Diversity Management - Essay Example

Diversity management Introduction The given paper is designed to analyze the article by Stephanie Dameron and Olivier Joffre “The good and the bad: the impact of diversity management on co-operative relationships”. The article concerns influence of cultural diversity on co-operative relationships. The authors of this article approached a discussion of cultural diversity at the workplace in a unique and interesting manner: they identify two forms of co-operation: ‘community based co-operation’, caused by human necessity to belong, and ‘complementary co-operation’, which is another connecting line in strategic resources (Dameron, Joffre). Furthermore the authors relate these two modes to six dimensions of cultural diversity. Their main idea is to consider interrelation between cultural diversity and co-operation. Respondents were chosen from France Telecom Mobile and Orange UK’s integration team thus showing that diversity has not influenced much on co-operation. Furthermore the authors suggest an interesting explanation of cultural diversity: they consider it to be a means for explanation ‘interindividual difficulties’ (Dameron, Joffre). It is possible to claim that this article does not only directly concern issues of diversity management, but also suggests a new and unique point of view; it considers diversity management in another perspective. A consideration of human interaction in business world is one of the most striking issues of the modernity. Interpersonal differences caused by cultural, moral and religious background are more often obstacles in the working environment that innovative visions. Diversity in the business world has started to be considered separately from domestic diversity issues quite recently. A new approach to consideration of diversity management in the business world is caused by a high-speed development of national and organizational cultures. Cross-cultural studies of diversity management are helpful for joint-ventures and other forms of organization. The conducted studies reveal peculiarities of business conduct on the international arena with representatives of different cultures. There is another important tendency in modern diversity management: a consideration of cultural diversity to be a motive force of business conduct. Cultural diversity is a common phenomenon nowadays. It is considered to be prestigious to have foreign business partners and culturally diverse employees. This tendency can be explained by the fact that sharing culturally diverse experience can become another asset of the organization. The study conducted by Dameron and Joffre provides another interesting concept and defines cultural diversity “a zone of uncertainty from which one can profit” (Dameron, Joffre). Though this concept is borrowed from Crozier and Friedberg (1977), the authors of the discussed article complement it and consider this concept from a specific point of view. The authors expand the concept of ‘a zone of uncertainty’ and consider it to be a ‘goal-oriented collective action’. They shift accents from vague ones, suggested by Crozier and Friedberg (1977), and bring in clearly defined organizational goals and employees’ activities. Dameron and Joffre expand horizons of organizational cultural diversity and underline a wide scope of perspectives of culturally diverse organizational environment and make an emphasis on innovation of solutions found in such kind of working atmosphere. Similar considerations can be found in the book by Ronald J. Burke and Cary L. Cooper “Reinventing Human Resources Management: Challenges and New Directions” (2005). In spite of the fact that authors of this book are focused on HR management, their considerations concern cultural diversity in organization. The authors underline a necessary shift from traditional working environment to culturally diverse and innovative one. Chapter 5 of the book “Managing people in global markets” suggests a shift from functional considerations of management to international HR management. The article by Dameron and Joffre presents a multi-sided consideration about diverse management. The authors give a brief discussion of works which consider culturally diverse organizational environment to be a negative factor of successful business conduct. It is necessary to underline the fact that in such a way authors confirm that cultural diversity can cause a weak social integration; it can cause a strict division of team members on culturally diverse representatives and the majority. In the sources related to diversity management, Henderson (1994) in his book “Cultural Diversity in the Workplace: Issues and Strategies” suggests different points of view on diversity management. In accordance with this author, diversity management can be considered to be either positive or negative organizational aspect. Henderson claims that it is relevant in the modern business world to involve different strategies and tactics in order to establish mutually favorable working conditions for representatives of different nations (Henderson, 1994). Managerial implications