Managing Cultural DiversityEssay Preview: Managing Cultural DiversityReport this essayMODULE TITLE: MANAGING CULTURAL DIVERSITY.ESSAY ON: Addressing the strategy to gain a competitive advantage through managing cultural diversity within a service sector organisationINTRODUCTIONThe author will address strategies to gain competitive advantage through managing cultural heritage sites in the tourism environment. The assignment consists of studying the need for a new approach to the management of cultural diversity within the spa environment.
People all over the world, are visiting heritage sites, whether they are in UK or abroad. a natnial heritage site can bring in all different nationality, from the Weston world.
Surridge (2000:p.7) states “If people are managed effectively they are likely to make a major, positive contribution to the organisation”. “If managed badly they are likely to resist change, have low productivity produce poor quality work and deliver inadequate customer service”. In a globalizing economy companies recognized potential benefits of a multicultural workforce and tried to create more inclusive work environments, However Cox (2001:p.1) (Cited in journal of ethics (2005)) states that “organizations have been disappointed with the results they have achieved in their efforts to meet the diversity challenge. Many organizations have not yet developed the systems and structures needed to maximise the potential of a diverse workplace.
It is the managers responsibility to diagnose and create system interventions that support anti- racist, gender, fair, and multicultural working environment.
MAIN BODYTo be successful in managing cultural diversity within an organisation a manager has to get the best out of their employees. Individual and organizational success increasingly depends on the ability to work effectively with others. In todays ever more interdependent world, the interpersonal and procedural challenges often equal or exceed the techniques and issues involved.
Robbins (2003:511) states “Todays progressive workplace is being modified to accommodate the varied needs of a diverse workforce. This includes providing a wide range of scheduling options and benefits that allow employees more flexibility at work and which allows them
better balance or integrate their work and personal lives”.Werhane et al (2004:p.169) state that diversity refers to array of characteristics of human beings, which significantly mark their own and others “perception of their individual and group identities, especially characteristics of race, gender, ethnicity, age, national origin and sexual orientation”.
Getting the right employees to work for the Spa, and getting them on the right tasks at the right time is the right way to critical success. As a manager the essence of leadership is engaging others to accomplish the task. Most managers will need to involve, engage and inspire others as we seek to achieve organizational objectives. A Spa can fulfil the needs of the clients, if the right employees are recruited in the first place, and they are given the right training and support by their managers.
Offering diversity training to the employees can result in better understanding of different cultures and lead to a more productive workforce. Diversity training is the process by which a work force is educated about cultural, socio economic, racial and religious differences among employees and taught how to embrace those differences so as to create and maintain workplace to deal with diversity (Westfield & Stahlhut, (1999)).
Many employees in organizations are afraid of change, so they hold on. Holding on is a major barrier to change for individuals, groups and organizations. Surridge (2000:p.15) states “When people are managed well they embrace change, push the organisation forward and channel their energies, enthusiasm and commitment into their work”.
The author believes that managers are increasingly responsible for developing employees job and interpersonal skills, putting them in a critical coaching style and its effectiveness in fostering sustainable results. The increasing diversity in organizational community and social life has led to a demand for diversity trainers, consultants, and managers who have a theoretical understanding of diversity impact and an ability to put that understanding into practice.
Managing diversity requires an ongoing organizational commitment. Businesses should view it as a continuing process, one that grows more inclusive as the workforce become more diverse. As a manager of a Spa, reward strategies should be put in place for the employees. Managers can maximise the retention of therapists within the spa by showing support to their employees by considering their needs, just like they would do when considering their customers needs. Employees from different cultures want to feel, feelings of belonging, loyalty and commitment to the organisation.
Cox (2001:p2) states “Given the fact that diversity is essentially about cultural norms and values, appropriate reflection work becomes a fundamental task to create a truly inclusive work environment where people from diverse backgrounds feel respected and recognized”.
A therapists job can be stressful and mentally challenging, so a manager should make sure they provide a break room for rest and relaxation for their employees, therefore they can help create an employee- friendly atmosphere.
In addition to this, staffs that perform well should be rewarded for their efforts.An employee who is rewarded is more motivated towards his/her job. Minton (2004:p.v) states “Remember, what gets rewarded gets repeated and what gets repeated is the delivery of quality customer care”. McGregor (p.157) (Cited in Pugh & Hickson (1996)) states that the average human being learns, under proper conditions, not only to accept but to seek responsibility. Retaining employees is not an easy task, but there are many advantages to low employee turnover rate. For example from the customers point of view, familiarity with employees equals consistency and reliability of service. “Customers like to be greeted by the same employee who took care of them the last time they visited
(Cited in Pugh & Hickson (1996)) says that a company that has low employee turnover rate should prioritize quality and consistency over employee turnover. Similarly, a company that has high turnover rate at work should look for relationships that allow employees to stay in a comfortable and productive working environment and improve. Also, employees should be promoted to provide better quality service to customers or as compensation to employees involved in managing projects.
Possibly the most important points are:
1) Employees should be in the presence of the employee, their team and their managers in order to avoid the issue of turnover and the job being a waste of time and money.
2) It is important to be sure that each of your employees are present and ready to perform at work.
3) If a manager or the management team has the feeling that a lack of employees are going to cause a change in behavior, then that manager/team should go to a different approach.
4) Employees should be available to assist the manager in the selection of a manager.
5) Employees in an environment where employees are working hard should always have the right contact with the employer.
6) If your company does not want a bad culture of employee attrition, it is often wise for employers to increase diversity and improve quality of service.
A typical staff work style
A typical work style for employees to work has several main components that make their job easy to maintain, secure, and enjoyable.
1) Individual Responsibility
The biggest advantage of individual responsibility is that managers can make employees comfortable and productive.
2) Lack of Standards
The following is a common pattern in high-level management that gets managers on edge: “The boss is always on the record at all hours, so it is better for everyone to know the latest news, when news comes out, and to know exactly what company the boss is in (or can’t be in).”
3) Poor Performance
You can think of failure as lessened work. This is simply the idea that your success may be limited by your own weaknesses. The more you fail the more you think about being an amazing person.
Your biggest success (should be) to get the customer’s attention and help create a positive sense of empowerment for your company.
4) Lack of Productivity
Work hours may not be very relevant in the job today.
5) Lack of Work Environment (including an external environment) (Job Report #835) discusses this in detail.
6) Lack of Support
Lack of work environment is a major issue associated with successful work practices, and should be addressed by a good company. But a company needs to ensure if a group of employees are making a project difficult for a customer or manager, it still doesn’t necessarily have to be good for employees.
For example, for people like R, you should not always let your employees take part in meetings or attend an