Attributes That Make Multicultural Organization Effective - Assignment Example

Attributes that make multi-cultural organization effective Lecturer: Introduction Effective multi-cultural organizations are considered to be organizations within culturally diverse society and characterized by valuing and encouraging and affirming diverse cultural modes of living an interacting. These organizations create organizational dialogues that never promote one cultural perspective as valid compared to other perspectives, which in return empower all cultural perspectives to fully participate in setting objectives and decision making. Cultural diversity in an organization is impotent if the multi-cultural organization only embraces the cultural differences without incorporating them within the prevailing social and political systems. The main attribute to the success of a multicultural organization is the equal share offered to the diverse cultures and perspectives with regard to decision making and making sure that the diverse cultures are reflected in the organization’s policies and practices (Cuyjet, Howard-Hamilton, & Cooper, 2011). Envisioning organizations that acknowledge and incorporate diverse cultures is hard; nevertheless, multicultural organizations require open-mindedness and flexibility to both employees and the organization. Therefore, the essential personal and organizational attributes that guide multicultural organizations include adaptability, fluidity and open-mindedness (Fine, 1995). However, for a multicultural organization to achieve these attributes it requires at least two things: individuals ready to develop multicultural literacy and the organization has to develop flexible policies and systems capable of responding in a quick way to the differences arising from employees (Fine, 1995). Individuals in multicultural organizations have to be willing to learn different cultures as well as their discourse and working with one another. Moreover, individuals in a multicultural organization have to search for their cultural biases in response to one another and enquire to make sure their interpretations of the other person’s actions and words is correct. Moreover in multicultural organization, managers are sensitive to the cultural differences within employees, which encourage them to learn different ways of analyzing problems and carrying out a task. In a multicultural organization, the organization’s perspective shift from objectivity to subjectivity by recognizing the veracity of various cultural perspectives instead of trying to standardize and automate policies and practices to ensure employees receive equal treatment (Hogan, 2007). Therefore, in effective multicultural organization, equality is based on valuing an employee rather than considering them identically. Organizations that are flexible and open-minded have the opportunity of attaining their imperative adaptation in changing workforce and the challenging changes brought about by technology and a myriad of various internal and external factors that affect business (Ford, 2008). Even though creating an effective multicultural organization is hard, open-minded and flexible individuals are a requirement in the multicultural society essential in adapting to the demands of the 21st century workplace (Fine, 1995). In carrying out the study the key research questions asked included 1. How effective do you think this organization is? 2. What are the elements you believe contribute to this organization’s effectiveness?  3. Of all the elements you mentioned, which do you think is the most critical in contributing to the organization effectiveness? Overview Multiculturalism in organizations refers to the pluralism, inclusiveness and the respect for diversity within the workplace. Hence, a multicultural organization embraces a culture that communicates and supports essential values that empower and respect the diversity evident in its members. An effective multicultural organization enables its members of both minority cultures and majority cultures to influence development of essential value and policies. Moreover, members of a minority culture get well representation in jobs within all levels as well as in functional responsibilities. Several ways of mentoring and supporting groups help in career development for the minority-culture members. In addition, a multicultural organization takes the initiative of ensuring the presence of several training and task-force activities capable of addressing the need for eliminating culture-group biases (Muna & Zennie, 2010; Johnson, 2006). As well, in an efficient multicultural organization, diversity never results in the destructive conflicts between members of minority cultures against members of majority cultures (Golembiewski, 1995). Organizations that have organizational cultures that respect diversity gain performance advantage because of the mixture of talents and perspectives the organizations can rely on (Sears, Sears & Clough, 2010). After reviewing various studies on the attributes associated with effective multicultural organization, it was clear that the presence of diversity within an organization does not guarantee positive