Characteristics of Multicultural Organization - Research Paper Example

?Characteristics of Multicultural Organization and Organization Competitive Advantage 11th, December, Introduction Globalization has resulted in integration of people from different cultures in the society and workplace. In the contemporary world, diverse workforce characterizes organizations. A multicultural organization comprises and accommodates employees from varying cultural backgrounds, religious affiliations, gender backgrounds, ethnic groups, and racial groupings. A multicultural organization comprises of individuals with varying backgrounds, experiences, and cultures. Therefore, problems are likely to emerge as the individuals attempt to adapt to each other. However, appropriate management of the multicultural workforce can create opportunities and enable the organization to operate competitively in the marketplace. Therefore, multiculturalism has the potential of causing disasters or opportunities depending on how the management handles the complex issue. For enhanced performance, the organization management should establish an environment that enables the employees to exploit their full potential. Therefore, organizations should plan on how to manage the diversity and empower the employees to maximize on their productivity. Moreover, the society within which global organizations operate is multicultural. This paper focuses on the characteristics that comprise a multicultural organization and how multiculturalism contributes to competitive advantage for an organization. Managing a multicultural workforce can be challenging and draining. However, having such a workforce presents some opportunities that an organization can use to gain a competitive advantage over their competitors. This is because people from different culture have varying values and beliefs. Therefore, it becomes hard to establish a particular organization culture that favors all the employees. Moreover, the different employees will have varying needs which the organization will be required to address to enhance performance (Trefry, Sept 2006; Mazur, November 2010). Factors Driving Organization Multiculturalism With globalization, the entire globe has turned into a small village. Additionally, most organizations have realized the importance of embracing multiculturalism in enhancing their competitiveness. Although managing a multicultural workforce can be challenging, such a workforce adds value to an organization. The benefits that arise from multiculturalism have encouraged organization to attract employees from different religious affiliations, culture, gender, races, and ethnic groups. For multinational companies, resistance often characterizes expansion of business operation into different regions. However, companies with a multicultural workforce are able to gain acceptance faster. This enables it to establish rapidly and become competitive. To be able to obtain a multicultural workforce, the organization must be able to create an appropriate environment that attracts diverse individuals (Laytras & Ordycez, 2008; Trefry, Sept 2006). Political favors drive organizational multiculturalism since multicultural organization gain acceptance from the government easily. This encourages organizations, especially international ones to bring together a workforce from different nationalities and cultures. Other than political favors, multicultural organizations are able to avoid cases of ligations while operating in foreign countries. Therefore, organizations operating across different countries often employ individuals from different culture to meet the legal demands of a country. This is because some countries require foreign companies to employ a certain percentage of local people. Moreover, some organizations are under legislative mandates that prohibit any form of discrimination in the hiring process. Such organizations are likely to lose contracts if they fail to embrace multiculturalism (Mazur, November 2010). Another factor that drives organizations to employ a multicultural workforce is the need to embrace social responsibility. Assumption of a diverse workforce often creates employment opportunities for the minority groups. In most cases, members of minority groups are disadvantaged. Therefore, offering employment opportunities for members of these groups is considered a good example for corporate social responsibility (Sotshangane , 2002). Other organizations embrace multiculturalism as a marketing strategy. Most management has realized the role of culture in the globalized economy. Therefore, the organizations have to design their goods and services depending on the needs of the society. Therefore, companies have to employ individuals from different cultures to ensure that they are fully aware of the diverse needs. Moreover, some organizations interact directly with the public. They are thus likely to face public scrutiny if they fail to uphold multiculturalism. Additionally, interacting with the diverse public requires such companies to have a workforce that can communicate with varying groups effectively. Therefore, the need for effective interactions and communication drives some companies to adopt multiculturalism. Moreover, a multicultural organization is able to adapt to new situations easily (Laytras & Ordycez, 2008; Mazur, November 2010). Characteristics of a Multicultural Organization Organizations are progressively becoming diverse due to employment of people from varying race, gender, nationality, and ethnicity. These differences often result in stereotyping and biasness, which is likely to affect the performance in