Documentos de Académico
Documentos de Profesional
Documentos de Cultura
UNIT - 5
culturally diverse
aspects of leadership
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Spheres of Activity in the Management of Cultural Diversity
ORGANISATION
CULTURE
MINDSETS HR
ABOUT MANAGEMENT
DIVERSITY SYSTEMS
(BIAS-FREE)?
HETEROGENEITY
IN RACE/ 2
EDUCATION
PROGRAMS ETHNICITY/
NATIONALITY
The advantages of managing for
diversity:
The ethical and social responsibility goals of leaders
and their organizations include providing adequately
for members of the diverse work force.
Ethics is involved because treating people fairly is
considered morally right from the view of ethics.
The approach is based on universal principles such
as honesty, fairness, justice, and respect for persons
and property.
Leaders who ascribe to this view of ethics would
therefore feel compelled to use merit as a basis for
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making human resource decisions.
1. Reduction of turnover and absenteeism costs.
As organization become more diverse, the cost of
managing diversity poorly increases.
Turnover and absenteeism decrease when minority groups
perceive themselves as receiving fair treatment.
More effective management of diversity may increase the
job satisfaction of diverse groups, thus decreasing
turnover and absenteeism and their associated costs.
2. Managing diversity well offers a marketing
advantage.
A representational work force facilitates selling products
and services.
A key factor is that be a multicultural group of decision 4
makers may at an advantage in reaching a multicultural
market.
3. Companies with a favourable record in managing
diversity are at a distinct advantage in recruiting
and retaining talented people.
Those companies with a favourable reputation for welcoming
diversity attract the strongest job candidates among women and
racial and ethnic minorities.
Also, a company does not welcome a diverse work force shrinks
its supply of potentials candidates.
4. Managing diversity well unlocks the potential for
excellence.
By providing workers from all groups the tools, resources and
opportunities to succeed, the companies that hire culturally
diverse workers are more likely to display their full talents.
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5. Heterogeneity in the work force may offer the
company a creativity advantage, plus improved
Cultural factors influencing
leadership practise:
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Leadership initiatives for achieving cultural diversity:
Pluralis Leadership
Diversity
m
Low
levels of
Full
intergro structura
up l
conflict
MULTICULTURAL
integrati
ORGANIZATION on
No
identificatio Full
n gap based integration
on cultural of informal
identify networks
groups
Absence of
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prejudice
and
discriminatio
n
1.Creating pluralism:
In a pluralistic organization, both minority and majority
group members are influential in creating behavioural
norms, values, and policies.
Diversity training is a major technique for achieving
pluralism.
2.Achieving leadership diversity:
To achieve a multicultural organization, firms must also
practice leadership diversity, the presence of a
culturally heterogeneous group of leaders.
Many global firms have already achieved leadership
diversity with respect to ethnicity.
Sex is another key area for leadership diversity, with
many organization today having women in top executive22
positions.
3.Creating full structural integration:
The objective of full structural integration is a
zero correlation between culture-group identity
and job status that is, no one should be assigned
to a specific job just because of his or her
ethnicity or gender.
4.Creating full integration of informal networks:
Minorities are often excluded from informal
networks, making it difficult for them to achieve
career advancement.
5.Creating a bias-free organization:
Bias and prejudice create discrimination, so
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organizational efforts to reduce bias help prevent
discrimination.
6.Organizational identification:
In a multicultural organization, there
is a zero correlation between the
cultural identity group and levels of
organizational identification.
7.Minimizing intergroup conflict:
To achieve a multicultural
organization, conflict must be at
healthy levels.
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