Compile Project

Running Head: FAIR TREATMENT ETHNICITIES

FAIR TREATMENT ETHNICITIES

2

Fair treatment ethnicities

Michell Muldrow

Columbia Southern University

The executive leadership council of Fig Technologies has hired the Solution Group in order to evaluate the assimilation process, which has happened at each of the three newly obtained worksites. As a company, we have composed three teams that will pay a visit to every site located in Texas, Qatar, and Germany. We shall diversify the three teams in that there will be a team of ten members, which will consist of four local employees, three employees from Germany out of which two will be bilingual, and three Qatar employees, of which one of them will be bilingual. From all of the teams, every individual is of value in the evaluation of the three sites as they assist in bridging the cultural gap. Now that Texas and Qatar both have an individualist working culture of the collective, the insight teams will, therefore, help with the exchange of the perspectives of the culture and experience for the three sites. All of the team members have between five to eight years of working experience with assessing the assimilation within the diverse organizations. The teams are also made up of members from senior management, marketing managers, communications managers, and also the front-line managers. These members have the experience of daily operations and are also experienced in dealing with customers. The composition of this team will give a better understanding of the local practices of every site, which will be useful in providing every insight into how all the three sites are carrying out business. This team will be able to foster a distinguished exchange of ideas and also get ways for the three sites to perform their work in unison so as to achieve the objectives of the Fig Technologies.

The following are the questions that will be used by the solution group in order to interview every person from each site to gage their assimilation process and pinpoint where the issues may lay.

1. How would you describe how committed you will be to the company?

2. How does your role impact the company as an employee?

3. What is it that you need in order to be successful in your job?

4. Do you feel there are any rules that protect people against discrimination?

5. How do you understand the term diversity? Why is this important in a company?

6. What challenges do you face while living onsite and in a remote environment?

7. How much of an impact do you feel that the present diversity has on the economy?

8. Have your experiences since joining this company led you to become more aware of racial or ethnic differences?

9. What advancements, if any, can be made in order to improve the level of diversity training at this company?

All of the individuals from all three sites were given the same questions in order to get a clear picture of their assimilation into their new work environments. After assessing the responses presented, it has been determined that all three sites have the same concerns, something that confirms that the differences in culture do pose a major concern that requires to be addressed. The summary of the survey is included below.

All of the workers have expressed that they are fully committed to the company; however, the working environment has become so tense that it makes it quite difficult to remain focused on the task that they have at hand and to meet the required deadlines. There is also a lack of cohesion as a result of the differences in cultures. The majority of the personnel understand what is needed in order to complete their tasks of every day and feel that the company provides them with the required tools needed by everyone in order to complete the tasks and the know-how their work contributes to the entire success of the company. Some of the personnel, however, do not enjoy living onsite irrespective of the convenience provided. They always give reasons that because of the tense working environment this makes the personnel feel like they are not in a position to escape from work. The majority of the employees have a feeling that the PowerPoint slides on the training of diversity were not effective enough. They have owned up that they normally click through the slides, but they do not read them just to complete the training in the required deadline.

The aspect of the culture of the business in the organization is causing a serious conflict. People from Germany have proved to have a strong emphasis on efficiency, and they utilize their time in order to be highly productive. Time management is also expected; that is, people have to be punctual (Justlanded, 2018). Individuals originating from Qatar work at a much slower pace because trust is what drives the business of which takes time to be achieved. The Qatar nationals are also never on time to work, and they tend to do their work during odd hours, which is normally 8:00 am to 12:00 pm and 4:00 pm to 7:00 pm. (ExpatFocus, 2018).

When it comes to getting all the three worksites in order to understand each other, on a more personal basis, the individual from Qatar feel that they are not valued when asked about their female family members; however, they are interested to hear what everyone has to say concerning their family.

All the personnel don’t feel that there are policies in place within the organization to address discrimination and protect individuals from discrimination. When asked if they could find the company discrimination policy, all of them answered that they did not know where to locate the policy letter. Finally, the personnel within the company understand the importance of diversity within the workplace and admit that they face many roadblocks with the different cultures that are present. This is a direct result of the monotonous PowerPoint slides that have been presented by the company. This organization is made up of individuals who are from different races, genders, and have different educational backgrounds. Currently, the company is comprised of 35 percent females and 65 percent males. However, the national average of the workplace in most organizations is 47 percent females and 53 percent males (Dewolf, 2017). This data will be used to ensure that the proposed solution will connect with the company's diverse gender makeup.

The recommended solutions that have been presented would reduce the tension in the multiple onsite work locations. They would also improve the employee's understanding of the diverse multi-cultures that they are currently working with. This, in turn, would reduce the tensions that the worksites are currently experiencing. Employees would gain a better understanding of how each culture conducts business, and this would lead to unit cohesion and more productivity for the organization.

References.

Advameg (2017). Qatar. Retrieved from http://www.everyculture.com/No-Sa/Qatar.html

Browne, C. (2018). Business Etiquette in Texas. Retrieved from http://work.chron.com/business-etiquette-texas-26137.html

Chebium, R. (2015). How to Create an Effective Cross-Cultural Training Program. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/pages/010215-cross-cultural-training.aspx

DeWolf, M. (2017). 12 Stats About Working Women. Retrieved from https://blog.dol.gov/2017/03/01/12-stats-about-working-women

Expatfocus (2018). Qatar Business Culture. Retrieved from http://www.expatfocus.com/expatriate-qatar-business-culture