They should be ready to make required amendments to the statute, corporate culture or management style. For example, primary dimension refers to vital biological factors, i.e. age, disabilities, ethnic origin. To meet needs of diverse workforce, their workplaces can be fitted with proper furniture, auxiliary devices, and reasonable accommodations (primary dimension). Diverse working teams often include members with different marital status, language, citizenship, religion (secondary dimension). Business practice Total Quality Respect (TQR) propagates two-dimensional diversity management for US companies and enterprises. According to it, respect, understanding and inclusion are key elements of successful diverse teamwork. If TQP is applied in practice and included in the company’s statute, the whole staff should get access to the required information in the form of brochures, diagrams, and website.
At present EEO and Affirmative Action programs also suggest efficient means for multicultural staff such as second language courses, cross-cultural training/seminars. “Most notable is a shift away from emphasis on the legal requirements, policies and procedures for EEO/AA and toward incorporation of a managing diversity approach.” (Laudicina, 1995, 178) The number of female staff with the primary and secondary dimensions in all spheres increases sharply, that’s why their rights are protected with legal acts (Civil Rights Act of 1991, ADA, WARN Act).
2. Leaders, who work in culturally diverse organization, should have sufficient socio-cultural competence to get on well with employees. Standard leadership skills are still important, because they allow mange and control work of the team, department etc. The leader should be well-aware of the current situation and estimate resources and performance of the diverse group according to the specified purposes