4. what do you understand by diversity and how influence employees performance? course hero

How does diversity in a team create a competitive advantage?

Oct 28, 2019 · Introduction diverse workplace. In order to engage, appreciate, retain and to get the best of workforce, organisations have to “Diversity is the art of Thinking Independently understand the importance of diverse workplace and its Together”- Malcolm Forbes impact on their performance. Globalization and technological progression fosters more interaction …

What is an example of diversity competency?

As managers, diversity awareness will enable us to hire, retain, and engage the best talent, which will help to maximize the organization’s performance. Diversity also fosters greater creativity and innovation. 1. The Business Case for Diversity One reason that organizations should promote diversity is performance.

Why is deep level diversity more important than surface level diversity?

How can you utilize your personal in-group status (target and non-target groups) to help you better understand a diverse workforce? ¾ page 4. Briefly describe how one of your group memberships is stereotyped. ½ page Example: I am in the 40+ age group. In my group, stereotyping can be the perception that older employees

How would you respond to a diversity initiative at your company?

Feb 18, 2015 · 1. 10.3 What are the types of team diversity and how do they influence team functioning? TEAM DIVERSITY. Another aspect of team composition refers to the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people. We refer to those differences as team diversity. 51 Trying to …

What is cultural intelligence?

Cultural intelligence is a person’s capability to understand how a person’s cultural background influences one’s behavior. Developing cultural intelligence seems important, because the days when organizations could prepare their employees for international work simply by sending them to long seminars on a particular culture are gone. Presently, international business is not necessarily conducted between pairs of countries. A successful domestic manager is not necessarily assigned to work on a long-term assignment in China. Of course such assignments still happen, but it is more likely that the employees will continually work with others from diverse cultural backgrounds. This means employees will not necessarily have to become experts in one culture. Instead, they should have the ability to work with people from many diverse backgrounds all at the same time. For these types of assignments, employees will need to develop an awareness of overall cultural differences and learn how to recognize cultural principles that are operating in different situations. In other words, employees will need to be selected based on cultural sensitivity and understanding and trained to enhance such qualities (Earley & Mosakowski, 2004). For example, GlobeSmart by Aperian Global is an online tool that helps employees learn how to deal with people from around the world. The process starts by completing a survey about your cultural values, and then these values are compared to those of different cultures. The tool provides specific advice about interpersonal interactions with these cultures (Hamm, 2008).

What is culture in business?

Wikimedia Commons – CC BY-SA 4.0. Culture refers to values, beliefs, and customs that exist in a society. In the United States, the workforce is becoming increasingly multicultural, ...

How does ethnocentrism affect business?

Ethnocentrism is the belief that one’s own culture is superior to other cultures one comes across. Ethnocentrism leads organizations to adopt universal principles when doing business around the globe and may backfire. In this chapter, we highlighted research findings showing how culture affects employee expectations of work life such as work–life balance, job security, or the level of empowerment. Ignoring cultural differences, norms, and local habits may be costly for businesses and may lead to unmotivated and dissatisfied employees. Successful global companies modify their management styles, marketing, and communication campaigns to fit with the culture in which they are operating. For example, Apple Inc.’s famous PC versus Mac advertising campaign was reshot in Japan and the United Kingdom using local actors. The American ads were found to be too aggressive for the Japanese culture, where direct product comparisons are rare and tend to make people uncomfortable. The new ads feature more friendly banter and are subtler than the U.S. ads. For the British market, the advertisers localized the humor (Fowler, Steinberg, & Patrick, 2007).

How to get timely and accurate feedback?

To get timely and accurate feedback, companies will need to open lines of communication and actively seek feedback. For example, Convergys, a Cincinnati-based call-center company, built a cafeteria for the employees in India. During the planning phase, the Indian vice president pointed out that because Indian food is served hot and employees would expect to receive hot meals for lunch, building a cafeteria that served only sandwiches would create dissatisfied employees. By opening the lines of communication in the planning phase of the project, Convergys was alerted to this important cultural difference in time to change the plans (Fisher, 2005).

Why is Hofstede important?

For this reason, the work of Geert Hofstede, a Dutch social scientist, is an important contribution to the literature.

What is power distance?

Power distance refers to the degree to which the society views an unequal distribution of power as acceptable. Simply put, some cultures are more egalitarian than others. In low power distance cultures, egalitarianism is the norm. In high power distance cultures, people occupying more powerful positions such as managers, teachers, or those who are older are viewed as more powerful and deserving of a higher level of respect. High power distance cultures are hierarchical cultures where everyone has their place. Powerful people are supposed to act powerful, while those in inferior positions are expected to show respect. For example, Thailand is a high power distance culture and, starting from childhood, people learn to recognize who is superior, equal, or inferior to them. When passing people who are more powerful, individuals are expected to bow, and the more powerful the person, the deeper the bow would be (Pornpitakpan, 2000). Managers in high power distance cultures are treated with a higher degree of respect, which may surprise those in lower power distance cultures. A Citibank manager in Saudi Arabia was surprised when employees stood up every time he passed by (Denison, Haaland, & Goelzer, 2004). Similarly, in Turkey, students in elementary and high schools greet their teacher by standing up every time the teacher walks into the classroom. In these cultures, referring to a manager or a teacher with their first name would be extremely rude. High power distance within a culture may easily cause misunderstandings with those from low power distance societies. For example, the limp handshake someone from India may give or a job candidate from Chad who is looking at the floor throughout the interview are in fact showing their respect, but these behaviors may be interpreted as indicating a lack of confidence or even disrespect in low power distance cultures.

What are masculine cultures?

Masculine cultures are cultures that value achievement, competitiveness, and acquisition of money and other material objects. Japan and Hungary are examples of masculine cultures. Masculine cultures are also characterized by a separation of gender roles. In these cultures, men are more likely to be assertive and competitive compared to women. In contrast, feminine cultures are cultures that value maintaining good relationships, caring for the weak, and emphasizing quality of life. In these cultures, values are not separated by gender, and both women and men share the values of maintaining good relationships. Sweden and the Netherlands are examples of feminine cultures. The level of masculinity inherent in the culture has implications for the behavior of individuals as well as organizations. For example, in masculine cultures, the ratio of CEO pay to other management-level employees tends to be higher, indicating that these cultures are more likely to reward CEOs with higher levels of pay as opposed to other types of rewards (Tosi & Greckhamer, 2004). The femininity of a culture affects many work practices, such as the level of work/life balance. In cultures high in femininity such as Norway and Sweden, work arrangements such as telecommuting seem to be more popular compared to cultures higher in masculinity like Italy and the United Kingdom.

What is the most important thing a manager does?

The most important thing a manager does is motivate employees towards completion of company goals and higher efficiency. How a manager goes about this is also key because there could be room for improvement. Click again to see term 👆. Tap again to see term 👆.

What are the four managerial functions?

Based on your own experiences and observations, provide an example of each function. planning and decision making, organizing, controlling, and leading .

Why is emotional intelligence important?

Emotional intelligence is important to managers as it relates to motivation and job performance. Also managers appreciate those employees who can get along with other employees. Using behavioral questions during an interview would be a good way in assessing emotional intelligence.

What is psychological contract?

A psychological contract is what an employee expects to put into their job and what they expect the business to give them for their inputs. This is important because this sets expectations for both sides of the equation and if the contract conditions aren't met, then it allows for one party to leave.