organization. This is because they create hostility, suspicion, and conflicts amongst employees. Therefore, being able to deal with these issue results in enhance cooperation amongst employees hence improved performance. There are certain factors that characterize a multicultural organization (Sotshangane , 2002). Acculturation is one major characteristic of multicultural organization. Acculturation is defined as the ways in which two groups adjust to each other in order to resolve existing cultural differences. Acculturation determines how difference that arises between dominant culture and other minority cultures should be dealt with. Assimilation is one of the strategies and requires the minority groups to assume the values of the dominant group within an organization. Another process of dealing with the differences is cultural separation where the different groups retain their norms and values. The other form of acculturation is pluralism where each group adopts some values of the other group. In case of multicultural organization, pluralism is encouraged since it enhances building of trust between the employees. Moreover, pluralism can be enhanced through integration of minority groups into the organization mission. Likewise, the diverse groups are able to understand and appreciate the differences in culture as well as gender. However, organizations with pluralistic form of acculturation still experience disagreements amongst different groups. However, it becomes easier to deal with such differences (Griffin, 2010; Sotshangane , 2002). Structural integration is another characteristic of multicultural organization. It entails the cultural outlines of the members in an organization. This is defined by the hiring, job placement and job status profiles that characterize an organization. Moreover, full structural integration should include programs such as education, training, performance appraisal, employee benefits and the work schedules. A multicultural organization operates effectively if the members of the minority groups are equally incorporated in the different levels of the organization structure. This ensures that the dominant and minority group participate in activities and other organization functions. This is achieved through incorporation of education specialties as well as difference in skills across the entire organization. By ensuring that all diverse groups are involved in the management and operation of the organization, the management can accomplish much as compared to monoculture organizations (Laytras & Ordycez, 2008). Another characteristic of a multicultural organization is integration of informal networks such as mentoring programs, social events, and support groups. Full integration off informal networks occurs when minority groups are allowed to express their cultural identity. Moreover, the minority groups are free to share their experiences with the dominant groups without distress. Members of minority groups operate better when the dominant group understands them and appreciate their cultural heritage. Therefore, it is upon the organization management to ensure that the dominant groups do not overlook the minority groups (Halverson & Tirmizi, 2008). Cultural bias or prejudice is another characteristic of multicultural organization. Due to the differences in diversity, biasness is likely to occur. This often arises from stereotypes against certain culture. A multicultural organization ensures that the workplace environment is free from any form of biasness. This can be achieved through equal employment opportunity for all the groups. Moreover, all employees should be able to gain promotion irrespective of their cultural affiliations. Biasness is disadvantageous since it destroys the relationships amongst employees. Therefore, organization management should focus on implementing measures aimed at reducing prejudice. Such measure include organizing training programs with the aim of bias reduction and forming task forces to addresses cases of biasness which may arise in the organization. Moreover, OD seminars and formation of focus groups play a crucial role in reduction of prejudice in a multicultural organization (Anheier & Isar, 2010). Organizational integration entails enhancing equal participation or different groups. The participation is mainly on aspects regarding making of organizational decisions. Involving all the groups in deciding the way forward ensures that the employees understand their role in meeting the organization groups. Moreover, involving employing in setting organization goals makes them feel appreciated. Therefore, the employees are likely to make best use of their abilities (Griffin, 2010; Halverson & Tirmizi, 2008). Intergroup conflict is another feature that characterizes multicultural organizations. A multicultural organization ensures that intergroup conflicts arising from cultural differences are minimized. This is because conflict reduces the performance of employees since it leads to direction of efforts to other issues that are not related to the organizational goals. Organizations can maintain minimal intergroup conflicts by making use of Survey Feedback and Conflict Reduction Training (Trefry, Sept 2006). How Multiculturalism Contributes To Competitive Advantage for an Organization Contemporary organizations have to work in an environment characterized by diverse groups. Better management of the diverse groups plays a major role in determining the opportunities and benefits that result from such a workforce. Developing better management schemes to meet the varying needs of the workforce is important. Therefore, having