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Multicultural Organization

This document discusses tools that organizations can use to promote cultural diversity and integration within their workforce. It identifies six dimensions of a multicultural organization: pluralism, structural integration, integration in informal networks, cultural bias, organizational identification, and inter-group conflict. For each dimension, it lists specific tools that can be implemented, such as diversity training, mentoring programs, language training, and ensuring minority representation in leadership. The document provides examples of companies that have successfully used these tools, such as HP, IBM, Motorola, and Procter & Gamble.

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Ahmad Raza
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111 views10 pages

Multicultural Organization

This document discusses tools that organizations can use to promote cultural diversity and integration within their workforce. It identifies six dimensions of a multicultural organization: pluralism, structural integration, integration in informal networks, cultural bias, organizational identification, and inter-group conflict. For each dimension, it lists specific tools that can be implemented, such as diversity training, mentoring programs, language training, and ensuring minority representation in leadership. The document provides examples of companies that have successfully used these tools, such as HP, IBM, Motorola, and Procter & Gamble.

Uploaded by

Ahmad Raza
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Multicultural Organization

By: Dr. Robina Yasmin


Organizational Capability for Effective
Integration of Culturally Diverse Workforce

1. Pluralism
2. Structural integration
3. Integration in formal networks
4. Cultural bias
5. Organizational identification
6. Inter-group conflict
Tools for Organizational Change
Model Dimensions Tools

1. Pluralism 1. Managing diversity training


2. New member orientation
 Create a two way program
socialization process 3. Language training
 Ensure influence of minority- 4. Diversity in key committees.
culture perspective on core 5. Explicit treatment of
organization norms and diversity in mission
values statement
6. Advisory groups to senior
management
7. Flexibility in norms and
values
Model Dimensions Tools

2. Full structural integration 1. Education programs


 No correlation between 2. Affirmative action programs
culture-group identity job and 3. Targeted career development
status. programs
4. Changes in manager
performance appraisal and
reward systems
5. HR policy and benefit
changes
Model Dimensions Tools
3. Integration in informal 1. Mentoring programs
networks 2. Company sponsored social
 Eliminate barriers to entry events
and participation

4. Cultural Bias 1. Equal opportunity seminars


 eliminate discrimination 2. Focus programs
 eliminate prejudice 3. Bias reduction training
4. Research
5. Task forces
Model Dimensions Tools
5. Organizational
identification All items from other five
 No correlation between dimensions apply here
identity group and levels of
organization identification.

6. Inter-group conflict 1. Survey feedback


 Minimize interpersonal conflict 2. Conflict management
based on group identity training
 Minimize backlash by 3. Focus groups
dominant group members.
Pluralism
1. Managing/valuing diversity training:
 Most widely used tool. Two types of training are most popular:
awareness and skill-building.
 Awareness introduces the topic of managing diversity and includes
information on workforce demographics, the meaning of diversity
and exercises to get participants thinking about relevant issues
and raising their own self awareness.
 Skill-building training provides more specific information on
cultural norms of different groups and how they may affect work
behavior.
 Often these two types of training are combined and the purpose is
to promote reciprocal learning and acceptance between groups by
improving understanding of cultural mix. Many companies such
as HP, IBM etc. , Motorola. etc. have extensively used this tool.
 Previous research by 75 Canadian consultants revealed that
people exposed to even basic level training recognize the impact
of diversity
2. New member orientation program
 Orientation programs are part of hiring process and some
companies have made diversity management a part of their
orientation program such as P&G’s “On Boarding” program
has special components for women and minority hires and
their managers.
3. Language training
 To promote pluralism language training is important for the
companies having heterogeneous workforce. In most of
these companies work rules are printed in two or more
languages. Companies like Motorola provides language
training to their employees at company expenses and at
company times.
4. Ensuring minority group input and acceptances: To achieve
cultural diversity at all levels this is most effective and
direct way. An additional method is to ensure diversity on
key committees.
5. Explicitly mentioning diversity in organization’s mission and
strategy: By mentioning clearly the importance of diversity
in policies and strategies will help to foster the mindset to
take diversity as opportunity and not a problem.
6. Specially created minority advisory groups with direct
access to the most senior executives can promote the
integration of minority group.
7. The develop flexible and highly tolerant climates can be
powerful tool to create pluralism as it will encourage
employees to adopt diverse approaches to problems.
 HP is the company recognized as promoting flexibility in
work environment by
1. Encouraging informality and unstructured work.
2. Flexible work schedules and loose supervision
3. Setting objectives in broad terms with lots of individual
employee discretion over how they are achieved
4. A policy that researchers should spend at least ten percent
time exploring personal ideas.

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