impact on performance. However, when diversity was leveraged by training and supporting human resource practices, then were the advantages associated with diversity evident (Golembiewski, 1995). Therefore, it became clear that when respect for diversity became embed within the organizational culture then a positive impact on performance results. Hence, success in gaining diversity from multiculturalism requires a sustained and systematic approach as well as long-term commitment. Success in multicultural organization is propelled by the notion that diversity is an opportunity for everybody within an organization to learn from one another the best way of accomplishing their task (Golembiewski, 1995). Moreover, studies suggest that ethnic pride is source of both great joy and deep sorrow since it has and continues to cause hatred, war and conflict among people of different cultures across the globe. Moreover, group pride can easily change from self-respect to self-importance to a shared belief of superiority of a given group, which can result in racial, ethnic and religious strife. Nevertheless, avoiding the differences in cultures does not bring peace or even ensure equal opportunities together with rights for all citizens. Therefore, it has been clear that instead of denying differences in cultures, there is need to embrace them in finding common values in order to recognize cultural differences and the respect such recognition accords everyone. The tension inherent in conflict is because of the differences that can generate creative energy that allows individuals to transform and learn. Therefore, effective multicultural organization does not always need a stable vision but rather a genuine process that encourages and includes full participation of the diverse cultures in the organization (Fine, 1995). Effective multicultural organizations that engage in competent practices value diversity and consider culture as a resource and are conscious of the dynamics when various cultures intersect (Hardina, 2007). As incidences of teams increase along with globalization, multicultural teams are naturally becoming common and multicultural team training strategies have become a necessity (Salvendy, 2012). Various factors contribute to problems in multicultural organizations that can be categorized into individual, intergroup an organizational factors all of which combine to create the climate of diversity in organizations. In return, diversity influences individual outcomes as well as organizational effectiveness (Congress & González, 2005). Justification of design and data collection tools Regardless of the validity of a sample simple, survey usually yields biased results if the rest of the design is not appropriate for its function (Jupp & Sapsford, 2006). This usually includes writing and testing the measurement instrument usually a questionnaire like the one used in the study together with interviews. To conduct an interview the, the interviewers have to be recruited, trained and supervised; however, in this study this seems not to have happened. Data collection is an essential element in producing useful data for analysis; moreover, the choice of data collection method has its implications because such decision has consequences with regard to the costs and errors within the survey (Axinn & Pearce, 2006). Traditionally, surveys rely on three basic methods in data collection that include mailing of questionnaire to respondents, interviewing respondents on phone and conducting face-to-face interviews. Nevertheless, the study used mailing of questionnaires that is included questions as part of the email and attachments. This form of delivering questionnaire is simple to develop and answer because the respondent only needs to finish the answers and the use Reply button to return the answered questionnaire (Conway, 2004). Attachments of the questionnaire offer more design features because the use of word processing as well as spreadsheet software it is easy to generate an attractive questionnaire (Denscombe, 2010). The survey used both open and closed questions, giving the study two key advantages that include the ability of stopping a respondent from being bored. Moreover, this variety eliminates the possibility of a respondent falling into the pattern of answers. As well, the study used consistent style in its questions offering the study the advantage of allowing respondents to get used to the form of questions, which helps the respondents answer the questions fast with a decreased possibility of confusion or even misunderstanding. Open questions used in the study allow a respondent the freedom of choosing the words to answer, the size of the answer as well as the matters that can be raised within the question (Phillips, & Stawarski, 2008). Therefore, this method is capable of gathering data from respondents that is likely to reflect the richness as well as the complexity of the views the respondent holds. On the other hand, closed questions allow a respondent to answers only using the answers provided in the categories established by the researcher. In this case, the responded is instructed to choose the appropriate options in the answers that