With these improvements, many developed nations in the West have tapped into the Third World market because of the cheaper labor cost. In some Middle East nations, especially the OECD member countries, there have been increased rates in migration due to “regional conflict, the restrictions placed on other immigration channels, asylum seekers and family reunion” (Chalamwong, 2004, p. 3). In order to meet the work demands in these nations, some of these OECD nations have opened their doors to the entry of skilled and the highly skilled laborers, most especially those who have expertise in information and communication technology. With the contribution of these workers, the competitiveness of the nations in the world market has been maintained.
As more nations have also taken advantage of this cheap labor market, the inevitability of a multi-cultural work place has come into fruition. In these labor markets, many opposing and essentially different cultures can often be found in the same workplace. The challenge that this workplace has created is on how management can merge various cultures into one cohesive and dynamic work force. In order to achieve a productive, dynamic, and even peaceful work environment, the manager has to come up with ways to blend these cultures while still maintaining perspective and while respecting each culture’s unique attributes. The changes that the manager has to implement will eventually decide the success of any project or any business in the current global economy.
Despite the trends in globalization, unemployment has still been persistent in many parts of the world. The pressures of migration have increased because of these unemployment ratings. Moreover, most developing countries suffer from high unemployment rates and these rates are continuing to climb. For the OECD member nations, there is a