Managing Cultural Diversity in the Workplace free essay sample

Managing a wide range of cultural diversity in the Australian workplace impossible. We are now in the 21st century and immigrants are entering Australia in greater numbers than they did a decade ago. Nearly double, 70,200 in 1999–00 to 168,685 in 2010–11 (Australian Bureau of Statistics. )[4] The workforce demographics have indeed changed and a reflection of these changes are occurring in the workforce. Cultural misunderstandings and language barriers are enormous obstacles to overcome for effective work relationships. The changing demands of the workplace and global competition among companies is increasing ,effective ways to meet the needs of diverse employees and customers. The workforce now has a suggestion of different places, cultures, and backgrounds. Different values, beliefs and behaviours are now bought into our workplace. Workplaces need to know how to manage these differences and allow individuality to reach their fullest potential while in pursuit of organisations objectives. Diversity and the factors that make us diverse and one’s own identity which can create barriers that prevent the acceptance of diversity. We will write a custom essay sample on Managing Cultural Diversity in the Workplace or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page There is evidence to suggest the Diversity is possible. in the workplace and has been happening for sometime, after all Australia was built by immigrants and migrants. Education has been needed successfully to address barriers on an individual and supervisory level. Accountability and individual’s responsibility are also relative to accepting and promoting diversity within the workplace. Included in this assessment is a strategy for workplaces to be effective in managing diversity with a description of FAIR http://alexanderconsultingsbiz. com) and also a five step conflict resolution tool. (www. rawfordsworld. com) Diversity has been considered in programs such as Affirmative Action or Equal Employment Opportunity initiatives, Discrimination, written in Law link by attorney general and justice (lawlink. nsw. government. ) The Equal Opportunity Management Institute definition is A composite of racial, gender, ethnic, national origin, cultural, attitudinal, socio-economic, and p ersonal differences. † (EOMI: 4300-2) The dictionary defines diversity as â€Å"The state or fact of being diverse [different]. † (Webster; 191) So, diversity simply means differences, with many factors making up these differences. Maslow stated that he saw an hierarchy into which the needs of a human being arranged themselves. Approaching a given situation depends on who the individuals are and many other factors. Those many factors make us different. Primary factors are a composition of those genetic characteristics of which we have no control, those being gender, race, age, and physical abilities and qualities. Those characteristics are generally absolute and basically shape our self-image as well as our fundamental worldview. To contrast the other many factors that are acquired that make up diversity, modified or discarded as live our lives (DuPont. K 1997. ) They may include educational background, differences in personal work style, skills/talents, education, and geographical location are examples of other diversity dimensions that make a difference in how to work together, income, marital and parental status, religious or spiritual beliefs and experiences gained in employment. These influences show how we interact or perceive one another. Kay duPont author of Handling Diversity in the workplace discusses additions to these factors and have created more diversity within our environments. Her statement suggests, â€Å"there are over 40 million people with disabilities in the United States and many of them are in the work place (1997. )† Their differences do not suggest they are unable to have as many valid ideas and abilities as the non-disabled, however many people are unable to look beyond their disability(1997. ) DuPont relates in her book to say that people are also made up of differing personality styles, learning styles and assertiveness levels. Personality styles are the defining behavioural tendencies of people while styles of learning are the different ways individuals process new information presented to them(2007. Assertiveness has levels which best describe the differing ways we may use power to make our wants, desires and our needs known to others (2007. ) In short, our multi-layered differences explain why we behave a certain way and why we are able to offer unique contributions to the work place. Such contributions are sometimes unnoticed because of the barriers we may erect to avoid dealing with others differences. Stereotyping, prejudice, discriminative attitudes and collusive behaviour are all barriers to accepting diversity and constantly interfere with our ability to working together cooperatively impossible. These barriers or negative attitudes that perpetuate our behaviours that is against people who are