Cultural diversity at work place

MODULE-2

EXPLORING DIFFERNCES, SKILL AND COMPETENCE

Meaning Exploring differences

Exploring differences refers to finding and understanding of what difference exists regarding the
cultural backgrounds of employees in a workplace.

Cultural differences

Cultural differences are the various beliefs, behaviors, languages, practices and expressions
considered of a specific ethnicity race or national origin.

Exploring our cultural differences

To appreciate the full spectrum of cultural diversity, we must first recognize that each culture has
its unique way of interpreting the world. These differences can be seen in social norms, language
and communication styles, values and beliefs rituals and traditions, and even in the ways people
express emotions and deal with conflict.

1. Language and communication style: communication style varies widely across

cultures. Some cultures prefer direct communication, where the meaning is clear and
explicit, while others rely on indirect communication.
2. Values and beliefs: cultures differ in what they value, which can influence behavior and
perceptions.
3. Rituals and traditions: cultural rituals and traditions, from daily routines to major life
events, are rich sources of cultural diversity

Sources of our identity:

Ethnicity and nationality

Language
Religion
Personal experiences

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 1
Cultural diversity at work place

Understanding others cultural identities:

to truly appreciate the diversity around us, we must be willing to explore and understanding the
cultural identities

1. Active listening and observation: paying close attention to others ways of speaking,
their non-verbal cues, and their social interactions can provide valuable insights in to
their cultural background.
2. Asking questions and sharing: engaging in open, respectful conversations about
cultural practices, beliefs, and traditions can be enlightening for all parties involved.
3. Empathy and respect: approaching cultural difference with empathy and respect is
crucial.

Factors to consider while exploring diversity:

While exploring cultural backgrounds of employees, HR managers and other concerned people
have to make an in-depth analysis of differences in cultural background of employees.

1. Values: value is the most important part of culture which affects the behavior of every
individual. Values are beliefs and norms accepted by a society. These are principles or
standards of behavior that individuals follow and consider it as judgment of what is
important in life.
2. Religion: religion is a culture and an expression of spirituality scholars described religion
as s cultural system of symbols, which establishes powerful, pervasive and log-lasting
moods, motivations and naturalized conceptions of general order of existence. Religion
can be described as a system of collective beliefs in a divine power and practices of
worship directed towards such a power.
3. Language: language is a system of communication which consists of a set of sounds and
written symbols which used by people of particular country state or region for talking or
writing. It is a principal method of human communication.
4. Effective communication: individual employee’s communicative ability also affects
organizational operations.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 2
Cultural diversity at work place

5. Family back ground :

Differences and power

Difference: refers to the qualities or characteristics that distinguish on entity from another. In
social contexts, differences can be based on various attributes, such as race, ethnicity, gender and
cultural diversity.

Power : refers to it is the capacity to influence or control the behavior of others, the course of
events, or the behavior of others , the course of events, or the distribution of resources. It can
manifest political, social, and cultural power.

Comparison of difference and power

Basis of Difference power

comparison
Nature Attribute or quality Capacity or ability

Focus Diversity among entities Influences and control

Manifestation In identities and attributes In relationships and structures

Social role Defines individual or group Determines social hierarchy

identity
Origin Natural or social constructs Social structures and relations

Changeability Can be fluid or fixed Can be gained, lost, or redistributed

Measurement Qualitative distinctions Quantitative and qualitative aspects

Value Neutral by itself Implies dominance or subordination

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 3
Cultural diversity at work place

Expression Through cultural practices Through decision making and action

Relation to equity Can lead to diversity or division Often relates to inequality

Basis for Social categorization Social stratification

Dynamics Subject to social perception Drives social interaction

Impact on society Can enrich or divide Structure societal relations

Influence on Shapes self and group perception Shapes access to resources and status
identity
Address in social Celebrate diversity, reduce Redistribute power, increase equality
justice discrimination

Concept of Prejudice:

Prejudice means having unfair and unreasonable opinion without enough thought or knowledge.
Though prejudice has positive and negative dimensions, social-psychologists primarily refers to
“prejudice” as negative concept.

OR

Prejudice is defined as s hostile or negative attitude towards people in a distinguishable group,

based solely on their membership in that group.

Causes of prejudice:

1. Psychological factors: prejudice satisfies basic human needs.fpr some, it provides a

sense of superiority for others
2. Social factors: prejudice is often learned through socialization. such as family, peers,
education .

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 4
Cultural diversity at work place

3. Cultural factors: prejudice is influenced by societal norms and values .cultures that
emphasize hierarchy and in group loyalty may foster prejudiced attitudes towards out
groups.