follow immediately after the question and the choices can include complex lists of alternatives for the respondent to choose. The main advantage of the closed question is that the imposed structure with regard to the answers a respondent offers the researcher is uniform and in a form that allows quantification and comparison; moreover, the answers offer pre-coded data that is easily analyzed (Denscombe, 2010). The use of questionnaires in the study was economical since they helped in supply considerable amount of research data at a reasonably low cost. Moreover, questionnaires are easy to arrange compared to personal interviews since there is no need to arrange them at all (Brace, 2008). Questionnaires offer standardized answers to a point that all respondents face the same questions without variation of scope that can slip in through face-to-face contact with the researcher. Therefore, data collected is unlikely to be contaminated because of variations in the wording of question or even the manner they are framed; moreover, there is little scope that allows the data to be influenced by interpersonal factors. Furthermore, pre-coded answers offer an added advantage in they allow for easy analysis and comparison; as well, data is valuable if respondents offer answers that fit in a range of options set out by the researcher. This is also advantageous to the respondents in that the respondents do not need to think of ways of expressing their ideas because they face an easy task of only picking one or more answers spelt in the question. Surveys carried through the internet can be designed in a way that data within a completed questionnaire is fed into a data file, which automates data entry process. This effectively eliminates human error factor that arises when people need to read responses of a paper questionnaire before entering them manually to the computer through the key board. Advanced design techniques can make sure that every section of an internet questionnaire is filled and advantages compared to paper based questionnaires (Denscombe, 2010). Interviews offer an attractive proposition for project researchers because it does appear to involve a lot of technical paraphernalia and they are developed on the skills the researchers’ posses. Interviews are great at collecting straightforward information and their potential as a data collection method is exploited when applied in exploring complex and subtle phenomena (Axinn & Pearce, 2006). Interviews are useful where researchers need to gain an insight into various things like people’s opinions, emotions, feelings and experiences. To get opinions, feelings and experiences means that there is need to explore in detail instead of simply reporting in a word or two. Sensitive issues like the ones raised in the study regarding attributes of multicultural organization, necessitate the need for the use of interviews. By use of carefully considered approach participants can be motivated to discuss personal as well as sensitive issues in an honest and open manner. Tight control of wording in structured interview with regard to the questions and the range of answers on offer highlight the advantage of standardization with each respondent facing the same questions (Denscombe, 2007). The availability of pre-coded answers to respondents ensures a relatively easy analysis of data; hence, structured interview lends itself to gathering of quantitative data. The approach used in the study was semi-structured interviews that allowed the respondents to develop ideas speak more on issues that the researchers needed to address. This allows open-ended answer from the respondent and increases emphasizes on elaboration of points of interest to the researchers. As well, the study allowed interviewees to use their words and develop their thoughts, which allowed the researchers a better opportunity to learn the complex issues. The one-on-one interview carried in the study brought the researchers and the informants together because it is easy to arrange. Opinions and views expressed in the interview come from the interviewee, which make it easy for the researchers to find certain ideas with certain people. Moreover, this method is easy to control because the researcher only has to attract and question one person’s notions to propel the interview agenda (Denscombe, 2010). Comparison of the used data collection tools Comparing questionnaire and interview as tools for data collection reveal that questionnaires are familiar and comprehensible to many people. Therefore, questionnaires prove to be less intimidating and apprehensive to people in reacting to or responding to the items (Mangal & Mangal, 2013). Moreover, Questionnaire as a data collection tool offers great opportunity for respondents to offer information in their own way because they enjoy full freedom. However, interviews regardless of whether they are face-to-face the researcher is able to pursue or even force respondents to offer information in the researcher’s own form. Nevertheless, in questionnaires the respondents have complete control of their reactions or responses to the items of the questionnaire and the therefore experience less obstruction and