Cross cultural communication expert Dr. Kalvero Oberg has defined cultural shock as the

anxiety that results from losing from losing familiar signs and symbols of social intercourse.

The most common and frequently found symptoms of culture shock are as follows: (Taylor,

2012)


20/61


Figure 5 : Reasons for feeling out of place at work

Feeling Isolated- Employee may feel lost and deprived in a new work place due to unknowing

nature and absence of understanding of the new culture. This may be with regard to friends,

status, co-workers, senior or profession.

Anxiety and Worry- After facing a new culture and being aware of it may result in surprise,

disgust and indignation.

Reduced Work Performance- A culture shock may result in a strange impotent feeling due tolack of ability to cope with new unknown environment.

High Nervous Energy- Confusion, loss of self-confidence, lack of values, feelings and self-

identity because of facing an entirely new and strange environment.

Helplessness- On facing an unknown environment employee may feel rejected by members of

new culture and may he do the same out of helplessness.

2.3.2EthnocentrismIt is common in human beings that they judge events as good if they are similar to the events that

occur in their own culture. The less exposure to other cultures more will be the ethnocentrism

and hence less level of attractions and misunderstanding. If such things happen in an

organization that the employees do not understand and are not flexible enough in accepting the


21/61


differences of different dimensions of culture, it may result in depression. (Martin Chemers,

1995)

Nanda and Warms have given a contemporary explanation about ethnocentrism

Ethnocentrism is a notion that ones own culture is superior to any other. It is the idea that other

cultures should be measured by the degree to which they live up to their own cultural standards.

It may further be explained by an example. There are certain countries where, people who talk

while looking in others eyes are considered as straightforward and honest whereas in other

countries it may be perceived as a behavior that is rude towards others, and that such a person

does not give respect and hence is misbehaved and rude. This can further be elaborated with the

help of a practical scenario. In Arabian countries a person who talks and communicates while

making a lot of eye contact is regarded as a misbehavior and disrespect towards others. On the

contrary, in Western countries, eye contact to a certain extent is believed to be acceptable, but

again it should not be too much as it may make some people uncomfortable. In such cases a

person may initially make eye contact and periodically keep looking to other sides so that they

are not being taken as rude. In countries of South Asia and certain other parts of the world a

direct eye contact is perceived as an attacking and aggressive mode of behavior.

Apart from geographic areas like cities and countries there are certain religions also like Islam, in

which if an eye contact happens between men and women it is regarded as being a flirtatious

behavior. So the people who follow Islam and hence void making an eye contact with women are

not rude and aggressive, but are being respectful for them.

Certain other cultures may also differ in the amount which is considered to be acceptable to

make an eye contact with other people. On a broader term it can be named as high look and low

look cultures. For example British follow a culture that is low-look, which can be elaborated that

watching either known or unknown people, especially strangers, may be perceived as intrusive.

The people who are being watched may feel insulted and uncomfortable. Whereas in high

looking scenario is entirely different where, looking or gazing at other person is completely

acceptable and hence being watched is not a problem. If such a scenario arises that people of


22/61


these different culture meet, it is highly probable that there may be a clash of their expectations

and perceptions, and hence irritation and misunderstandings will definitely occur.

2.3.3 Stereotyping

Stereotyping is probably the strongest challenges in cross cultural communication differences. It

may be defined as generalizing about a person or making assumptions about all members of a

particular group based on a wrong or biased image of one person.

According to Breslin there may be certain prejudices that may be extremely difficult to avoid and

are obvious to happen. There may be different kinds of bias which may be based on different

dimensions of diversity like gender e.g., in various places it is judged that females cannot do

some particular jobs as they are delicate, or based on national origin e.g. Indians are expected to

be conservative as compared to western countries and culture. (Breslin, 1991)

2.3.4 Cultural Imposition and Blindness

Many a times it may also happen that despite knowing and observing the differences an

employee or group of employees may ignore them and reject to accept. It is different from

stereotyping that no judgment or bias is there instead there is complete indifference towards a

certain culture or some behavioral traits. Cultural imposition on the contrary is forcing a person

or group to follow a specific set of values or pattern without their consent.

Figure 6 : Managing Cultural differences(Kotelnikov, 2012)


23/61


The above diagram shows that the reasons to different cultural attributes like communication

style, language, and dialect, attitude towards organizational functions like completing tasks,

innovation, decision making, productivity and approaches towards knowledge are not superficial

but have deeper roots that need to be understood. Traits like beliefs, values, perceptions, attitudes

and assumptions are the factors which shape different cultural attributes.

2.4Strategies to Deal with Cultural Differences

The intention and process of managing diversity in a workplace is to create and maintain such an

environment which is positive and where differences of any kind or dimension that are present in

different individuals are respected and valued. It not only identifies the potential barriers but also

its impact on the organizations working and employees growth. Because of globalization

diversity in organizations have increased manifold due to which the organizations put emphasis

on doing research on diversity prevailed in an organizations culture , how it can affect a diversity

openness, and relation between that of diversity of an employee and his performance at

individual level and standard organizational levels. The aim is to determine the effects that

diversity can cause within an organization and also the degree of openness it may have for the

dissimilar characteristics which inevitably exist among the different members of an organization,

the teams of members and their work groups, and the prevalent cultures. Despite the existence of

technological wonders in communication in present scenario, international relations require

dealing with one another on an individual basis. To make this effective, it is mandatory to

manage and have a control on all kinds of language and barriers causing stereotype .(Patrick,

2010)


24/61


Figure 7 : Organization

Source :(Anon., n.d.)