Impact of prejudice:

 On individuals: prejudice can perpetuate social distress, lowered self-esteem, and a sense
of alienation.
 On groups: prejudice can perpetuate social inequalities, hinder social mobility, and
exacerbate group conflicts.
 On society : prejudice undermines social cohesion, erodes the fabric of communities, and
impedes social progress

Theories explaining prejudice:

 Social identity theory

 Realistic conflict theory
 Realistic conflict theory
 Scapegoating theory

Concepts of discrimination:

Is a pervasive and enduring social issue that manifest across various dimensions society,
impacting individuals and communities based on race, gender, age, sexual orientation, religion,
and other identity markers.

Meaning:

The unjust or prejudicial treatment of different categories of people, especially on the grounds of
race, age, sex, disability tantamount to discrimination.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 5
Cultural diversity at work place

Causes of discrimination:

 Prejudices and stereotypes:

Preconceived notions and generalized beliefs about certain groups lead to biased attitudes
and behaviors.
 Socialization: individual learn discriminatory behaviors and attitudes from family, peers,
media, and culture.
 Economic competition: competition over scarce resources can fuel discrimination
against perceived out-groups.
 Power dynamics: discrimination can serve to maintain power imbalances, with dominant
groups using discrimination to oppress or marginalize.

Concept Dehumanization:

In the workplace is a grave and complex issue that strips individuals of their dignity and
humanity, treating them as mere tools or objects rather than human beings with feeling,
thoughts than human beings with feelings, thoughts, and rights.

Causes of dehumanization:

 Organizational culture and structure: a culture that values profits over people, competitive
environments that pit employees against each other, and hierarchical structures that
emphasize power differentials can all contribute to dehumanization.
 Leadership styles: authoritarian or toxic leadership styles that focus on control and results,
often at the expense of employee well-being, can foster a dehumanizing atmosphere.
 Economics pressures: in efforts to cut costs and increase efficiency, organizations may
implement measures that overwork employees or treat them.
 Lack of trust in employees: leadership and management will not do the hard work of
building and enhancing trust with their teams. Jobs are tightly defined with narrow job
descriptions.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 6
Cultural diversity at work place

 Non adoption of human values: organizations which are financially strong do not care for
human values of employees. By large, these organizations focus more on hard financial
policies and earning.
 Groupism in workplace: there is two types
I. In-groups
II. Out-groups

In-group –refers to the in which people will have like-mindedness their attitude, thinking etc.

Out-group- refers to people who do not fall in the category of in-group.

Impact of dehumanization:

1. Knowledge hiding: when employees are ill treated, they being humans, naturally
develop a sort of aversion in them leading to retaliation and such other negative
behavior. Intentionally holding vital information from using, prevents them to use
knowledge and skill they posses for the betterment of their jobs.
2. Zeal of employees reduced: dehumanization of employees prevents affected
employees from adapting their innovative ideas in their jobs. Mechanistic culture
in workplace cannot provide a platform to employees to adopt knowledge and
skill sharing.
3. Impact on employee’s psychology: dehumanization of employees are strongly
connected to employees psychological discomfort and distress. Distressed
employees cannot be engaged in productive work

Concept of oppression:

The term “oppression” is described in many ways.

a. “Cruel or unjust use of power and authority”.

b. “prolonged cruel or unjust treatment or exercise of authority”
c. “the state of being subject to oppressive, treatment”
d. “Mental pressure or distress”

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 7
Cultural diversity at work place

Systematic oppression.

Systemic oppression refers to a system level view of oppression, or the subordination and unjust
treatment of an individual or a group by another entity. It uses a wide lens to examine how
systems such as education, the workplace, healthcare, law and policy create injustice among
groups.

Causes of oppression in workplace:

 Systemic inequality: historical and systemic inequalities often manifest in workplace

structures and practices. These can include wages gaps, disparities in hiring and
promotions, and unequal access to professional development opportunities.
 Organizational culture and policies: an organizational culture that tolerates or even
promotes discrimination, bias, and exclusion can lead to oppressive workplace
environments.
 Lack of awareness and education: a lack of awareness and education about diversity,
equity, and inclusion among employees and management can perpetuate stereotypes,
biases, and discriminatory, behaviors, and leading to oppression.
 Social and cultural norms : wider societal and cultural norms and prejudices can
infiltrate the workplace, influencing how individuals are treated based on their race,
gender, sexual orientation, religion, disability and other characteristics.
 Economic factors: economic pressures and competition can lead organizations to
prioritize efficiency and profit over equitable treatment of employees.

Skills and competencies for multicultural teams and workplace:

Multicultural teams: consist of members from various backgrounds, including different nations,
ethnicities, religions, and languages. These teams bring together diverse perspectives, skills, and
experiences, enriching the problem-solving process and fostering creativity and innovation.

