Management of Personnel from Different Ethnic and Cultural Backgrounds

Management of Personnel from Different Ethnic and Cultural Backgrounds Different cultures have varying perspectives. Some perspectives and attributes can affect the operations and performances of an organization (Kossek, Lobel, Brown, 2006, p.58). For example, some cultural practices and attributes can dictate what to do and what not to do. Companies should focus on managing this diversity in people for the betterment of giving a good value to the operations of the company (Aghazadeh, 2004, p.522).Advertising We will write a custom essay sample on Management of Personnel from Different Ethnic and Cultural Backgrounds specifically for you for only $16.05 $11/page Learn More According to Anca and Vazquez (2007, p. 13), companies should focus on identifying dominant as well as rising values in the people. These values should be enhanced for the betterment of maintaining cohesiveness. This cohesiveness in workplace is vital for organizational performance. Hospitality industry provides a perfect means of effective management of div ersity in workplace. This is because this industry attracts employees from diverse backgrounds (Maxwell, McDougall, Blair, 2000, p. 368). This is as opposed to regional companies whose workplace staff is likely to be from one region. Hotels and restaurants are most visible in hospitality industries. The paper looks at ways and means of managing workplace diversity in an international hotel. There are some difficulties that are associated with management of workplace diversity, especially diversity based on culture (Child, 1993, p.10). There also exist a number of benefits accrued out of management of workplace diversity. This paper discusses a number of benefits that are attached to management of workplace cultural diversity in a hotel. Management of this diversity can optimize user experience (Maxwell, McDougall, Blair, 2000, p.369). It is possible to facilitate exchanges of cultures among people in an organization. Management of this diversity can help in identifying as well as removing barriers associated with equal opportunities. Workplace diversity can enhance team performance and operations of the organization when it is managed well. It can encourage the employees to enhance their talents and provide an opportunity for managers to retain the talents (Kossek, Lobel, Brown, 2006). Holden (2002, p. 95) writes that management of cultural diversity in workplace is the same as managing innovative knowledge. People in the organization have different talents, the same way they have different cultural perspectives. Management of talent ensures that performance of organizational operations is enhanced. In countries such as China, cultural influences on performance are huge (Holden, 2002, p. 158).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are some means of managing this workplace diversity in the organization. Phillip (2006, p. 36) lists some of m eans as enhancing a psychological contract, enhancing personal motivations, giving referrals to the employees and building employment relationships plus confidence in employees. This paper specifically analyzes management of recruitments and utilizations of people and personnel from different ethnic and cultural backgrounds. A typical international hotel has people from the whole world visiting and spending some nights in it. For this therefore, the kind of employees in the organization to serve these people must be well trained. They must be thinking on the same line so as not to cause confusion to the visitors. The cultures of these people must be enhanced and given an organizational outlook. This is where cultures belonging to the employees are directed to have similarity with organizational policy (Mwaura, Sutton, Roberts, 1998, p.215). There are however various difficulties that come with various practices of managing workplace diversity. Management of workplace diversity in a n international hotel Diversity in cultures in a hotel is a major factor. According to Deresky (2002, p. 34), management of diversity in culture in an international hotel or restaurant provides a classic example of international human resource management. The same way an organization can put measures of managing people from different countries is the same way an organization can manage people of varying cultural and religious backgrounds (Grà ¶schl, 2011, p.226). Two most popular areas of management of diversity are in recruitments and utilizing people from different backgrounds. Recruitment as an area of management of diversity Recruitment in an organization is a way of adding human resource in the organization. It helps the company add to potentiality of performing in the competitive market. For an international hotel, recruitment is a way of adding human resource and knowledge in the company to manage visitors in the hotel/restaurant (Grà ¶schl, 2011, p. 230). Recruitment is cr itical and should be done with utmost care. The company has a choice to either put people of homogenous backgrounds or people of diverse cultural backgrounds (Ward Kennedy, 1992). A well thought out recruitment process is capable of putting committed employees in the organization. Committed employees would put a working staff that is loyal to the management.Advertising We will write a custom essay sample on Management of Personnel from Different Ethnic and Cultural Backgrounds specifically for you for only $16.05 $11/page Learn More According to Healey (2002, p. 22), management of diversity is a crucial way of managing cohesiveness in an organization. This cohesiveness helps in removing some common barriers that come with organizational management (Iverson, 2000, p.8). A workforce that does not operate from one front is capable of developing some conflicts. These conflicts can affect the performance of the organization. For an international hotel, group co nflicts can alter how people and especially visitors value the organization. This cohesiveness and elimination of group conflicts