The various characteristics of diversity represent multitude set of the differences and similarities

that may be present in an individual. Diversity encompasses the different traits of a human nature

for example, race, age, cast nativity and origin, religious beliefs, ethnicity and sexual orientation.

The various dimensions which represent different diversity factors can be demonstrated with the

help of Gardenswartz & Rowes (1994) Four Layers of Diversity Model.

According Gardenswartz & Rowe (1994) diversity can be compared to the structure of an onion

that possesses distinct layers which if opened, reveals the core gradually. According to

Gardenswartz & Rowe (1994) the four distinct layers of diversity which constitute are

organizations dimensions, external dimensions, internal dimensions, and personality.


25/61


Few aspects of managing diversity are as follows: (Bhattacharya, 2010)

Without damaging the business or breaking down team morale, it should be ensured that there is

proper representation of diversities which includes managing a diverse group of people, reducingracial and cultural conflicts. And understanding personality conflicts.

But these strategies are quite broad and macroscopic. To deal with differences properly the basic

step includes differentiation into major groups and dealing them accordingly. In meeting its

obligations, an organization should develop strategies to address the issues which are grouped as

below. These are the major groups which mainly includes almost all the major

differences:(Karsten, 2006)

Indigenou s Employees

Physically disabled/handicapped employees

Women

Cultural and linguistic difference

Aged workers and generation gap

Strategies to Deal the Differences of Indigenous Employees

Timely review of departmental communication materials to identify appropriate

differences of Indigenous employees.

Promotion of cultural understanding and respect and to ensure support to Indigenous

employees when they start working at the department. Promotion of developmental opportunities. Establishment of an Indigenous contact officer role who plans Indigenous employment

strategies and programs


26/61


Strategies to Increase the Recruitment and Retention of People with Disability

Developing innovative and suitable opportunities for disabled people. Develop an action plan that deals with the extents and related problems of handicap. Framing of an authoritative body that meets with the need of the department. Establishing a suitable mentoring program. Introducing various disability awareness programs and training for coworkers, managers

and recruiters.

Promoting educational opportunities for mental health and wellbeing and its awareness. Making reasonable adjustments in workplace to optimize training and development of

employees with disability.

Explore options for reasonable workplace adjustments and assistive technology for

employees with disability.


27/61


3. Research Methodology

The purpose of research methodology is to define and elaborate the various research tools which

are used for various findings of the research topic. Along with this there will be a short

description of methods through which data is collected.

3.1 Need of Research Methodology

The main aim of a research methodology is to gather relevant data from various databases and

historic references and analyzing it to arrive on a conclusion which is based on completeunderstanding of data.

Research includes gathering information and finding answers of new questions.(Wayne Goddard,

2007). So a research can be defined as a search for innovative knowledge and establishing novel

facts, solving the existing problems, identifying the new ones, providing innovative ideas and

development of new theories using varoiuspractical and scientific ways.

For a proper research methodology, correct research problem must be identified. And the

selected area must be clearly defined. There may be certain situations where only the symptoms

can be found but if a research is proceeded with ill-defined problems, the conclusions will be

misleading.(Panneerselvam, 2004)

3.2 Research Philosophy

A research philosophy can be defined as a belief and the various different ways in which data is

collected, gathered, analyzed and used to solve a problem. According to Galliers (1991) two

major research philosophies which are identified are positivist (also called as scientific)

andinterpretivist (also called as anti-positivist)

Research philosophy basically refers to the process of systematically searching the underlying

reasons, values, existing knowledge, ideas and language. For the present research to happen


28/61


correctly an innovativeness and willingness to learn is required in order to establish facts of both

queries which are newly found or already existing queries. Research philosophy has been an

inseparable and compulsive part of research methodology the purpose of which is to collect data

in an effective manner and with a proper methodological approach. There are three types of

research philosophies which are used in different research papers. These are named as

positivism, interpretive and critical. Among these three positivisms is the oldest existing and

mostly trusted and widely used philosophy in different researches as it is comparatively scientific

method which is based on rationale and empiric approach of a research. (Mackenzie, 2006)

Whereas in interpretive paradigm the underlying purpose is to understand the basics human

nature and its various multitude experiences. The procedure of interpretive paradigm includes the

researcher recognizing the impact of research and also about their previous background and

experience where as in Critical paradigm the researcher uses the concepts of distribution of ideas

in the society and the political ideologies. Since this research focuses on social views and

perceptions interpretivism is more suited methodology.

3.3 Research Approach

The main purpose of research approach is to determine the method and design and the overall

approach which will be taken by the researcher. The research approach includes methods of

producing knowledge on new research topics and deepening the understanding of an already

studied topic or issue. The various research strategies constitute of approaches namely logical,

experimental, and qualitative research. It helps in not only establish but also the confirmation of

facts, and development of new theories.

The two main approaches are deductive and inductive. Where deductive research draws

conclusion from general and prevalent ideas and existing theories to the direction of certain

specific and particular decisions, whereas an inductive research consists of an already drawn

particular situation to make or infer broad and prevalent general ideas and theories.


