Usually, the need to form a team arises from the need either to get things done more efficiently, using lesser time and effort (Mattson, 1998). And with this, the idea of a cross-cultural team sprouted up. Studies and researches were done to understand whether it would be of competitive advantage for a certain company if there are team members from different cultural backgrounds and how such differences can be understood and will not pose any problem for the company.
With the continuing movement of the economy - may it be a decline or growth - every businesses and companies are using every possible means to keep the company at a stable end. Every organization must have the capability to adapt to the movement of the market and the ever-changing needs of the customers. However, an organization can only do this if the people - the very members of the workforce - are working smoothly as a team. Moreover, now that diversity in the workforce is seen as advantage rather than a problem, management have been seeking every possible means to maintain the competitiveness of each and every member of the workforce, thereby benefiting the company in the end (Becker, 1964).
Diversity in the workplace has taken on a new face today. ...
Moreover, now that diversity in the workforce is seen as advantage rather than a problem, management have been seeking every possible means to maintain the competitiveness of each and every member of the workforce, thereby benefiting the company in the end (Becker, 1964).
Diversity in the workplace has taken on a new face today. Nowadays, workplace diversity is no longer just about the issue of anti-discrimination compliance. Leveraging workplace diversity is increasingly seen as a vital strategic resource for competitive advantage of the people and of the business. More companies are linking workplace diversity to their strategic goals and objectives. Because of this, the human resource department (HRD) plays a key role in diversity management and leadership to create and empower an organizational culture that fosters a respectful, inclusive, knowledge-based environment where each employee has the opportunity to learn, grow and meaningfully contribute to the organization's success (Jayne and Dipboye, 2004).
Organizations intending to introduce multiculturalism in their workforce have two avenues of guidance. Organizations can base their structures on multicultural pedagogy and team management theory to help them prepare for an increasingly diverse workforce. Companies can benefit from academic studies, which have already provided an outline of difficulty. Pedagogical methodologies facilitate the re-conception of the relationship between the self and the 'other', and the active participation in the learning process. On the other hand, industry's team management theory, which recommends participatory structures over hierarchical structures, offers methods for