different from us. They are usually rooted in reasoning that is illogical with biased opinions that create many prejudices(2007. ) Webster defines prejudice as an adverse opinion or judgment formed beforehand or without full knowledge or complete examination of the fact (Webster:520. ) Kay DuPont states that prejudice is a preconceived feeling or bias, that this a normal human reaction as we all have prejudices. Our prejudices come from a variety of sources: environment, family of origin, friends, the media and other external influences that help us to formulate our belief system (1997. ) DuPont goes on to state along as our biases are unimportant things, like our brand of toothpaste, they are relatively harmless. It’s when we hold these prejudices against one another that we create all kinds of problems. Prejudices against other people are rooted in the belief that one’s race, culture, gender, class or group is superior to another,leading us to create the stereotyping of others (1997. Managing diversity, as quoted in the book by Lee Gardenswartz amp; Anita Rowe define stereotypes as fixed and distorted generalisations made about all people from a particular group. They are ridged, narrowed and judgmental and ignore individual differences (Gardenswartz and Rowe. 1998. ) As a way of understanding one another we stereotype. This causes conflicts as we attempt to understand one an other we make assumptions and possibly engage in offensive behaviour. Prejudices and stereotypes are the for-runners for behaviour that discriminates. Applying our singular experience or our biases with a member or whole entire group, we are stereotyping (1998. ) DuPont states that discrimination is treating people differently unequally and usually negative. Because of whom we consider to be a part of a group. When Discriminatory practice takes place it divides the workforce, increases tension, lowers self-esteem, creating a decrease productively and can cultivate a workplace environment that possibly may break out in threats of violence or violence (1997. ) Unfortunately, stereotyping, prejudice and discrimination are still facts of life in our workplace. These factors include, prejudices, stereotypes, discrimination and collusion, hinder the acceptance of diversity. Lack of acceptance hinders diversity in the workplace and minimise the success of an organisation’s outcome. Overcoming these barriers and accepting and utilising a diverse workforce had been accomplished it begins with making a decision for personal growth in this area of diversity and each individual taking responsibility for their behavior(1998. ) Everyone in the workplace needs to be accountable and willing to confront and eradicate the barriers we erect when resisting diversity. This means having personal awareness and taking responsibility for one’s own prejudices, stereotypes, discriminative practices and collusive behaviours. Communication is a process by which we impart knowledge, express true thoughts and feelings, exchange ideas, and form a connecting passage. Diverse organisational members may have different styles of communication, they may differ in their language fluency, may use words differently, may differ in the nonverbal signals they send through facial expression and body language, and may differ in the way they perceive and interpret information(1998. Utilising and having an understanding of diversity filters, and their impact, to more effectively communicate across differences. Non communication can result in exclusion. Exclusion is interpersonal behaviors and/or actions that reduce the capability of individuals or groups to contribute their best work effort to the achievement of corporate goals. It impedes employee development, decr eases individual and team productivity and reduces overall contribution to the bottom-line. The cost of exclusion is measurable, missed sales opportunities for example(1998. ) This all takes commitment to making personal change and a willingness to correct any inappropriate displays, honesty and a self-assessment of attitudes and beliefs is a good place to start to change behaviour. A willingness to give open and honest feedback is necessary when others seek to understand one another. This takes practice and having open communication creates a transparency, clears any negative thoughts or feelings. Working with people who are different from us takes trust and respect(1998. ) Communication is a process by which we impart knowledge, express true thoughts and feelings, exchange ideas, and form a connecting passage. Diverse organisational members may have different styles of communication, may differ in their language fluency, may use words differently, may differ in the nonverbal signals they send through facial expression and body language, and may differ in the way they perceive and interpret information. When we are willing and open to giving honest feedback, people have a need to understand one another. Individual responsibilities are broadened the more responsibility they have within the workplace, those in supervisory or management roles. Leaders need to set the promote diversity by setting an example, recognising subordinates for their diversity. There is a belief that if we treat people equally we have a harmonious environment where everyone feels valued(trainers tool chest. ) Conflict exists in any organization that strives to continuously improve itself to respond to changing customer needs Conflict is neither good nor bad. It is an indicator of unresolved differences and a natural outcome of trying to do things differently. As the diversity of employees and customers increases, so does the number of ways in which people do things differently. Bernadine Van Gramberg. 