29/61


Figure 8 : Deductive and Inductive Learning adapted

3.4 Data Collection and Research Methods

Data collection is defined as a method and a process which includes collecting data, evaluating

information on different variables of interest, in an already established and methodological

fashion that helps one to answer the framed research questions, testing hypotheses, and

evaluating the various outcomes based on the processes. Data is broadly divided into two major

categories; these are quantitative and qualitative data. The quantitative data is presented in

numerical form and can be mathematically computed. The quantitative data measure uses

different various different scales, namely nominal scale, ordinal scale, interval scale and ratio

scale. The purpose of nominal scale is to categorize items into different major groups of same

characters, for example different races in a country, different types of companies, different shoe

sizes and so on. The statistical method that is used to analyze this type of data is mode. The

second measure for quantitative data is the ordinal scale that permits the proper ranking of the

data. For example, shoe sizes can further be ranged into categories from big too small. A typical

ordinal in ranking the sets of data are poor, satisfactory, good, very good and excellent. On theother hand, in an interval scale rank order of a set of data is measured and, it also measures the

order in units of equal intervals.


30/61


This will further be presented in form of different graphs. Emphasis will also be given to data

collected from different employees of HR department for a clear understanding of what steps

their organization take to curb the imbalance and problems that may be caused because of

different cultural backgrounds of employees. In order to get a detailed study from all aspects a

mix of both qualitative and quantitative analysis will be used.

The main emphasis will be given to quantitative research methods used will be surveys and polls

so that a numerical data may be generated and can be used into useable statistics. The data

collection sources used will be both primary as well as secondary. Views of various employees

of different organizations through polls and surveys across globe will be gathered for detailed

analysis. Data from managers of different organizations will also be collected and for analysis

subjective method will be used and will be analyzed in percentages. Secondary data will be

collected from journals and different websites of companies which have conducted study on

cultural differences of employees and its solution.

3.5 Sampling

The basic purpose of sampling includes the selection of a subset of individuals (having one or

more common factors) from within a measurable population to have an idea of characteristics ofthe whole population. Two major advantages of sampling are that it is low cost and data

collection is faster as compared to measuring the entire population.(Anon., n.d.)

The sampling procedure can be divided into various steps

First step comprises of defining the population which is of concern. In second step a sampling frame is specified which includes a set of items which is

possible to measure.

After that it is decided that which sampling method is to be used for selecting the

sampling frame.

Then sample size is determined. In last step sample plan is implemented.


31/61


3.5.1Methods of Sampling

In this reseaarch for surveying the employees, purposive sampling method will be used as

different group of employees having same set of problems will be studied. The sample size for

the survey of employees will be 50-60. For studying the views of managers also, purposive

sampling will be used.

For the purpose of survey two different sets of questionnares will be made for both employees

and managers seperately. The questions will be closed ended so that it will be easier and quicker

for the respondents to reply/answer. The answers of different respondents are easier to compare

and analyse statitically. The questions will include questions regarding to problems faced by

employees which are in a diverse workforce. Evalation of diversity in a workplace, improvision,

challenges etc will also be studied. Questions on issues like cultural shock, ethenocetrism will

also be covered for in depth study.

3.6 Data Analysis

As described by business dictionary, The process of evaluating data using analytical and logical

reasoning to examine each component of the data provided. This form of analysis is just one of

the many steps that must be completed when conducting a research experiment. Data from

various sources is gathered, reviewed, and then analyzed to form some sort of finding or

conclusion .

In order to seek correct findings the data gathered should be analysed critically and

systematically. The two major data analysis methods are quantitative and quantitative. The

quantitative analysis gives emphasis to the use of mathematical tools like mean,median,

ANNOVA etc. The data gathered from different polls and surveys will be measured both

quantitavely and qualitatively.


32/61


33/61


For a team of employees who are from other countries, do you believe that other

team members should learn and use different key words of their culture to make

communication with other employees during assessments or other interventions?

(Aimed at Managers)

When asked managers of different companies if they agree that, if a team constitutes few

members of other cultures, the rest of the team should try to cooperate by learning basic key

words to make communication easy for them and better able to express them so that they can

provide maximum output in problem solving, assessments and other professional matters

majority of managers agreed (42%) the strongly agreeing constituted (38%) however disagreeing

and strongly disagreeing constituted 10% and 6% respectively.4% chose being neutral.

38%

42%

4% 10%

6%

Understanding Cultural Differences for NewEmployees

strongly agree agree neither disagree strongly disagree


34/61


Does all staff of your team and organization have equal opportunity to involve in the

process of evaluation and providing the input related to diversity and social

inclusion? (Aimed at Managers)

The next question was also aimed at managers of different companies from whom the degree and

frequency of involvement of employees was asked. Also it was asked if all employees from

different cultural backgrounds were given equal opportunity to participate in the evaluation and

providing input in the areas related to diversity and social inclusion, a major 40% said always,

24% often, 20% sometimes, 8% rarely and never respectively.

8%

20%

24%

40%

8%

Equal involvement of All Employeesrarely sometimes often always never


35/61


Do you avoid imposing your values and accept that employees from different

cultural and geographical locations and backgrounds may desire varying degrees of

acculturation? (Aimed at Employees)

It is common that a person may find it difficult to separate himself and his perception which is an

integral part of ones culture so the respondent employees were asked their degree of effort they

put to avoid prejudice and bias towards other cultures. 64% employees replied as yes, 30% said

no whereas 6% were neutral.

