IM_J3

MGT 6306, Intercultural Management 1

Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to:

2. Analyze approaches to diversity in workplaces in the United States. 2.1 Explain integration of a common value system among a multicultural or intercultural work team.

3. Evaluate the opportunities of managing a diverse workforce.

3.1 Identify challenges and opportunities of a multicultural or intercultural work team. 3.2 Analyze communication dynamics of a multicultural or intercultural work team.

Course/Unit

Learning Outcomes Learning Activity

2.1, 3.1, 3.2 Unit Lesson Chapter 5 Unit III PowerPoint Presentation

Required Unit Resources Chapter 5: Managing Diverse Groups Unit Lesson

Introduction

Diversity involves people from different ethnic and social groups, genders, races, ages, original national origins, and more. It includes all the factors and elements that make us different. With all these differences also brings creativity and expertise. A diverse workforce will result in different ideas and creativity that will help any organization remain competitive. Studies show that companies with ethnically diverse executive teams are 36% more likely to have above-average profits than companies whose teams are less diverse (Dixon-Fyle et al., 2022). The focus of this unit will be on the benefits of a diverse workforce as well as challenges and controversies

(Rawpixelimages, n.d.)

UNIT III STUDY GUIDE Managing Diverse Groups

MGT 6306, Intercultural Management 2

UNIT x STUDY GUIDE Title

Cultural Diversity The uniqueness of a culture is also what makes it complex. Some countries are more diverse with several cultures and ethnic groups while others are homogenous. This could be due to the migration of people into some countries such as the United States and Canada. Countries that are more diverse boast of having different nationalities and ethnic groups. It is also interesting to note that countries that are homogenous have distinct ethnic characteristics, such as Korea. Cultural diversity is the difference that exists between groups, and it is the presence of people with distinctly different group affiliations and significantly different cultural identities (Cox, 2000). It is important to view cultural diversity as a way for companies to maintain a competitive advantage.

Dimensions of Diversity There are some differences that are obvious and do not need any explanation, such as age, race, gender, and physical features. When it comes to physical features, it is important to note that people that have distinct African features, dark skin with thick natural black hair, may not identify themselves as Africans. The reason is that though the individual has African parents they were born and brought to the United States and, therefore, perceive themselves as an American. In such a situation, physical features may not always be accurate. The two important dimensions that are considered in cultural diversity are primary and secondary dimensions depicted in Figure 5.1 in Chapter 5. Primary dimensions are the endowed traits, such as race, ethnicity, gender, sexual orientation, age, and physical ability. Secondary dimensions are the acquired traits, such as nationality, religion, income, education, marital status, and socioeconomic background (Nahavandi, 2022). Just like with the earlier example on physical features, sexual orientation is likely not obvious just by merely looking at someone; whereas, an individual wearing a turban can clearly indicate a certain religious sect.

Impact of a Diverse Workforce The movement of people around the world has resulted in an increased number of foreign-born people who now live in the United States. Immigrants can bring various educational levels and expertise. This means that diversity is evident in most organizations. Organizations should leverage all aspects of diversity. Workforce diversity includes both an internal labor force that consists of current employees and the external labor market comprised of individuals actively seeking employment. Organizations should recognize the importance of developing strategies required to manage a diverse workforce in effort to maximize performance and productivity. There is also a shift of women in the workforce holding career positions that were previously male dominated. According to a report published by the Bureau of Labor Statistics (2019), women’s labor force participation was 57.4 percent in 2019, up from 57.1 percent in 2018. Men’s labor force participation, which always has been much higher than that for women, was 69.2 percent in 2019, little changed from the previous year (69.1 percent) (Bureau of Labor Statistics, 2019). This report shows that a lot of industries are positively addressing the issue of gender in the workplace and leveraging the benefits of a diverse workforce.

Challenges with Cultural Diversity For organizations to benefit from a culturally diverse workforce, there must be an effective structure in place that will lead to success. Such a structure must be geared toward enhancing the work of the organization while recognizing and harnessing cultural differences. Groups without the benefit of a clearly defined cultural identity will find themselves struggling with personal identity issues, personal esteem issues, and what we have labeled “collective self-control” challenges (Taylor & de la Sablonnière, 2013, Taylor & de la Sablonnière 2014). Another aspect to consider is how individuals process their understandings of cultural diversity as well as their own personal contributions to the organization. For example, individuals should not see themselves as belonging to an organization just to make up a diversity quota; rather, they should perceive themselves as contributing toward the overall goals and objectives of the organization.