of the study presented by Dameron and Joffre can be considered in the paradigm of multinational corporations (such as France Telecom Mobile and Orange UK’s integration team). In such a way, co-operation of employees of multinational corporations implies enrichment of globalization’s knowledge, internal and external relationships. The same issues were covered in the book by Dunning “International Production and Multinational Enterprise” (1981). Furthermore a high relevance of managerial implications in the modern business world is evident. A choice of this article can be also explained by the fact that the authors pay a great attention to occurring controversies in culturally diverse employees’ cooperation and relations in the staff (Dunning, 1981). In culturally diverse organizations there is a greater potential for specialized resources’ implementation. A high importance of co-operation consideration in a culturally diverse perspective offers a perfect opportunity for managerial implications’ development. The authors suggested considering co-operation in culturally diverse organizations as communication in ‘multi-unit’, ‘multifunctional institutions’. With regard to these perspectives, employees are allowed to realize a great managerial coordination. Rival organizations are intimidated by the fact that co-operation of culturally diverse working teams is a multi-sided creative atmosphere and a perfect sphere for innovations’ developments. In spite of positive aspects of diversity management, national membership can “interfere with the identification of the individual with the pluri-cultural team” (Dameron, Joffre). Moreover, subgroup identity can be endangered by the other team members. Therefore it is necessary to find out the best way for such obstacles’ overcoming. The authors develop strategies in accordance with which it is possible to overcome intergroup bias and intensify community-based co-operative relationships. With regard to the abovementioned issues, managerial implications of the discussed study may be referred to current tendency of modern business to consider culturally diverse working environment from practical point of view. Therefore the authors provide qualitative study thus adding new points of view and innovative outlook in the field of diversity management. Basing on 350 interviews they came to the conclusion that unfortunately cultural diversity is often perceived by the employees as another obstacle and not as perspective. Moreover it was found out that confrontations were caused by cultural diversity. Cultural diversity was never defined by respondents as another step of creativity or an opportunity. Conclusion The article under consideration discusses the influence of cultural diversity on co-operative relationships. The authors of the work provide the reader with a very interesting approach to cultural diversity at the workplace: they define two different modes of co-operation: ‘community based co-operation’, caused by human necessity to belong, and ‘complementary co-operation’, which is another connecting line in strategic resources. Moreover, the authors suggested an interesting strategy of cultural diversities’ overcoming. They made an emphasis on the necessity to develop ‘explicit stereotypes’ in order every culturally diverse group had a chance to express itself independently and diminish ‘mirror effects’. Therefore it is possible to claim that this article is a valuable contribution into diverse management. Unlike the majority of works devoted to diversity management, this study is not theoretically focused, but rather has practical implementations as the core issues. Authors’ approach can be considered as a further perspective for working out strategies directed on culturally diverse issues’ overcoming. Cross-cultural research of diversity management is useful for joint-ventures and other forms of organization. The conducted studies reveal peculiarities of business conduct on the international arena with representatives of different cultures. Qualitative method applied in this study was based on numerous interviews reflecting considerations of French and British employees. Cultural background of these two chosen organization didn’t change a negative attitude to culturally diverse working atmosphere into a positive one. Supposedly this misconception may be explained in terms of growing globalization, which diminishes boarders of culturally diverse sub-groups and working teams. Works cited 1. Burke, R. J. & Cooper, C. L., 2005. Reinventing Human Resources Management: Challenges and New Directions. Routledge. 2. Dameron, S. & Joffre, O., 2007. The good and the bad: the impact of diversity management on co-operative relationships. Int. J. of Human Resource Management, 18(11), pp. 2037–2056. 3. Dunning, J. H., 1981. International Production and Multinational Enterprise. London: Allen and Unwin. 4. Henderson, G., 1994. Cultural Diversity in the Workplace: Issues and Strategies. Praeger Publishers. 5. Ivancevich, J. A. & Gilbert, J., 2000. Diversity Management: Time for A New Approach. Public Personnel Management, 29, pp. 34-45. Read More