intrusion offered by the face-to-face interview. Moreover, questionnaires are able to offer security and secrecy cover when needed to allow a respondent to freely express opinion without revealing his identity to the researcher, which is hardly possible with any form of interview. Questionnaires sent through the mail to be replied by the respondent afterwards have a special advantage because the respondent is able to complete the questionnaire at his convenience and when time is available. In many cases the mailed questionnaires allow respondents to recollect information needed in the questionnaire, which may prove questionnaire as a potent and effective tool in data collection because it offers valid and factual information compared to different data collection tools interviews. Written questionnaires enjoy high possibility of reduced researcher’s bias because of the uniformity lying in the question presentation. Therefore, there is no possibility of offering verbal or even non-verbal clues that can influence the respondent’s response in any way possible in other data collection tools like face-to-face interviews. However, questionnaire as data gathering tool is limited since it cannot work with illiterate people or people ignorant of the language used ore even in poor with poor reading and writing skills. Although questionnaires are able to offer answers to what, where and how questions, the tool is not easy to use in finding answers for the why questions. Hence, causal relations are rarely if ever proved through a questionnaire because the main emphasis of this tool finding facts (Mangal & Mangal, 2013). On the other hand, interview especially the face-to-face interview is capable of establishing the necessary rapport that results in high level of motivation as well as the willing cooperation of the respondent involved in the interview. The interviewer is bale to explicitly explain the purpose of the study, offer clarification and respond to queries from the respondent during the execution of the interview. Moreover through interview, a researcher is able to extract and derive useful and private information from subject of the study that are considered as sensitive and personal not available in other data collection tools like the questionnaires. As well, interviews offer researchers the opportunity to evaluate sincerity or even insight of interviewee by reframing a question or seeking information in an alternative way. Interviews help the researcher secure maximum cooperation from subjects since the researcher is able to get high answers from questions asked as opposed to the low return rate of mailed questionnaires. Interview as a data gathering technique allows collection of quality data because the tool is considered to be rich in reliability and validity. This technique of gathering data is unique in that it can be useful in areas where human motivation is shown through actions, feelings and attitude. Therefore, this tool used by a skilled interviewer it is possible to acquire deep response that cannot be achieved through any other tool. Interviews are helpful in deriving benefits associated with good communication because people are usually willing to talk than write making this a real advantage for interview in gathering data. Nevertheless, the use of interview as a tool for gathering data requires a lot of preparation, preparing the interview schedule and establishing personal contact with the subject of study. Moreover, interviews necessitate provision of a lot of time to enable the execution of the interview, analyzing of responses from the respondent and drawing valid conclusion from the responses. Therefore, interview as a tool of data collection as well as a research device seems to be tasking and sometimes uneconomical since it may require recording, which calls for purchase or even hire of recording device that may be expensive for a student (Mangal & Mangal, 2013). Consent and privacy appraisal The main ethical issues during the study were consent and privacy because the researchers in the study considered it inappropriate to put unnecessary pressure on intended participants in order to access the needed data. The study considered privacy issues and although sharing of data generates various benefits, privacy and confidentiality comes up especially with regard to dangers associated with providing data online and through interview. Collection of data can intrude on privacy by asking people to offer personal information regarding their lives and even the possibility of improper disclosure causes a lot of concern in respondents (Anderson, 2004). In trying to gain informed consent from subjects is difficult since describing ultimate uses of the information by putting vague descriptions like “statistical purposes” is extremely vague. However, explicit agreement between the data subjects and the researcher regarding access to personal information during the study was carried through an informed consent. The underlying principle of informed consent was that it had to be knowledgeable and voluntary. To ensure that the consent was informed, the researchers ensured that the respondent fully understood information eligible to be