64%

30%

6%

Avoiding Prejudice and BiasYes No Can't Say


36/61


(b) Understanding Problems Related to Racism

Along with cultural differences, racism is among major problems faced by employees in

workplace. Tackling racism is a very difficult task. There may be unconscious discrimination

also; management may be unwilling to acknowledge that they might be discriminating.

Employees may also fear to take the matter forward in fear of losing their job.(Paludi, 2012)

Do you believe it is important to implement policies to monitor and evaluate

progress in elimination of racism in a workplace? (Aimed at managers)

When asked 50 managers a majority of them i.e., 32 believed that there should be strict policiesagainst racism. 12 out of 50 didnt find the need and 6 could not decide. Apart from policy

implementation, the need of timely monitoring and evaluation for needed reforms is also

required.

0 5 10 15 20 25 30 35

Yes

No

Can't Say

Importance of Anti-Racist Policies


37/61


Do you agree that legal actions should be taken against co-workers or managers

who follow racism? (Aimed at Employees)

The answers found from questionnaires were quite obvious as 37 out of 50 employees agreed

strongly that legal actions should be taken against those employees who believe in or follow any

kind of racism. 7 agreed while 3 and 2 disagreed. 1 remained neutral.

Do you agree that it is important to challenge others who make

racial/ethnic/sexually derogatory comments? (Aimed at Employees)

0 5 10 15 20 25 30 35 40

Strongly Agree

Agree

No Opinion

Disagree

Strongly Disagree

Legal Actions Against Racism

0 5 10 15 20 25 30

Important

Acceptable but not Important

Not Important

Challanging Racism


38/61


This question emphasized on actions which should be taken apart from legal action. That is do

they find it important to intervene and challenge a person who makes any kind of

racial/ethnic/sexually derogatory comments. 27 employees out 50 said that it is acceptable butnot important, 20 found this action to be important and 3 not important respectively.

(c) Problems Related to Sexism

Sexism at work is a genuine and unfortunate circumstances faced at workplaces. But women

must seek their ability and power in the workplace and attempt to change the dynamic events

within. The various markers of occupational sexism can be wage discrimination, sex based hiring

and promotion, sexual harassment etc. (Richard Schaffer, 2009)

Do you keep a check on updating formal policies or formal strategies which keep a

check so that female employees may get an equal opportunity in hiring/promotion?

(Aimed at Managers)

42

5 3

Yes No Can't Say

Equal Opportunity in Hiring/Promotion


39/61


It wasnt surprising to find the results as majority, that is 42 managers out of 50 acc epted that

there is timely updating of policies as well as strategies that make sure that there is no sexism or

gender bias in the work place. The deserving female candidates should get equal opportunities inhiring, promotions should be unbiased also, and the wage discrimination should not be there.

Do you agree that it should be kept in check that an employee is not unfairly

treated, discriminated against or bullied at work due to gender? (Aimed at

Managers)

There was a mixed response to this question. The responses between strongly agree and agree

were almost same. Majority agreed with 24 out of 50 managers and 15 strongly agreed that there

should be a vigilant check that no employee being female should suffer any sort of

15

24

73

1

Strongly Agree Agree No Opinion Disagree Strongly Disagree

Check on Discrimination/Bullying


40/61


discrimination or bullying. Apart from professional matters there should be a check on unfair

treatment in any other matter also.7 managers remained neutral. While 3 and 1 disagreed

respectively.

How important do you find that your female colleagues should be aware of their

legal rights against sexual harassment and gender biasness? (Aimed at Employees)

Without emphasizing on gender, it was asked on a general basis from both male and female

employees that how important they found, that female employees should be aware of their legal

rights against gender bias and sexual harassment. 31 out 50 employees found it to be important,

18 said it was acceptable but not important.

31

18

1

Important Acceptable but not Important Not Important

Awareness of Legal Rights


41/61


(d) Problems Related to Language

Among the various dimensions and problems of diversity, language in the workplace has become

a major concern for many employers as well as employees given the increasing diversity in

language of the different workforces. When people of many different nationalities and ethnicitieswork together the differences caused due to diverse linguistic backgrounds in an organization

frequently presents various challenges.

When interacting with team do you encourage subordinates to speak the same

language which is dominant or allow them to express views in their mother

language? (Aimed at Managers)

42% managers said that they allow and encourage the subordinates to speak their mother tongue

to express their work related or other views. 24% and 20% said sometimes and always

respectively while 10% and 4% said rarely and never.

10%

24%

42%

20%

4%

Encouraging Employees to Speak Mother Tongue

Rarely

Sometimes

Often

Always

Never


42/61


Does a culturally and linguistically same team appeals more to you than diverse?

(Aimed at Employees)

There was a mixed response between yes and no when asked that if an employee would prefer to

work in a linguistically and culturally same team and workplace. 56% preferred the same

language and culture while 40% said no. 4% remained neutral.

56%

40%

4%0%

Preference to Linguistically Same Workplace

Yes

No

Can't Say


43/61


Do you agree that a company's statement of mission, its future goals, different

policies and procedures should check that they incorporate strict principles and

practices that promote openness and acceptance of different employees of distinct

linguistic backgrounds?