can only be done if the recruitment process is fair and well balanced. Strategies of managing cultural diversity in recruitment for competitive advantage External recruitment for cultural diversity Price (2005, p. 570) qualifies external recruitment as the best form of recruitment in managing diversity. In a study involving 29 heads of departments in a health care provision center, use of external recruitment method was noted as the best. External recruitment is pitted against getting employees from relatives and friends of organizational employees (Jeremy, 2004, p.159). Price (2005, p. 570) notes that 21 of the participants supported this kind of recruitment on the basis that it will give fair representation in terms of cultural and religious diversity. Soliciting workforce amongst members of the workforce would mean that the kind of cultures in the empl oyees would be increased. In a hospitality industry, getting people outside makes the organization have a pool of cultures. Competitive advantage comes when a pool of talents is brought into the organization through different cultures in the organization (Iverson, 2000, p.8). Agency recruitment for cultural diversity Price (2005, p. 568) adds that external recruitment is largely carried out by agencies. The agencies carry out advertisements for available jobs and conduct interviews. Zanoni and Janssens (2007, p. 1386) write that agency recruitment is recognized as ideal form of recruitment. In study involving minority employees in the organization in terms of cultures, it was discovered that the use of agency recruitment goes for diversity in areas such as culture, religion and experience. This is opposed to using human resource department in the organization to get people.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Such a case may prompt employing people who are favored by some people in the organization and so resulting to homogenous kind of organizational culture (Jeremy, 2004, p.160). Utilization of personnel from different backgrounds Cox and Blake (1999, p. 53) write that there are some positive and negative issues that come with taking people from varying cultural backgrounds. However, it is recognized that utilizing people from varying cultural backgrounds is beneficial for enhancing balanced organizational performance (Cox and Blake, 1999, p. 53). It has become a trend in international management especially in considering people from different countries. Utilization of people from diverse cultural backgrounds is a way of management of competition in the company. This is because with diverse people, there are diverse talents (Cox and Blake, 1999, p. 45). The contemporary globalization trends, especially the business trends are making organizational managers turn to differences in cultur al backgrounds in the organization. Utilizing people who come from different backgrounds is beneficial because it makes the organization have a fair image among its publics. Wetherell (2008, p. 46) adds on this and writes that an organization that is full of homogenous people in terms of cultural backgrounds maintains the status quo. However, an organization that utilizes people of different backgrounds is capable of improving in performances. This is because there would be multiple talents carried by people of different backgrounds. Strategies of utilizing people of diverse cultural backgrounds Selective training opportunities for competitive advantage Lau (2006, p. 300) uses the example of preferential trainings for parents in hospitals by use of cultural adaptations. Some training is more adapted to particular cultures than others. In a hospitality organization, some communities or cultures are more suited to some professions than others. Lau (2006, p. 300) notes that adaptabilit y is not the same in various cultures. For example, there are some communities known for customer service while others are known for manual operations. This is good for gaining a competitive niche. Some people would be used for capturing the market in some ways or means while other communities would be used for other ways. However, all trainings should be evidences from parent training. John Wiley publication , 13(4), 295-310. Maxwell, G, McDougall, M, Blair, S. (2000) Managing diversity in the hotel sector: the emergence of a service quality opportunity. Managing Service Quality , 10(6), 367-73. Morden, T. (1995) National culture and culture of organizations. International Journal of Cross Cultural Management , 2(2), 3-12. Mwaura, G, Sutton, J, Roberts, D. (1998) Corporate and national culture an irreconcilable dilemma for the hospitality manager? International Journal of Contemporary Hospitality Management , 10(6),212-220. Philip, G. (1996) Managing workforce diversity a respo nse to skill shortages? Journal of Health Manpower Management , 22 (6), 34 -37. Price, E. (2005) The role of cultural diversity climate in recruitment, promotion, and retention of faculty in academic medicine. Journal of general internal medicine , 20(7), 565-571. Ralston, F. (1995) Hidden Dynamics: How Emotions Affect Business Performance and How You Can Harness Their Power for Positive Results. New York, NY, American Management Association. Schein, E. (1980) Organizational Psychology. Englewood Cliffs, NJ, Prentice-Hall. Umans, T. (2009) Research angels on cultural diversity in top management teams. Journal of problems and perspectives in management , 7(1), 90-101. Uwaje, A. (2009) Culture shock, Re-Integration and Re-Entry culture shock Managing Cultural, from Munich Business School. Web. Ward, C, Kennedy, A. (1992) Locus of control, mood disturbance and social difficulty during cross-cultural transitions. International Journal of Intercultural Relations , 16(2),175-94. Wethere ll, M. (2008) Identity, Ethnicity, Diversity and Community Cohesion. Singapore, Sage Publications. Zanoni, P, Janssens, M. (2007) Minority employees engaging with (diversity) management: An analysis of control, agency, and micro-emancipation. Journal of management studies , 44(8), 1371-1397.