a multicultural workforce can be advantageous in that the diverse work force can easily match the diverse society within which an organization operates. Therefore, leaders in a multicultural organization should aim at capitalizing on enhancing performance by creating an environment that encourages a multicultural workforce (Griffin, 2010). Multicultural organizations have competitive advantage in resource acquisition. This is because multicultural organizations have a reputation as prospective employers of diverse groups such as women and minority ethnicities. Therefore, the companies are likely to win deal that will enable them access resources since they are considered good personnel. Another competitive advantage that multicultural organization has is on marketing. Having a workforce from different cultural group enables an organization match the varying needs of the society that is also multicultural. Moreover, people appreciate organizations that encourage multiculturalism. Society is quite sensitive to cultural issues and some groups are likely to trust individuals from their own culture than those from different culture. Therefore, several individuals (Shajahan, 2007) will acknowledge organizations with employees from numerous cultures. Another benefit of multiculturalism in an organization is enhanced creativity. A diverse workforce often translates in diversity of opinions. Individuals from different cultures have differing perspectives. Therefore, a management that employs and encourages participation of the diverse groups in organization activities enhances the competitiveness of the organization. This is because the organization is able to come up with novel ideas that enable it to perform better in the market place. With globalization, it is easy to obtain a diverse workforce especially for the multicultural organizations (Griffin, 2010). Creativity is crucial in problem solving. This is because problem resolution often entail coming up with better choices. Therefore, a creative workforce will be heterogenic and have several perspectives. On the other hand, homogenous workforce is characterized by scarcity of ideas. Multicultural organization encourages participation of dominant and minority groups creating a market of ideas, which eases the process of problem resolution. Multicultural organizations are characterized by flexibility in management system. Therefore, the organizations are able to adopt new ideas. Moreover, multicultural organizations easily change the work environment to adopt changes that result in improved performance. Being able to adapt to the changing market place environment thus gives multicultural organizations a competitive advantage resulting in enhanced performance (Shajahan, 2007; Weil, McClure, & Prewitt, July 2011; Anheier & Isar, 2010). Conclusion Organization multiculturalism is the acceptance and nurturing of individuals from different cultural backgrounds. Multiculturalism in an organization entails having a workforce derived from different cultural, gender, racial and ethnic background. Having a multicultural workforce enables an organization to meet the varying needs of the ethnically diverse population. This is important since the population comprises the consumers of the services or products from the organization. Moreover, having a multicultural workforce is important since globalization result in the need for organizations to internationalize their operations. In a multicultural organization, pluralism is encourages since it enables the minority and dominant cultural groups relate appropriately. This is because both groups are willing to adopt some values and norms from the other groups. Moreover, the dominant group appreciates and understands the belief of the minorities, which prevents stereotyping. Furthermore, this encourages building of trust and appropriate working environment. Organizational multiculturalism is characterized by acculturation, full structural integration, minimization of prejudice or biasness based on cultural differences, integration of informal networks, reduced intergroup conflicts, and organizational identification. Multiculturalism offers competitive advantage to organizations. This is important since the contemporary business world is characterized by increased competition. Multiculturalism enhances organizational competitiveness in resource acquisition, operation cost, system flexibility, marketing advantage, creativity, as well as problem resolution. References Anheier, H., & Isar, Y. (2010). Cultures and Globalization: Cultural Expression, Creativity and Innovation. London: SAGE. Griffin, R. (2010). Management. London: Cengage Learning. Halverson, C., & Tirmizi, A. (2008). Effective Multicultural Teams: Theory and Practice. New York: Springer. Laytras, M., & Ordycez, P. (2008). Knowledge Ecology in Global Business: Managing Intellectual Capital. New York: Idea Group Inc (IGI). Mazur, B. ( November 2010). Cultural Diversity in Organisational Theory and Practice. Journal of Intercultural Management, Vol. 2, No. 2, pp. 5–15. Shajahan, S. (2007). Organisation Behaviour. New York: Organisation Behaviour. Sotshangane , N. (2002). What Impact Globalization has on Cultural Diversity? Turkish Journal of International Relation, Vol 1, No 4, 214-231. Trefry, M. (Sept 2006). A Double-Edged Sword: Organizational Culture in Multicultural Organizations. International Journal of Management Vol. 23 No. 3 , 563-575. Weil, R., McClure, A., & Prewitt, J. (July 2011). Developing Leadership in Global and Multi-cultural Organizations. International Journal of Business and Social Science Vol. 2 No. 13 , 13-20. Read More