(e) Problems Related to Religious Beliefs

Religious belief is also one of the cultural factors which can cause critical problems in the

workplace. For understanding these cultural differences and resolving them a proper

understanding is required. At times, some employers or employees may not be prepared to

accommodate the many forms that religious accommodation can take. Religion being an

inseparable part of culture can become a problem in the workplace. For example, differentreligious groups have different festivals and hence different needs of holidays. In different

cultures the ways of worshipping is also entirely different. If reasonable accommodations are

made, these issues will never create problems.

38%

32%

4%

22%

4%

Promoting Acceptance of Different Languages

Strongly AgreeAgree

No Opinion

Strongly Disagree


44/61


In a multi-cultural team how do you find displaying pictures, ethnic presentation,

religious artwork and other decor that reflect the religious backgrounds of different

employees? (Aimed at Employees)

A majority 28 out of 50 employees found it important that there should be display of different

pictures and artwork of different religious backgrounds so that there is an overall basic

understanding of different cultures among all employees.

Important Acceptable but notImportant

Not Important

28

18

4

Displaying Artwork of Different Religions atWorkplace


45/61


Do you encourage your team members to participate in activities that encourage

reframing the thinking, and also allow hearing and understanding other religions?

(Aimed at Managers)

Out of 50 20 managers said that they always encourage communication and other activities that

allow better understanding and openness towards other religions. 15 said sometimes. 8 and 5

were often and never respectively and 2 rarely.

Rarely Sometimes Always Often Never

2

15

20

85

Encouraging Communication on Religions


46/61


47/61


There have been various legal obligations that different companies take to curb cultural

differences in the workplace. For e.g., the purpose of forming a body like Employment Equality

Directive is to provide identical benefits to all. Similarly, there is Racial Equality Directive, is a

governing body that defines and keeps a check on what constitutes the definition of

discrimination, the rights of employees, the legal compensation frame and dividing the burden of

proof. It also emphasizes on the principle of equal treatment to all employees in all sorts of

employment to one and all irrespective of their religion, beliefs, sexual orientation or age.(Hicks,

2003)

An improper recognition and misunderstanding of diversity can cause escalation of arguments

and tension.

Apart from this there are various diversity councils which serves as a two way communicationvehicle, getting feedback from employees and giving it to the regarding departments. So the

major and primary task is to identify and define the obstacles and opportunities to increase

organizational efficiency and effectiveness.

Public Service Act 1999 (PS Act) (0f Australia)which has been in effect from 5 December 1999,

allows the responsibility for employment decisions to the Agency Heads, providing them a

greater flexibility and authority to manage the workplaces in their own ways, following the

framework of the Act.(federal, 2010)

According to The Racial Discrimination Act 1975 it is punishable and unlawful to discriminate

directly or indirectly on the basis of race, color or national origin.

According to The Sex Discrimination Act 1984 it is unlawful for an employer to discriminate on

the basis of a person's gender, sex, marital status, pregnancy or to sexually harass a female or

male employee. (Estlund, 2003)

The Human Rights and Equal Opportunity Commission Act 1984 provides protection to the

rights of people who are physically or mentally disabled and addresses the complaints of such

discrimination in an employment.


48/61


Similarly, The Disability Discrimination Act 1992 makes it unlawful for an employer if he

discriminates against a person on the grounds of disability (including a disease).

The Workplace Relations Act 1996 prohibits the discrimination towards employees in awards

and agreements also hiring and termination of employment.

The Civil Rights Act of 1964 (of the U.S.) has kept a check that it is strictly prohibited that any

kind of discrimination is done by employers, labor organizations, and employment agencies on

the basis of race, color, origin.

The U.S. Equal Employment Opportunity Commission (EEOC) has reported that although the

total number of charges of religious discrimination in 2005 (3878) was overall 9% lower than

post 9/11 record set in 2002. Of these complaints in 2005, 20% was made by Muslims, 18% by

Christians, 12% by Jews and 50% by other religions. (Professor Marie-Claire Foblets, 1998)

The Belgian Anti-Racism Law came in effect from July 30, 1981. It was made to keep a check

on any kind of act which promotes hatred or bias towards racism or xenophobia. It is a law

drawn against the hate speeches and discriminations. It was passed by the Federal Parliament of

Belgium in 1981 which made certain acts motivated by racism or xenophobia illegal. It is also

known as the Moureaux Law, as it was proposed to the Parliament by Justice Minister Philippe

Moureaux.

The Racial Equality Directive 2000/43/EC is an Act of the European Union of which the main

concern was the EU labor law. It puts emphasis on the principle of equal treatment among all

persons irrespective of their racial or ethnic origin. Since the Treaty of Amsterdam came into

force in 1999, new EC laws, or Directives, have been enacted in the area of anti-discrimination,keeping a check on discrimination against gender, age, disability, religion and sexual orientation.


49/61


5. Conclusion

Diversity is an inevitable reality i n todays business environment which cannot be ignored or

taken lightly. If it is managed properly, it can provide various benefits and contribute in

increasing the success of any organization. On the contrary, if ignored or mismanaged, it may

bring challenges and obstacles that may hinder the o rganizations competence and growth . In this

research questions on all major difference causing factors have been put up to get an overall

scenario in todays organizatio nal culture and the views of both employees and managers. In this

part, on the basis of answers we will try to find out possible solutions to curb the cultural

differences prevalent in almost entire business world.

