Globalisation has got so many different ways of defining it but i can define globalisation as the trend toward countries joining together economically, through education, society and politics, and viewing themselves not only through their national identity but also as part of the world as a whole. Globalization is said to bring people of all nations closer together, especially through a common medium like the economy or the Internet. In this world, there are few places a person can't get to within a day of travel, and few people a person can't reach via telephone or Internet. Because of modern modes of travel and communication, citizens of a nation are more conscious of the world at large and may be influenced by other cultures in a variety of ways. Time and space matter less, and even language barriers are being overcome as people all over the world communicate through trade, social Internet forums, various media sources, and a variety of other ways.
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The two major driving forces are advances in telecommunications infrastructure and the rise of the internet. In general, as economies become more connected to other economies, they have increased opportunity but also increased competition. Thus, as globalization becomes a more and more common feature of world economics.
If you come to think about, is the EU global? It has got two answers yes and no. For the instance of no is that it's joined only a few countries hence making it not global but also i would say it's global because the EU migration has brought about more people around the world joining workforce in the European Union. I was watching a documentary on BBC a couple of months ago and they wanted to prove a point that immigrants play a big role to the economy of this country. Around 3 British citizens were taken to work on the farm where most of the work is done by immigrants due to the "pride" of the British people that farm work is not for them, they couldn't do the work properly and ended up costing the company big sums of money. The diverse economy yields a lot in the end.
2.0 Workforce diversity
In today's world of cultural diversity, businesses can't thrive unless they implement a "work force initiative" organisations need to capture unique abilities and talents of people from different backgrounds by opening doors for anyone regardless of race, gender, age, ethnicity, disability, sex orientation, religion and beliefs. Managing diversity is one of the most challenges managers and organisations face in this current work environment, this is because co-workers may differ in different lifestyles, age, gender, choices, attitude, values, behaviours, skills and experiences, plus many more differences.
2.1 Diversity Management.
Management within the workplace needs to be able to identify management styles and systems that will best utilize the diversity of the employee pool. By educating himself about the various backgrounds of the teams, a manager can create a positive impact within the workplace. When management directs the team by identifying and including attributes from all the team members, the employees are more likely to feel comfortable with other team members who differ from themselves.
3.0 Ways of increasing workforce diversity.
United Kingdom as a nation is surrounded by people from all over the world as mentioned before with different backgrounds and different demographic trends. It's those differences that contribute to the richness and strength of organisations and the society as a whole.
Managers must be aware of the backgrounds, cultures and values of their employees. Motivating factors for a full time working mum to support her kids is different from a young single, part-time employee or an older employee working to supplement his or her retirement. In ANDAZ hotel at Liverpool Street, it practices diversity to a wider range whereby it motivates its employees not only through financial rewards but also through non-financial rewards such as preparations of staff meals are basically done every day according to cultural meals whereby everyday a different type of meal from a different country is served. This shows that they are ready to work with their staff no matter where they come from as long as they do their jobs. (Reference by me, an ANDAZ employee). This improves on motivation, satisfaction and commitment of a diverse environment.
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Performance standards must be clearly and objectively established, effectively communicated, and used on objective criteria without any bias. Identify desirable and undesirable behaviours that must be based upon performance feedback discussions involving a diverse workforce. Performance should not be based on age of a person simply because age doesn't count in the performance of duties but it's actually what is perceived that should be counted hence performance standards. . The performance system should be non-discriminatory for example the young employees should be treated same as the old or vice versa.
Organizational policies that mandate fairness and equity for all employees.
Organisation policies should be set up by the employers to help improve a diverse workforce and a good business environment. This helps prevent discrimination at a work place.
Training and development programs improve the skills in dealing with the day to day diversity dilemmas. This will help managers to be aware on how power relations impact on stereotypes of groups and on perceptions of individuals and the expectations.
Mentoring programs, involvement of experienced advisors and helps others for a period of years. This mentor should be able to advise employees on the whole concept of workforce diversity and the reasons why diversity should be managed in the workplace. The rationale for diversity training programmes is often misunderstood at all levels. So it is important to first communicate what diversity is and what the organisation hopes to achieve by managing it more effectively. The performance system should be non-discriminatory for example the young employees should be treated same as the old or vice versa.
'Communicating intercultural' will aid in managing a diverse workforce. An individual will be able to understand how cultural and ethnic differences shape the conflict process and coming up with conflict resolution strategies. There will be able to negotiate outcomes with cultural differences in mind. Assessment of one's beliefs about work values, being able to identify work values of others from different cultural backgrounds and examination of the leadership assumptions from a multicultural perspective.
Language competence, lack of language skills in multicultural environments is a significant barrier to building a multicultural organization. The African/ Caribbean and other employees from other nationalities might find it difficult to communicate but this shouldn't be used as an excuse to harass or discriminate an employee. Body language should be a means of communicating to one another in case language skills become difficult to understand. (http://vocserve.berkeley.edu/summaries/1082sum.html)
Walk the talk.
If senior management advocates a diverse workforce, make diversity evident at all organizational levels. If you don't, some employees will quickly conclude that there is no future for them in your company. Don't be afraid to use words like black, white, gay or lesbian. Show respect for diversity issues and promote clear and positive responses to them.