MGT 6306, Intercultural Management 3

UNIT x STUDY GUIDE Title

A social and historical context provide information on colonialism, immigration, and slavery. The United States has witnessed all three factors. Immigration has continued to pose challenges because of the dual and contradicting traditions of welcoming immigrants, but at the same time not affording them the opportunity to thrive because of racism. Another challenge faced by global corporations is that workplace diversity is likely to be addressed differently based on what is culturally acceptable and what values are observed in certain countries. For example, in the United States, the Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person’s race, color, religion, sex (including pregnancy, transgender status, and sexual orientation), national origin, age (40 or older), disability, or genetic information (Equal Employment Opportunity Commission, n.d.). Another example is a job advertisement should not require a certain gender or age group to apply for a position because this may be considered discrimination under the mandate set out by the EEOC. Yet, in another country, it may state those requirements, which is an acceptable hiring process. It is therefore not possible to use the same measure to manage everyone due to differences in assumptions, values, and beliefs. To overcome some of the challenges posed by cultural diversity, it is important to address it within the organization. It is obvious that someone who wears certain attire that covers their entire body does so due to their religious beliefs. It is perfectly fine to address the differences presented at the workplace as that will help ease any uncomfortable situations. It is important to acknowledge these differences and create awareness on how to promote a workplace that is welcoming to all. Most organizations implement frequent diversity workshops and training accompanied by quarterly reports on diversity. The issue of diversity at the management level has continued to exist, and not addressing this can only lead to dysfunction in the workplace. In your suggested reading article for this unit, Mahajan and Toh further discuss group culture within an organization.

Conclusion In conclusion, we discussed some of the strategies that organizations may apply to respond to issues associated with the implementation of a diverse workforce. This starts with recognizing and appreciating the different cultures that make up their workforce. Not addressing diversity is not an option as this may cause an organization not to recruit the necessary talent required to improve organizational performance and activities. Procter and Gamble (P&G) is highly recognized for their effort in addressing diversity. According to a 2015 report, the company has spent more than $2 billion annually during the past 7 years to build a diverse supplier group that includes 1,500 women and minority-owned businesses (P&G Diversity, 2015, as cited in Nahavandi, 2022, p. 226). It is also recommended that organizations conduct training not only to address diversity, but to promote the benefits of having a diverse workforce by creating cultural awareness. Organizations should promote a work environment that is free of prejudice as well as implement diversity in inclusion programs. Everyone appreciates fair and equal treatment irrespective of their cultural values. For any manager to be successful in today’s diverse workforce, it is highly recommended that they develop a cultural mindset, which will help them take care of the needs and requirements of a diverse workforce.

References Bureau of Labor Statistics (2021, April). Women in the labor force: A databook.

https://www.bls.gov/opub/reports/womens- databook/2020/home.htm#:~:text=Women's%20labor%20force%20participation%20was%2057.4%20 percent%20in%202019%2C%20up,previous%20year%20(69.1%20percent).

Cox, T. H., Jr. (2001). Creating the multicultural organization: A strategy for capturing the power of diversity.

Jossey-Bass. Dixon-Fyle, S., Dolan, K., Hunt, V., & Prince, S., (2020, May 19). Diversity wins: How inclusion matters.

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion- matters

MGT 6306, Intercultural Management 4

UNIT x STUDY GUIDE Title

Nahavandi, A. (2022). The cultural mindset: Managing people across cultures. SAGE. Rawpixelimages (n.d.). Business team professional occupation workplace concept (ID 66696081)

[Photograph]. Dreamstime. https://www.dreamstime.com/stock-photo-business-team-professional- occupation-workplace-concept-image66696081

Taylor, D. M., & de la Sablonnière, R. (2013). Why interventions in dysfunctional communities fail: The need

for a truly collective approach. Canadian Psychology/Psychologie canadienne, 54, 22–29. http://dx.doi.org/10.1037/a0031124

Taylor, D. M., & de la Sablonnière, R. (2014). Towards constructive change in Aboriginal communities: A

social psychology perspective. McGill-Queen’s University Press. U.S. Equal Employment Opportunity Commission (n.d.). Overview. https://www.eeoc.gov/overview Suggested Unit Resources In order to access the following resources, click the links below. These videos present more information about managing a diverse workforce and why we should value diversity in business. The transcript for these videos can be found by clicking the “Transcript” tab to the right of the video in the Films on Demand database. Master Source (Producer) (1994). America’s diversity (Segment 1 of 16) [Video]. In Managing diversity in

business. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl aylists.aspx?wID=273866&xtid=4265&loid=11906

Master Source (Producer). (1994). Value of diversity (Segment 2 of 16) [Video]. In Managing diversity in

business. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl aylists.aspx?wID=273866&xtid=4265&loid=11907

Article This article discusses work groups that vary in group cultural values. Mahajan, A., & Toh, S. M. (2017) Group cultural values and political skills: A situationist perspective on

interpersonal citizenship behaviors. Journal of International Business Studies, 48(1), 113–121. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=120784792&site=ehost-live&scope=site

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Do you hold stereotypes about different groups? Complete the Self-Assessment 5.2: The Stereotypes I Hold in Chapter 5 of your textbook.