To avoid such a prevalent problem, all organizations should take the problem of diversity

seriously and with a positive outlook. All organizations have an obligation to properly manage

all their employees with equal respect and fairness which is in such a manner that is supportive

and which takes into account ev eryones individuality . However, these organizations along with

having an ethical and moral responsibility for their work force are also legally responsible and

they ought to operate in such a manner that follows the law.

If a positive outlook is developed on diversity across all levels of an organization, it may lead to

a more growing and productive work environment. This basically requires all employees,

including managers, a regard towards diversity as an advantage rather than a problem. To

achieve such a scenario there needs to be certain steps which if followed can help initially and

hence it can be controlled at the baby stage only. Following are the few recommendations

Implementing the principle of equal treatment to all employees, regardless of their race

and nationality.

Providing protection against direct or indirect discrimination in job opportunities,

training, job security and access to all rights.

Recognizes and deals with both direct and indirect discrimination and harassment of

female employees.

Providing rights to victims to redress their grievances against those who discriminate.


50/61


Promoting equality in treatment and providing impartial assistance to victims of any kind

of discrimination

5.1 A Framework for Managing Diversity as Organizational Change

For an organization to recognize and have a control on the diversity related issues it is important

to observe and keep a check on grass root level and identify issues which may either be major or

minor in the observant perception, because there may be certain issues which according to the

observant may be minor but for the person or employee who has been facing it may be a major

and intolerable issue. The problem starts when a direct or indirect discrimination is made by a

senior member. In such cases because of fear of losing job the employee may not complaint or

addresses the problem. This causes decrease in self-confidence of employee and hence lower

productivity. Also it gives an indirect encouragement to the person who has been doing the

harassment or discrimination. On a broader scale there are three major areas to be focused.

(1) Individual attitudes and behaviors

The individual attitude and behavior is sometimes ignored considering it a minor issue but the

fact is that it is a very important area to be studied. This component asks the employees to have a

self-introspect and self-assessment that involves honestly identifying their own attitudes and

beliefs. Such as how they feel about their coworkers who cant speak their language , attitude

towards religious and geographical differences, opinion towards their female colleagues etc.

Because it is the individual behavior that collectively constitute a workplace.

(2) Managerial skills and practices

This factors puts light on the fact that as one medicine cannot treat all diseases, similarly one

style of management cannot provide solution to all problems. In short the managerial practices

must be tailored to address different problems in different manners. For example, depending on

ones culture , feedback about performance may be delivered either directly or sometimes in an


51/61


indirect and more subtle way which may be with the help of an intermediary or cultural

interpreter.

(3) Organizational values and policies.

This area of change emphasizes that to successfully leverage diversity, it is important to bring

changes in organizational values and policies with the time and updating them accordingly.

There should be a strict representation of a strong intolerance towards any kind of discrimination

or harassment. So basically the policies should emphasize on induction and fostering of equality

among all. Along with framing it is also important to uphold and abide by the policies that have

been framed. (Paludi, 2011)

5.2 Recommendations to Make Cultural Change Happen

To make cultural changes happen such an action plan must be made which is according to

different problems of different employees. So in order to make an efficient action plan a

thorough study and review needs to be conducted which may include anonymous employee

surveys, staff statistics on different dimensions, frequency of complaints made and similarity in

the nature of complaints.

Apart from the management trying to recognize and identify issues, it is also equally important

for the employee (who is facing discrimination or who is observing other coworker being

harassed) to report the problem as soon as possible so that proper actions can be taken on an

urgent basis. However, even after that if an employee does not get satisfactory assistance he can

escalate the issue to concerning state and federal agencies which address discrimination issues.

In extreme cases the suffering person may also have an option to sue the employer or even the

organization for not addressing the issue properly and in unbiased manner.

A following seven step processes is suggested to make cultural changes happen in an

organization. However this is only a conceptual process only and is framed such that it is

followed in a linear pattern.


52/61


53/61


job performances and keep a check that according to those objective criteria there is availability

and opportunities or training, assignments and postings to all employees.

STEP 5: EVALUATE EFFECTIVENESS

Apart from implementation it is also important to monitor the progress and effect of a diversity

management program to evaluate if the objectives are being met and to identify areas of

improvement. This could include monitoring the results in areas like

Recruitment that is the success rate or average time taken to hire an employee.

Employee engagement it indicates the enthusiasm and level of involvement of an employee.

E.g. absenteeism rate, anonymous employee surveys

Promotion and retention rate should also be evaluated on timely basis to check the effectiveness

of diversity programs.

These statistics can also be tracked in separate employee groups to gather and collect information

on how successful an organization has been with respect to retention and promotion of

employees irrespective of their backgrounds. It can help in highlighting any kind of issues if

faced by certain employee and hence finding gaps in the design or implementation of diversity

management policies.

5.3 Current Trends And Statistics Of Workplace Diversity

Statistical Status of Women Workforce in Different Countries

A study of wo mens representation in Fortune 500 shows that it has not shown much growth in

recent years. A representation in percentage shows executive officer position held by women in

2009 was 13.5% which in 2013 was 14.6%. In the findings of this research also it was found that42% managers of different companies said that they felt the need of regularly keeping a check on

updating the policies so that female employees may get an equal opportunity in hiring and

promotions. Also 49% agreed that there should be a strong check on discrimination and bullying


54/61


of female employees. (wikipedia, 2013)Some more facts and figures of different countries are as

below

The Canadian Labor Force in January 2012, shows data that overall women count was 35.4% of

all management positions and 22.9% in case of senior positions.(Rowe, 2011)

The U.S. Labor Force in 2012 provides data those women constituted 46.9% of the labor force.

