DIVERSE people are transcending boundaries and joining hands at all levels, thanks to globalisation. Even the general workforce composition has changed dramatically. There is a virtual hodgepodge of races and nationalities as a motley group of people amalgamate at the workplace. Finding a bunch of South Africans, Koreans, Indians and Australians working alongside each other in far-flung Mexico is not an astounding phenomenon any longer.
However, at times, this inherent diversity itself throws a spanner or two in the works. Cultural, social, religious and ethnic differences crop up and set the stage for potential frictions that inevitably culminate in organisational failure. Add to this the prevailing stereotypes and prejudiced mind-sets, and you have the perfect recipe for imminent disaster.
The way forward
Is there hope for global diversity, or will the inherent snags short-circuit the process? Well, Ray Benedict, Vice-President of Great American Insurance Companies, expounds that, "far from being a stumbling block, diversity in the workplace can be a springboard for opportunity and excellence".
All in all, there is an urgent need to harness the diversity and synthesise it into a composite and harmonious whole. The onus falls on the managers to assimilate the differences in a melting pot and flourish in the throes of globalisation.
Yes, managing has turned into a whole new ballgame today. Ability to manage diversity is the most significant skill. In fact, it is an acid test for survival. Even the International Association of Business Communicators identifies `understanding and dealing with diversity' as the biggest challenge most managers have to deal with in their work life. . The following is an attempt to help you, the manager, to not only bridge the gap but also capitalise on it:
What is in store?
Comprehending the magnitude of diversity and its innate barriers is as good as winning half the battle. Day-to-day problems are common when different cultures, languages, values and experience come into contact. You have to brace yourself for varying manners, attitudes, ethics, thought patterns and styles of work. Even perceptions of situations and subsequent responses will differ. For example, in the face of conflict, the French wait to seek orders from a superior, the British march right in, come what may, while Germans run for help to a consultant.
What's more, people of some nationalities deem themselves superior, which translates into cultural arrogance, while others lug loads of inferior emotional baggage around. As manager, your job is cut out for you; genuinely recognise these differences as well as your own biases that hamper effective interaction among employees.
No free lunches
Dated managerial approaches will not be effective in today's evolving work environment. You should be ready to give up old practices and embrace change and flexibility. Undertake cross-cultural training on an ongoing basis to educate yourself understand the differences and tackle them. This will not only help you value and nurture diversity but also anticipate conflicts and respond to them with effective solutions at opportune moments.
Play the right tune
According to experts, `Managing diversity is a comprehensive process for creating a work environment that includes everyone.'
A global manager has to take pains to establish trust, team spirit and community consciousness among employees by helping them bridge their differences and forge personal connections. He has to tailor the corporate goals and objectives in such a manner that they support and celebrate diversity. The policies and practices should not leave any scope for discrimination whatsoever. Inclusiveness through a fair environment where each person has access to opportunities and can contribute to their fullest potential must be encouraged. Only then would everyone feel valued, appreciated and be willing to adapt to each other. This will reduce employee attrition rate, improve workplace morale, perk up productivity and provide competitive edge too.
Also, a `one size fits all' approach does not hold water here. You need to adopt `different strokes for different folks', so alter tactics depending on the situation and the people involved. All in all, managing people in accordance with their needs and background is the greatest compliment you can ever pay them.
However, at times, this inherent diversity itself throws a spanner or two in the works. Cultural, social, religious and ethnic differences crop up and set the stage for potential frictions that inevitably culminate in organisational failure. Add to this the prevailing stereotypes and prejudiced mind-sets, and you have the perfect recipe for imminent disaster.
The way forward
Is there hope for global diversity, or will the inherent snags short-circuit the process? Well, Ray Benedict, Vice-President of Great American Insurance Companies, expounds that, "far from being a stumbling block, diversity in the workplace can be a springboard for opportunity and excellence".
All in all, there is an urgent need to harness the diversity and synthesise it into a composite and harmonious whole. The onus falls on the managers to assimilate the differences in a melting pot and flourish in the throes of globalisation.
Yes, managing has turned into a whole new ballgame today. Ability to manage diversity is the most significant skill. In fact, it is an acid test for survival. Even the International Association of Business Communicators identifies `understanding and dealing with diversity' as the biggest challenge most managers have to deal with in their work life. . The following is an attempt to help you, the manager, to not only bridge the gap but also capitalise on it:
What is in store?
Comprehending the magnitude of diversity and its innate barriers is as good as winning half the battle. Day-to-day problems are common when different cultures, languages, values and experience come into contact. You have to brace yourself for varying manners, attitudes, ethics, thought patterns and styles of work. Even perceptions of situations and subsequent responses will differ. For example, in the face of conflict, the French wait to seek orders from a superior, the British march right in, come what may, while Germans run for help to a consultant.
What's more, people of some nationalities deem themselves superior, which translates into cultural arrogance, while others lug loads of inferior emotional baggage around. As manager, your job is cut out for you; genuinely recognise these differences as well as your own biases that hamper effective interaction among employees.
No free lunches
Dated managerial approaches will not be effective in today's evolving work environment. You should be ready to give up old practices and embrace change and flexibility. Undertake cross-cultural training on an ongoing basis to educate yourself understand the differences and tackle them. This will not only help you value and nurture diversity but also anticipate conflicts and respond to them with effective solutions at opportune moments.
Play the right tune
According to experts, `Managing diversity is a comprehensive process for creating a work environment that includes everyone.'
A global manager has to take pains to establish trust, team spirit and community consciousness among employees by helping them bridge their differences and forge personal connections. He has to tailor the corporate goals and objectives in such a manner that they support and celebrate diversity. The policies and practices should not leave any scope for discrimination whatsoever. Inclusiveness through a fair environment where each person has access to opportunities and can contribute to their fullest potential must be encouraged. Only then would everyone feel valued, appreciated and be willing to adapt to each other. This will reduce employee attrition rate, improve workplace morale, perk up productivity and provide competitive edge too.
Also, a `one size fits all' approach does not hold water here. You need to adopt `different strokes for different folks', so alter tactics depending on the situation and the people involved. All in all, managing people in accordance with their needs and background is the greatest compliment you can ever pay them.
PAYAL AGARWAL
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