Multicultural workplace: are organizational environments that embrace and promote diversity
across all levels of the company, including employees, management, and leadership.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 8
Cultural diversity at work place

Cultural awareness and sensitivity:

 Understanding cultural norms and values: the ability to recognize and respect cultural
differences in values, beliefs, and behaviors is fundamental. This includes understanding
how culture impacts communication styles, decision-making processes, and work habits.
 Empathy: developing empathy toward colleagues from different cultural backgrounds
allows for more effective communication and stronger relationships.
 Adaptability and flexibility: working in a multicultural environment often requires
adapting to unexpected situations and changing how one communicates or behave.

Communication skills:

 Active listening: effective communication in diverse workplaces involves listening

carefully to understand others viewpoints, especially when these are communicated in
non-native languages or through different non-verbal cues.
 Clear and respectful communication: being able to express ideas clearly and
respectfully across cultural boundaries.
 Non-verbal communication: understanding and appropriately interpreting non-verbal
cues, such as gestures, eye contact, and physical space, this can vary significantly across
cultures.

Collaboration and team work

 Inclusivity: actively including and valuing all team members, regardless of their
background, and leveraging diverse perspectives to enhance team outcomes.
 Conflict resolution: the ability to navigate and mediate cultural misunderstanding or
conflicts within teams constructively, ensuring all voices are heard and respected.
 Building trust: establishing trust across cultural divides is fundamental for effective
teamwork. This involves consistent, transparent actions and demonstrating respect and
integrity in all interactions.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 9
Cultural diversity at work place

Continuous learning and development:

1. Self-reflection: regularly reflecting on one’s own cultural biases and assumption, and
how these affect interactions and decision-making in the workplace.
2. Lifelong learning: committing to ongoing learning about different cultures, including
language, history and social norms.

Leadership and management competencies:

 Cultural intelligence: leaders need the ability to cross cultural boundaries and thrive in
multiple cultures. This includes understanding the cultural dynamics of their own and
their team member’s cultures and adapting leadership styles accordingly.
 Visionary leadership: inspiring a shared vision for multicultural teams, emphasizing the
value of diversity, and setting clear, inclusive goals.
 Empowering diverse teams: encourage contributions from all team members,
recognizing and leveraging diverse talents, and fostering an environment where everyone
can do their best work.

Networking and relationship building:

 Global networking: building and maintaining relationship with individuals and

organizations around the world to enhance cross-cultural understanding and
professional opportunities.
 Cultural brokerage: acting as a bridge between cultures, facilitating
understanding, and collaboration among team members from diverse
backgrounds.’

Organizational assessment and change for diversity and inclusion:

Organizational assessment and change refers to the systematic process by which an organization
evaluates its current operations, culture, and performance to identify areas for improvement,
development, or transformation.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 10
Cultural diversity at work place

In today’s globalized business environment diversity and inclusion are not just moral imperative
but strategic assets that can enhance innovation, creativity, and competitiveness.

Understanding diversity and inclusion:

Diversity refers to the presence of differences within a given setting, encompassing various
dimension including race, ethnicity, gender, age, sexual, orientation, disability, and more.

Inclusion is the practice of ensuring that people feel valued feel valued and integrated within
their community or organization, regardless of their difference.

Phases of the diversity and inclusion:

Phase-1: organizational assessment:

 Conducting a diversity audit: a diversity audit involves collecting and analyzing data
related to the current state of diversity and inclusion within the organization.
 Identifying areas for improvement: the audit should highlight areas where the
organization falls short in fostering diversity and inclusion.
 Benchmarking: comparing the organization’s diversity metrics against industry standards
or competitors can provide valuable context and help set realistic goals for improvement.

Phase-2: strategy development:

 Setting clear goals and objectives: based on the assessment findings, the organization
should set specific, measurable, achievable, relevant, and time-bound goals for
enhancing diversity and inclusion.
 Developing action plans: action plans should outline the steps necessary to achieve these
goals, including initiatives for recruitment, training, ect.
 Engaging stakeholders: successful change requires but-in from all levels of the
organization.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 11
Cultural diversity at work place

Phase-3: implementation:

 Policy and practice changes: implementing change may involve revising recruitment and
hiring practices to eliminate biases, updating policies to be more inclusive.
 Training and development: training programs can raise awareness about unconscious
biases; equip employees with the skill to work effectively in diverse teams.
 Creating inclusive cultures: beyond formal policies and training, fostering inclusive
culture requires ongoing efforts.

Phase-4: monitoring and evaluation:

 Tracking progress: regularly measuring progress against the set goals is essential for
understanding the impact of diversity and inclusion initiatives.
 Continuous improvement: diversity and inclusion is a dynamic, ongoing process.
 Reporting and accountability: transparency about the organization’s efforts and progress
towards diversity and inclusion can build trust and accountability.