57.7% of all women were in the labor force, compared to 70.2% of all men.(Spagnoli, 2010)

Statistical Status of Racism in Workplace

According to research done by United Nations Association, inJanuary2004therate of

unemployment among AfricanAmericanswas10.5%; whereasforHispanicsorLatinositwas7.3%.

The unemployment rate for adolescents of the oppressed racial groups is found to be

approximately fourtimes that of white adolescents. In this research also majority of managers

said that there should be strict anti-racist policies and legal actions should be taken against

workers or managers who follow racism.(Kampf, 2007)

Religious Issues at Workplace

The statistics of Equal Employment Opportunity Commission and Department of Justice indicate

that complaints of religious harassment in the workplace have been on the rise. With the

incensement of globalization employees now bring a wider range of personal religious practices

to the workplace. Because of which there are different holidays, attires, values and practices

leading to conflict with existing policies and practices.

EEOC provides data that shows from 1997 the religion-based charges of discrimination have

increased to 41%.

90% of American adults said that religion has a very much more importance to them than any

other thing in their lives. It may be a major reason that charges of religious discrimination in the

workplace have risen 43% since 1990.

Age Related Issues at Workplace


55/61


In recent past there have been quite important developments to achieve equality for aged

employees. The Disability Discrimination Act was framed to protect employees from

discrimination because of their age. Later in 2004 a Productivity Commission Review was set,

and the DDA was changed to further protect the equality and availability of opportunity for the

aged. Also, since 2009 employment support has been provided through the National Disability

Agreement to the aged as well as the disabled.

Various countries such as North America, Europe, Australia and some parts of Asia, have been

experiencing a large increase in the proportion of workers in the age groups of 45-60 and older.

So it is even more important to address the issues which are related to age of employees.

(Government of South Australia, 2011)

Linguistic Issues at Workplace Data

It is a matter of concern that issues in linguistic fieldwork have received very little attention in

recent years. An employee can face a lot of problems if he is not able to express his ideas and

thoughts properly. Also there may be bias from other colleagues. Workforce Development Board

(WDB) are made in different companies which follows on the principle that it is in the best

interest of employers to not only identify but also bridge the division as more foreign-born

workers are being a part of the workforce. Being proactive and helping to break down these

barriers can increase their productivity. Scheduling improved communication training for allemployees, developing a series of improved communication training sessions for all employees,

and help them in fading strong accents will be of great help. (Kreissl, 2011)

It may not be an assurance that in future there may not be any problems, but if there is a

continuous exploration and learning, there can be a lot of improvement. It requires all and

everyone to have a lot patience and understanding.

At times it can be both embarrassing and frustrating for both the perceived victim and accused

who in their view may not be the same, so some measure of levity is advisable. The best course

of action for everyone is to keep putting efforts in the right direction and with complete honesty

so that there is gradual but continuous adjustments and understanding in both the employees and


56/61


the organizations. And along with this a will to bring a change at a root level will be most

effective.

Our world has always been remarkably diverse, and the increasing trends of globalization and

MNCs have put its implications on workplaces, community, organizations etc. Issues ofdiversity, different origins, age, gender and disability can be quite complex and challenging for a

workplace that is diverse. By taking time and addressing the issues properly and in a right

manner and connecting to all employees an organization can maximally optimize its business

and lead.


57/61


References

1. Brad Power. (2012). work across boundaries. Available: http://blogs.hbr.org/2012/04/building-

a-team-across-organiz/. Last accessed 30 nov 2013.

2. Dan Applebee. (2011). Increasing the recruitment and retention of Indigenous

people. Workplace Diversity Strategy . 1 (1), 5-7,15-18.

3. Doona Hamlin. (24th mar 2012). advantages and disadvantages of diversity. Available:

http://www.insidebusiness360.com/index.php/advantages-and-disadvantages-of-diversity-in-

the-workplace-2338/. Last accessed 30 nov 2013.

4.

Jan Robinson. (2008). managing cultural differences. Available:http://regulatorsforaccess.ca/docs/ManagingCulturalDifferencesEnglish.pdf. Last accessed 30

nov 2013.

5. Kate Dieffenbach, Diana Petrovich, Blake Collins. (2008). Diversity at GSK. Available:

http://multiculturalorgwiki.wikispaces.com/Merck,+GSK,+BMS. Last accessed 04 dec 2013.

6. ParissaHaghirian (2011). Multinationals and Cross-Cultural Management: The Transfer of

Knowledge ... . New York: British Library. p5-11.

7. Philp R. Harris,Robert T. Moran (2004). Managing Cultural Differences: Global Leadership

Strategies for the 21st Century . 6th ed. United States of America: Butterworth Heinemann. p16-

20,22-30.

8. Richard M. Steers, Carlos J. Sanchez-Runde, LuciaraNardon (2010). Management Across Cultures:

Challenges and Strategies . New York: Cambridge University Press. p25-30,88-90,250-260.