Are People Obedient essays

Are People Obedient essays ARE PEOPLE OBEDIENT? By Queron Thompson Does everyone in society go against what they believe in merely to satisfy an authority figure? Stanley Milgrams Perils Of Obedience expresses that most of society supports the authority figure regardless of their own personal ideals. Milgram says to the reader, For many people, obedience is a deeply ingrained behavioral tendency, indeed a potent impulse overriding training in ethics, sympathy, and moral conduct (Milgram 606). Is Milgrams statement telling us obedience is an unparalleled force in todays society? Two authors, George Orwell and Langston Hughes, provide us with incidents that support Milgrams findings. George Orwells work, Shooting an Elephant, can be used as an example of Milgrams discoveries. He recalls an account of himself as a British policeman called upon to take action against a belligerent elephant rampaging through a small Burmese Village. Orwell makes it a point to show that the natives of the village, who at any other time would have looked upon the him in disfavor, are now backing him in hopes of the animals destruction. Orwell realizes it is quite unnecessary to kill the animal, yet does it anyway. Why might you ask? Milgrims findings on peoples obedience to authority can be seen as an answer to this question. In the reading Orwell says, And suddenly I realized that I should have to shoot the elephant after all. The people expected it of me and I had got to do it: I could feel their two thousand wills pressing me forward, irresistibly.(Orwell 771). With this statement, we can easily determine the role the villagers take on. Suddenly, they have taken on the ro le of the authority figure and Orwell the conforming citizen. In Milgrams Perils Of Obedience, the test sub ...

Organizational Behavior Research Paper Example | Topics and Well Written Essays - 1750 words - 1

Organizational Behavior - Research Paper Example Other than waiting for the workers to seek out clarifications, information, the management will approach them in a direct manner for purposes of asking about their informational needs. For instance, most meetings within the organization end with meeting leaders asking for questions and requests. I encourage that management and supervisors move such questions to the start of all meetings. The switch tells workers that their concerns and questions are important as compared to impending meeting agenda. It is critical to developing opportunities in which more informal time is presented to employees while interacting with the management. Employees often hesitate from interrupting the busy bosses for asking small things including the information needs. Managers providing opportunities within Casual work conversations help employees feel comfortable and needed with the elements of sharing the information needs. Lastly, the approach improves the quality of the meetings. The general suggestions from running better meetings are acquired. Staff relations are involved in the planning of meetings and advancing maximum efficiency (Grandey, Diefendorff & Rupp, 2013, page 121). The organizer meeting will be sending out agendas as well as supporting materials prior the meeting. Assigning time limits in the discussion items on the agenda will avoid lengthy deviations within meeting purposes. It is relevant to ensure that there is certainty in establishing rules for managing meetings within the o rganization without side conversations. Fair performance evaluation of employees involves a range of considerations. To achieve honest and fair assessments of employees, it is important to keep them up to par with the organizational expectations. Judging employees with respect to unclear or outdated criteria is unfair. Further, job priorities and descriptions are subject to change across time. Employees should do outstanding jobs on