Diversity strategies:

Importance, implementation challenges:

Organizational diversity strategies are critical components of modern business practices,

designed foster inclusive environments that respect and value differences among employees.
These strategies not only comply with legal requirements but also drive business success by
enhancing creativity innovation, and global competitiveness.

Introduction:

The global landscape is increasingly interconnected and diverse. Organization that embrace
diversity can unlock innovation, better understand their customers, and achieve superior
performance.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 12
Cultural diversity at work place

Importance of organizational diversity strategies.

 Enhanced creativity and innovation: diverse teams bring a wide array of perspective,
leading to more creative solutions to problems and innovative products and services.
 Improved decision making: diversity reduces groupthink and ensures multiple
viewpoints are considered, leading to better decision-making.
 Increased employees satisfaction and retention: an inclusive environment where every
employee feels valued can significantly increase job satisfaction and reduce turnover
rates.
 Better market understanding: a diverse workplace can provide insights into different
market segments, improving markets reach and relevance.
 Competitive advantage: organizations that are more diverse and inclusive ate better
positioned to attract top talent, access a broader customer base, and enhance their brand
reputation.

Implementing organizational diversity strategies

 Leadership commitment: diversity and inclusion must be embraced at the highest levels
of an organization, leaders should publicly commit to diversity goals and model inclusive
behaviors.
 Comprehensive policy development: organizations should develop clear,
comprehensive policies that articulate their commitment to diversity and inclusion.
 Recruitment and hiring practices: adopting unbiased recruitment and hiring practices is
critical. This might involve diverse interview panels, blind recruitment processes.
 Training and development: ongoing training programs on cultural competency.
 Performance metrics and accountability: organizations should establish clear metrics
for measuring diversity and inclusion progress and hold leaders accountable for achieving
these metrics.
 Employee resource groups: ERGs for different demographic groups can proved
valuable support networks and contribute insights on how the organization can improve
its diversity and inclusion efforts.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 13
Cultural diversity at work place

 Continuous assessment and adaptation : regular assessments of diversity and inclusion

initiatives, through surveys and other feedback mechanism , help organizations adjust
their strategies in response to changing needs and challenges

Challenges in implementing diversity strategies:

1. Resistance to change: some employees may resist diversity initiatives, viewing them as
unnecessary or a threat to their own status within the organization.
2. Tokenism: there’s a risk diversity efforts may be superficial, not resulting in meaningful
change or opportunities for underrepresented groups.
3. Integration with organizational culture: truly integrating diversity and inclusion into
the organizational cultural can be challenging.

Case studies of successful diversity strategies

Tech giant’s inclusive leadership programs

Global retailer’s supplier diversity program

Creating multicultural organization

Creating multicultural organizational is a transformative process that requires a deliberate

and sustained effort to integrated diversity, equity, and inclusion into every aspects of an
organization’s culture, practices and leadership philosophy.

Steps to creating multicultural organizations:

1. Leadership commitment: the journey towards becoming a multicultural

organization begins with an unequivocal commitment from leadership.
2. Assessment and strategy development: a through assessment of the current
organizational culture, demographics, and practices is crucial.
3. Police and structural changes: creating a multicultural organization often requires
changes to policies and structure to eliminate biases and barriers to inclusion.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 14
Cultural diversity at work place

4. Education and training: ongoing education and training on cultural competence,

unconscious bias, and inclusive leadership are essential.
5. Fostering an inclusive culture: an inclusive culture is one where every employee
feels valued and empowered to contribute their best work.
6. Monitoring, evaluation, and adaptation: the process of becoming a multicultural
organization is ongoing.

Benefits of multicultural organizations:

 Enhanced creativity and innovation: the diverse perspective in multicultural

organizations foster creativity and drive innovation, leading to the development of
unique solutions and services.
 Improved decision making: diverse teams are better equipped to consider multiple
view points and identify potential problems, leading to more informed decision-making.
 Greater market insight: a multicultural workforce can provide valuable insights in to
different market segments.
 Enhances reputation: commitment to multiculturalism can enhance an organization’s
reputation, making it more appealing to customer’s partners, and potential employees.

Challenges in creating multicultural organization:

 Resistance to change: some members of the organization may resist changes to

established norms and practices, viewing diversity initiatives as a threat to their status or
belief.
 Communication barriers: diverse workplace can face challenges in communication due
differences in language, cultural norms, and communication styles.
 Integration and cohesion: ensuring that diverse teams work cohesively can be
challenging, requiring ongoing effort to bridge cultural gaps and build mutual respect.
 Managing conflicts: increased diversity can lead to conflicts if not managed properly.

ASST PROF.NAVYA R
JNANA MANDIRA DEGREE COLLEGE Page 15