9. Taylor H. Cox. (1991). Managing cultural diversity. implications for organizational

competitiveness . 5 (3), p45-46.

10. (diagram 1) northropgrumman [online]. (2013). Available from:

. [Accessed 3rd dec 2013].


58/61


11. (diagram 2) VadimKotelnikov. (2010). cross cultural communication. Available:

http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.

Last accessed 03d ec 2013].

12. Anon., 2012. The Business Case for Recruitung and Retaining Mature Age Workers.Australia: s.n.

13. Anon., n.d. Characteristics of Diversity. [Online]

Available at:

http://www.oakwoodcourt.ac.uk/equdisc/index.php?option=com_content&view=articl

e&id=8&Itemid=29

[Accessed 17 December 2013].

14. Barak, M. E. M., 2010. Managing Diversity: Toward a Globally Inclusive Workplace. 2nd

ed. s.l.:SAGE publications.

15. Barron, B. A., 2001. American Family Physician. [Online]

Available at: http://www.aafp.org/afp/2001/1101/p1579.html


16. Bhattacharya, D. K., 2010. Cross-Cultural Management: Text And Cases. 1st ed. New

Delhi: PHI learning.

17. Breslin, J. W., 1991. Breaking Away From Subtle Biases. Negotiation Theory and Practice,

1(3), pp. 247-250.

18. Ceplenski, C., 2013. hrdailyadvisor. [Online]

Available at: http://hrdailyadvisor.blr.com/2013/12/10/qa-on-job-descriptions-

essential-functions-and-reasonable-accommodation/#


19. Cordes, S. J., 2013. diabledworld. [Online]

Available at: http://www.disabled-world.com/health/female/pregnancy/discrim.php

http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html.%20Last%20accessed%2003


59/61


20. Culhane, K. R., 2012. Model Interrogatories. 1st ed. California: James Publishing.

21. Eden, P. B. a. V., 2012. longwoods. [Online]

Available at: http://www.longwoods.com/content/22810


22. Esty, K. C., 1995. Workplace Diversity. 1st ed. Canada: Adams Media.

23. Flexible Strategies to Attract Older Workers (2012) Boston College.

24. Jackson, S. E., 1992. Diversity in the Workplace: Human Resources Initiatives. 1st ed.

New York: The Guileford Press.

25. Jaff, J. C., 2005. Know Your Rights. s.l.:s.n.

26. Karsten, M. F., 2006. Gender, Race, and Ethnicity in the Workplace. 1st ed.

s.l.:Greenwood Publishing Group.

27. Kotelnikov, a., 2012. 100 ventures. [Online]

Available at: http://www.1000ventures.com/business_guide/crosscuttings/cross-

cultural_differences.html


28. Lowe, G., 2010. Creating Healthy Organizations. 1st ed. Toronto: University of Toronto

Press

29. .Anon., 2007. Equality at Work: Tackling the Challenges, geneva: international labour

office.

30. Estlund, C., 2003. Working Together : How Workplace Bonds Strengthen a Diverse

Democracy. In: new york: library of congress, pp. 95-100.

31. federal, 2010. OECD Reviews of Human Resource Management in Government, brazil:

federal government.

32. Government of South Australia, 2011. Equal Opportunity Commision, s.l.: s.n.


60/61


33. Hicks, D. A., 2003. Religion and the Workplace. In: cambridge: university press, pp. 64-

68.

34. Kampf, J., 2007. Effective Diversity Management, s.l.: JBK Associates.

35. Kreissl, B., 2011. hrreporter. [Online]

Available at: http://www.hrreporter.com/blog/hr-policies-

practices/archive/2011/06/07/language-in-the-workplace

[Accessed 24 january 2014].

36. Paludi, M. A., 2011. Praeger Handbook on Understanding and Preventing Workplace

Discrimination. In: California: s.n., pp. 183-188.

37. Paludi, M. A., 2012. Strategies for Employees and Employers. In: California: s.n., pp. 9-

12.

38. Professor Marie-Claire Foblets, M. K. A. D. J. V., 1998. A Test of Faith?: Religious

Diversity and Accommodation in the European Workplace. In: England: Ashgate

Publishers, pp. 53-54.

39. Richard Schaffer, F. A. B. E., 2009. International Business Law and Its Environment. In:

ohio: library of congress, pp. 653-655.

40. Rowe, A., 2011. UNDERSTANDING EVOLUTION OF DIVERSITY,s.l.: s.n.

41. Spagnoli, F., 2010. Human Rights etc. [Online]

Available at: http://filipspagnoli.wordpress.com/stats-on-human-rights/statistics-on-

discrimination/statistics-on-discrimination-of-women/


42. wikipedia, 2013. wikipedia. [Online]Available at: http://en.wikipedia.org/wiki/Racial_Discrimination_Act_1975



61/61

43. Martin Chemers, S. O. M. C., 1995. Diversity in Organizations: New Perspectives for a

Changing Workplace. 1st ed. London: SAGE Publications.

44. Patrick, H., 2010. organisation culture and its impact on diversity openness in

organisational context. 1st ed. New York: Dimensions.

45. Taylor, A., 2012. CultureShock France: A Survival Gui

000778059 Somashekar Reddy Dissertation

Documents

Transcript of 000778059 Somashekar Reddy Dissertation