shared, for how long the consent would be used as well as the period within which the consent remained in effect. Consent in the survey ensured that subjects in some way approved the use of the information they offer. In the research, passive informed consent occurred before the study began to make sure the respondents were aware of the intent to collect and use data; moreover, they were notified that silence in the part of the subjects would be considered to be consent. However, the subjects had the right to object and stop the gathering or use of their data (Ver Ploeg, Moffitt & Citro, 2002). Reflection of the data collected In multicultural organizations, communication is essential in the environment with colleagues and organizational clients representing the various cultures (Phillips & Gully, 2012). The study indicates that respondents believe that open and honest communication in the multicultural communication is one of the essential elements that propelled the effectiveness of the organization. Theories on organizational effectiveness emphasize the significance of open communication both vertically and laterally (Schein, 2010). A cultural perspective that acknowledges existence of national and occupational macro cultures, functional subcultures as well as subcultures based common experiences remain an essential component in multicultural organization. Therefore, as organizations become multicultural, the organizations have to improve communication across cultural boundaries (Schein, 2010; Izzo, 2006). The essence of communication in multicultural contexts requires thought and effort since cultures from the various influences the organization’s culture creating a new explicit culture that includes communication norms created by the group. These norms can be developed intentionally and the more conscious the group regarding the adopted norms and act on them, the more the chances to choose norms that utilize and maintain optimal communication. Open-mindedness in multicultural organizations decreases noise and filters communication, which increases the ability and willingness to work well with other cultures (Halverson & Tirmizi, 2008; Spaulding, Lodico & Voegtle, 2013). Moreover, open-mindedness facilitates critical listening and communication skill especially in the cross-cultural context because it allows serious consideration. Moreover, respondents in the study felt that organizational culture was an essential element in the effectiveness of the organization because of the shared beliefs and values that influence the behavior of organizational members. Organizations have different cultures that encourage communication with other members regardless of their rank in the organization. The study seems to acknowledge that success organizations gain the value from diversity through sustained and systematic approach to the long-term commitment in organizational culture (Schermerhorn, 2010; Golembiewski, 1995). Organizational culture in multicultural organizations remains the ultimate test for commitment in management of diversity and multiculturalism. Regardless of what organizations incorporate in their policies, the policies cannot be truly incorporating unless there is basic and fundamental belief that value diversity and multiculturalism. The study also finds that organizations in promoting diversity and multiculturalism they have to shape their culture in order to highlight commitment in supporting diversity and multiculturalism (Griffin, 2012). With top management support together with reinforced clear and consistent organizational policies as well as practices on diversity and multiculturalism form fundamental part of a multicultural organization (Griffin, 2012). Conclusion The study reveals that for multicultural organizations to succeed they have to be able to fully integrate the various cultures in it within its structure while discouraging prejudice and discrimination. Moreover, to be successful in multicultural organizations there is no organizational identification associated with a given cultural identity. The most valuable tool in successful multicultural organizations is valuing and managing cultural diversity in training by creating awareness and even building skills. Through training information regarding relevant issues on cultural norms within the different cultures and the way they influence activities of the organization can be revealed (Muna & Zennie, 2010). By creating awareness and building skills promotes learning and approval of the cultures by advancing the appreciation of cultural mix within the organization. Even though collecting data on the effectiveness of training efforts may be hard, it is however clear that organizations showing even rudimentary training on cultural diversity are significantly able to identify the potential advantages associated with cultural diversity in an organization. Moreover, managers who value and support cultural diversity and training represent the initial step necessary in managing effective multicultural organizations (Kezar, 2008). As well, promoting pluralism is essential since it encourages open and honest communication across the various individual from different