2006) Failure to manage conflict will negatively affect the corporate bottom-line Therefore, it is in the best interest of employees to develop and utilize skills to manage conflict effectively. Therefore, it is in the best interest of employees to develop and utilize skills to manage conflict effectively (2006. ) A five-step process can be used to an alyze and more effectively manage conflict situations with employees and customers, to identify the desired business outcomes. Given customer requirements, recall the goal for this interaction or relationship. (2) Identify opposing interests. Consider the issues and concerns that all parties bring to the conflict situation. (3) Manage yourself. In doing this step you would suspend judgments about a person or behaviors, drop your defenses, get information and seek to understand. (4) Seek a â€Å"win-win† resolution. Win-win resolutions achieve the desired business outcome and maximize benefits for all parties involved. (5) Use feedback to improve outcomes. Conflict situations are filled with feedback; use this information to determine how to align your interpersonal behavior with the desired business outcome (alexander consulting. om) The four techniques employed by Fair Way to maximize retention and productivity for maintaining effective working relationships in the workplace. These techniques are: giving feedback, offering assistance, assuring inclusion and giving respect. Together these form a strategy for promoting the acceptance and working with diversity. Good communication is therefore essential for using the four technique of the Fair Way strategy known as feedback. (www. trainerstoolchest. com/show) Feedback is giving information to others on expectations and how to meet these expectations. Feedback needs to be given early and often; especially when new team members have entered the work place. Feedback needs to be given informally and formally to everyone (trainers tool chest. ) This is how to gain vital information on what assistance is needed, information about resources or training. Inclusion allows all too fully participate of the successful running of the organization. It is important that all activities, including work-related social activities do not exclude anyone, making them all culturally appropriate. Careful selection of time for meetings to occur so there is no conflict with anyones schedule. Decisions must be announced or those that can be included in the decisions to all those are responsible for outcomes in that area (1998. ) Developing an environment which is respectful and free of offensive conditions is not impossible. Respect is recognizing each person’s unique value, contributions and potential to the organisation also knowing how they would like to be treated. Getting to know each other helps to manage diversity properly by being F. A. I. R. (trainers tool chest) The Australian workforce is composed of myriad differences, and it is those very differences, which make for a diverse, interesting, productive workplace. A strong, fair-minded, comprehensive diversity program does not isolate those of different cultural, ageism, or gender backgrounds. Instead it brings each worker into an understanding of his or her co-workers for their mutual benefits and to make diversity in the workplace possible. References Australian Bureau of Statistics. Immigrantion to Australia. Retrieved from http://www. abs. gov. au/ausstats/[emailprotected] nsfOpenDocuments) Bernadine Van Gramberg. Managing workplace conflict. Alternative Dispute Resolution in Australia Sydney 2006: The Federation Press Crawford’s world. The five steps of Negotiation and Mediation. Retrieved from www. crawfordsworld. com/rob/irc/Five%20Steps. htm Lawlink. Discrimination, EEO amp; affirmative action. Retrieved from http://www. lawlink. nsw. gov. au/lawlink/adb/ll _adb. nsf/pages/adb_eeo_affirmative_action Kay DuPont. Handling diversity in the workplace. Communication is the key. West Des Moines 1997: American Media Pub. Lee Gardenswartz amp; Anita Rowe. Managing diversity. A complete desk reference and planning New York 1998: McGraw-Hill McLeod, S. A. (2007). Maslows Hierarchy of Needs Simply Psychology. Retrieved from http://www. simplypsychology. org/maslow. html Trainers tool chest. Building trainers solutions. A Practical Approach To Diversity In The Workplace. Fair In Action. Retrieved from http://www. trainerstoolchest. com/show_product. php? idnum=1711