The style of interview - behavioral or functional- may be a disadvantage to some job candidates. Older employees, for example, are less familiar with behavioral interviews and may not perform as well unless your recruiters directly ask for the kind of experiences they are looking for. Employees from countries outside the UK and non-Caucasian populations may downplay their achievements or focus on describing, "Who they know" rather than "what they know." Train your recruiters to understand the cultural components of interviews. How can your human resources processes give equal opportunity to all people? When the human Resource Manager has job openings, work to get a diverse applicant pool. The HR should avoid relying on referrals from the employees, this tends to produce candidates similar to the present work force.
Senior managers will become more involved in diversity issues because they will realize that the diverse workforce needs to be better utilized in order to remain competitive; more managers will face the challenge of dealing with backlash; and diversity training will be integrated more with other types of training. (http://www.allbusiness.com/public-administration/national-security-international/4509815-1.html)
Women in the work place.
The need to understand diversity is also driven by women in the workplace. Today's workforce has the highest levels of employment participation ever by women. The number of dual income families and single working mothers has increased. Change in the family structure means that there are fewer men and women in traditional family roles . Therefore, diversity issues cut across both race and gender.
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Conduct regular organizational assessments on issues like pay, benefits, work environment, management and promotional opportunities to assess your progress over the long term. Keep doing what is working and stop doing what is not working
4.0 Benefits of working in a diverse work environment.
Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands.
Broader service range.
A diverse collection of skills and experiences e.g. languages, cultural understanding allows a company to provide service to customers on a global basis.
Increased performance at work.
Companies that encourage diversity in the workplace inspire all of their employees to perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity, profit, and return on investment. studies reveal that teams with group conflict based on diversity tend to perform better than those with more similarities. (http://www.fastcompany.com/blog/lynne-d-johnson/digital-media-diva/diversitys-positive-impact-workplace).
A benefit of a diverse workforce is the ability to tap into the many talents which employees from different backgrounds, perspectives, abilities and disabilities bring to the workplace. An impressive example of this is found on the business cards of employees at one Fortune 100 technology company. Employees at this company have business cards that appear normal at first glance. On closer inspection, the raised Braille characters of employee information are evident.
Different groups of people bring different viewpoints to discussions and resolution of issues. This variation of attitudes and ideas can provide valuable input to brainstorming sessions and issues demanding creative solutions. If the product of the company is creative output, such as in the graphic arts industry, diversity can aid in addressing the needs of a diverse clientele.
Communication. Perceptual, cultural and language barriers need to be overcome for diversity programs to succeed. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale.
Resistance to change. There are always employees who will refuse to accept the fact that the social and cultural makeup of their workplace is changing. The "we've always done it this way" mentality silences new ideas and inhibits progress.
Organisational leaders act as if a meritocracy exists, believing that talent will rise to the top. It's easier to increase racial diversity at lower levels simply by changing hiring practices, for instance. This action can also give the illusion of substantive progress. More complicated, but equally necessary (by law), is an examination of all people practices - from sourcing to development, how projects or accounts are assigned, what competencies are rewarded, and why people stay with or leave the organization.
Negative attitudes. Negative attitudes and behaviors can be barriers to organizational diversity because they can harm working relationships and damage morale and work productivity. Negative attitudes and behaviors in the workplace include prejudice, stereotyping, and discrimination, which should never be used by management for hiring, retention, and termination practices (could lead to costly litigation).
Increase in cost of training. The cost increase comes as a result of seminars, programs and lectures given to promote diversity in the corporation. The trainings are given to all levels of staff within the organization.
Increase in labour turnover and absenteeism is another challenge in having a diverse work place. Research has shown that there's 40% increase rate in Africans than whites. But i believe this depends on what kind of jobs such as social services are more dominated by black women. Unfortunately, minority group members often feel less valued than do majority group members due to stereotyping and prejudice. Mismanagement of diversity in the form of denied access or unfavorable treatment can have negative consequences such as inhibiting worker's abilities and motivation.
Reality reveals that diversity progress is slow. Women or blacks lead very few companies in general. In some cases, diversity has been cast by organisational leaders as not essential to business success, unachievable, and to be shelved as something to which lip service is paid to keep in with the tender system to secure lucrative government and municipal contracts. Unless companies commit to building a sustainable people strategy with diversity as a core component, significant progress will not occur.
6.0 Case study involving a diverse work place.
It's about Mr. Quinton Nixon a graduate from Rice University who spent his summer as a mechanical engineering intern in Berlin, Germany. He said it had a good impact on his side something that is not usual with engineers. This showed him that having a single resume isn't enough to build a carrier and since he is from US doing an intern in Germany was a great opportunity for building his carrier. He was hired to work for Siemens Energy Automation, a U.S. subsidiary of a German electronics firm, the recruiter being Susan Perkins said that it was not easy to find strong engineer students who speak Germany too. Mr. Nixon said it improved his language skills and work skills too whereby whether he is home or abroad. (http://www.black-collegian.com/career/wsj/getready902.shtml)
Working in a diverse work place is a legal rule across Europe and the rest of the world, employers must know that in order for their organizations to become global they must practice having a diverse work environment free from discrimination due to culture, religion, age, gender, ethnicity attitudes and work styles. Different communities have different ways of handling information and solving solutions. Once all is put at one table and given everyone a chance, the company/ organization should be a great place to stay and work.