Cultural Diversity Theory & Practice In Work Environment - Sample

Question: Discuss about the Cultural Diversity Theory Practice In Work Environment. Answer: Introduction The reflective essay addresses dimensions, theories of cultural diversity and how it influence leadership andmanagement decisions in working environments. Globalization has led to social interaction among individuals of different divergent beliefs, cultures and backgrounds (Barak, M. 2016, 34). Cultural diversity represents a collection of human similarities and differences in organizations. It is known to be a critical factor in enhancing creativity and maximizing outputs from a divergent employee population. Organizations from different countries are currently looking for better ways of yielding competitiveness and productivity from its divergent workforce. Leadership and valuing cultural diversity are key ingredients inmanagement human resources in organizations (Suedekum, J. Wolf, K. Blien, U. 2014, 46). Unmanaged cultural diversity in work places can bring uncertain environments a recipe for not achieving organizational goals. Cultural diversity: theory and practice Cultural diversity is explained based on theories and contextual frameworks. From the learning outcomes diversity originates from different social identities and group members characteristics. It is these identities that are defined by several dimensions (primary, secondary and tertiary) (Barak, M. 2016, 34). The primary dimension shapes ones self image for example gender, age, race, and sexual orientation, mental and physical abilities. The secondary dimensions in individuals are silent and enrich primary dimensions. The secondary dimensions directly influences self-definition and self-esteem for example religion, first language, education back ground, family status and work experience. The tertiary dimension originates from historical experiences, moments and perceptions. A diverse workforce is useful component in delivering value among employees in organizations. Leaders are expected to practice diversitymanagement in their organizations by creating a safe and fair environment where each employee is accessible to challenges and opportunities (Pieterse, A. Van Knippenberg, D. Van Dierendonck, D. 2013, 45). They need to identify changes in workplace and employ leadership approaches that help maximize and capitalize workplace diversity. Several changes in legislations and rights advocacy have created positive opportunities on how cultural diversity is managed and promoted (Trster, C. Mehra, A. van Knippenberg, D. 2014, 67). The integration of diverse cultural in organization policies has led to reduced law suits, fewer discriminations, enhanced divergent rights and responsibilities among the employees. From the learning outcome in class it known that positive diversity can be promoted through communication processes. Employees require to be provided w ith a suitable environment in which they can communicate (Trster, C. Mehra, A. van Knippenberg, D. 2014, 67). In addition leaders need to implement good cultural diversity policies and programs to increase employees accessibility to information and opportunities. Conclusion Cultural diversity is a reflection of a dynamic work place and labour market. Cross cultural teams bring value to organizations when positive cultural diversity is promoted. Leaders need to approach cultural diversity has ingredient to success by involving it in managerial decisions. It can lead to better performance and productivity in organizations. References Barak, M.E., 2016. Managing diversity: Toward a globally inclusive workplace. Sage Publications Pieterse, A., Van Knippenberg, D. and Van Dierendonck, D., 2013. Cultural diversity and team performance: The role of team member goal orientation. Academy ofManagement Journal, 56(3), pp.782-804 Suedekum, J., Wolf, K. and Blien, U., 2014. Cultural diversity and local labor markets. Regional Studies, 48(1), pp.173-191 Trster, C., Mehra, A. and van Knippenberg, D., 2014. Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance. Organizational Behavior and Human Decision Processes, 124(2), pp.245-255