cultures. Incorporating explicitly the significance of diversity in the organization’s mission statement and strategy is a great way of encouraging multiculturalism in multicultural organization. As well, flexibility and high tolerance within an organization are essential attributes that promote pluralism in an organization. With such a tolerant environment individuals within the organization regardless of their cultural identity and can be useful to individuals without nontraditional background. The organization seems to have integrated the essential attributes in its activities since it embraces open and honest communication at all levels and endeavours to make multiculturalism part of its organizational culture. Recommendations After reviewing the initial questionnaire conducted through the internet it would be better to conduct and administer field questionnaires since some of the emailed questionnaires did not have replies. By administering the questionnaires personally in the field it would yield better results compared to the emailed questionnaires because there would be decreased rate of non-respondents in the survey. Results from the initial responses from the subject confirmed structure, wording and format concept and through the responses received from the study resulted in some modification that would confirm all the necessary data for the research can be obtained. Problems encountered in data collection were evident in comments from respondents who completed the online questionnaires were mainly related to internet congestion. References Anderson, V. 2004. Research methods in human resource management. London, Chartered Institute of Personnel and Development. Axinn, W. G., & Pearce, L. D. 2006. Mixed method data collection strategies. Cambridge, Cambridge University Press. Brace, I. 2008. Questionnaire design: how to plan, structure and write survey material for effective market research. London, Kogan Page. Congress, E. P., & González, M. J. 2005. Multicultural perspectives in working with families. New York, Springer. Conway, M. 2004. Collecting data with electronic tools. Alexandria, VA, American Society for Training & Development. Cuyjet, M. J., Howard-Hamilton, M. F., & Cooper, D. L. 2011. Multiculturalism on campus theory, models, and practices for understanding diversity and creating inclusion. Sterling, Va, Stylus Pub. Denscombe, M. 2007. The good research guide: for small-scale social research projects. Maidenhead, Open University Press. Denscombe, M. 2010. The good research guide: for small-scale social research projects. Maidenhead, England, McGraw-Hill/Open University Press. Fine, M. G. 1995. Building successful multicultural organizations: challenges and opportunities. Westport, Conn. [u.a.], Quorum Books. Ford, L. 2008. The fourth factor: managing corporate culture. Indianapolis, Ind, Dog Ear Pub. Golembiewski, R. T. 1995. Managing diversity in organizations. Tuscaloosa, Al, University of Alabama Press. Griffin, R. W. 2012. Management. Mason, OH, CENGAGE Learning Custom Publishing. Halverson, C. B., & Tirmizi, S. A. 2008. Effective multicultural teams: theory and practice. [Dordrecht], Springer. Hardina, D. 2007. An empowering approach to managing social service organizations. New York, Springer. Hogan, C. 2007. Facilitating multicultural groups a practical guide. London, Kogan Page. Izzo, A. 2006. Research and reflection: teachers take action for literacy development. Greenwich, Conn, Information Age Pub. Johnson, P. B. 2006. Everyone is multicultural: bridging cultural influences for leadership success. New York, iUniverse. Jupp, V., & Sapsford, R. 2006. Data collection and analysis. London, SAGE. Kezar, A. J. 2008. Rethinking leadership in a complex, multicultural, and global environment: new concepts and models for higher education. Sterling, Va, Stylus Pub. Mangal S.K & Mangal S. 2013. Research methodology in behavioural sciences. PHI Learning Pvt. Ltd. Muna, F. A., & Zennie, Z. A. 2010. Developing multicultural leaders: the journey to leadership success. Houndmills, Basingstoke, Hampshire, Palgrave Macmillan. Phillips, J., & Gully, S. M. 2012. Organizational behavior: tools for success. Mason, OH, South-Western Cengage Learning. Phillips, P. P., & Stawarski, C. A. 2008. Data collection planning for and collecting all types of data. San Francisco: Pfeiffer. Salvendy, G. 2012. Handbook of human factors and ergonomics. Handbook of Human Factors and Ergonomics. Hoboken, NJ: Wiley. Schein, E. H. 2010. Organizational culture and leadership. San Francisco: Jossey-Bass. Schermerhorn, J. R. 2010. Management. Hoboken, N.J.: Wiley. Sears, S. K., Sears, G. A., & Clough, R. H. 2010. Construction Project Management A Practical Guide to Field Construction Management. New York: John Wiley & Sons, Inc. Spaulding, D. T., Lodico, M. G., & Voegtle, K. H. (2013). Methods in educational research from theory to practice. San Francisco, Calif: Jossey-Bass. Ver Ploeg, M., Moffitt, R. A., & Citro, C. F. (2002). Studies of welfare populations data collection and research issues. Washington, DC: National Academy Press. Wrenn, B., Loudon, D. L., & Stevens, R. E. (2002). Marketing research text and cases. New York: Best Business Books. Read More