Module 05 Course Project - Globalization and Diversity

timer Asked: Dec 12th, 2018
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Question Description

You recently attended a conference for your company on Diversity and Hofstede’s cultural dimensions. As part of the initiative on going to the conference, you are to prepare a report on what you learned to incorporate into the company. Make sure you address the following questions in your report:

  1. Introduce Hofstede’s cultural dimensions.
  2. Discuss how the 6 cultural dimensions impact the workplace.
  3. Determine what strategies you can do in order to successfully manage the different cultural dimensions. Remember this is a global company based in the US.
  4. Conclude your report.

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1 MOD 4 COURSE PROJECT Module 04 Course Project Diversity in the Workplace Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on December 9, 2018, for Professor Yulanda Harris GEB4220-02 - Online. 2 MOD 4 COURSE PROJECT Workplace Diversity and Millennials Introduction Workplace diversity and inclusion is an essential component of successful business enterprises in the current business environment because increased diversity in the U.S. population. Different study findings demonstrate that diversity in the workplace is becoming one of the competitive strategies that organizations are using to remain competitive in their industries and marketplace. One critical aspect of the population diversity is the high number of millennials; who account for the largest demographic generation in the United States at over 75 million people (Frey, 2018). Further, Frey (2018) observes that the millennials are positive about racial and ethnic diversity than any other generations in addition to being tech-savvy, tolerant and independent. Imperatively, this paper discusses workplace diversity in relation to the millennials and how they view and accept diversity. Millennials and Workplace Diversity: Similarities and Differences Johansson (2017) posits that millennials have a different perception of diversity and inclusion compared to other generations. The article advances that millennials make profound efforts to have diversity in their workplaces; particularly in industries that require and experience diversity the most or those ones that are yet to keep up with the increasing cultural demand due to the increasing rate of diversity in the population. The author notes that millennials are more perfect with workplace diversity and inclusion as demonstrated in three critical industries that include healthcare and medicine, technology, and higher education (Johansson, 2017). The article observes that research findings show that 47% of millennials consider working for organizations that embrace diversity and inclusive policies in their operational environment. In 3 MOD 4 COURSE PROJECT its survey findings, Deloitte University (2018) asserts that the millennials’ view of diversity and inclusion is different from other generations. The millennials consider diversity and inclusion as a culture that enhances connectedness with the aim of facilitating teamwork, collaboration, and professional growth. Further, millennials focus more on having unique experiences as one of the critical aspects of diversity. They also believe that diversity enhances teamwork and a majority of the millennials will engage actively in diversity at the workplace to promote an inclusive culture. The report also states that millennials want diversity and inclusion programs at their workplace to focus on fostering more business opportunities and positive outcomes (Smith & Turner, 2018). The report observes that increased opportunities and better outcomes result from an organization’s acceptance of cognitive diversity by recognizing individualism, collaboration, innovation, and teamwork. As such, the Deloitte report asserts that the millennials will constitute the biggest percentage of the workforce by the year 2025. It is evident that the millennials are the most diverse, digitally connected, and socially minded group of employees in the increasingly diverse workplace (Smith & Turner, 2018). A stark similarity between workplace diversity and the millennials arises from their definition and perspective of the concept of diversity. Millennials consider the varied backgrounds, experiences, and perspectives as the most essential ingredients to the success of a business in the increasingly diverse global market and workplace (Dishman, 2015). They believe that cognitive diversity is a requisite for innovation and enhancing teamwork collaborations. 4 MOD 4 COURSE PROJECT Role of Personality Identity Nelson (2018) opines that millennials have a broad definition and understanding of workforce diversity. They believe that cognitive diversity transcends race and gender invalidating individual opinions and ideas. Therefore, millennials and workplace diversity agree on one critical concept; recognition of cognitive diversity where each point of view is accepted and valued to increase innovation. As such, personal identity plays a critical role through the cognitive identity concept that millennials advance. Furthermore, studies on workplace diversity have always emphasized the need to enshrine personal opinions, ideas and contributions in a valued manner as a means of attaining diversity. Personality identity between workplace diversity and millennials becomes apparent through their more nuanced perspective on diversity. To the millennials, diversity goes beyond having or gaining equal opportunity and requires one to hold their convictions that working and having effective collaborations with people from different backgrounds makes a firm smarter, richer and creative as well as more successful. Martinelli (2018) asserts that about 74% of millennials consider their organizations being more innovative when they have a culture of diversity and inclusion. Companies that embrace diversity are more likely to have higher incomes and operational revenue. More fundamentally, cognitive diversity remains the main factor for firms that want to hire millennials and retain them. Proactive Plans to enhance diversity among millennials in the Organization It is evident that millennials will continue to constitute the highest percentage of the workforce at about 75% by 2025. The implication for managers is that they must create an organizational environment that encourages diversity right from the hiring process to 5 MOD 4 COURSE PROJECT organizational culture. Managers need to recognize cognitive diversity that views diversity as having varying experiences, different backgrounds, and individual experiences and perspectives (Shandwick, 2016). As such, they must seek employees who define diversity as a critical component to their success. Firms that embrace diversity retain younger employees for longer periods. Therefore, a proactive approach would incorporate younger employees that embrace an expounded definition of diversity in the company and are willing to use their experiences, innovative ideas and perspectives to help the firm grow to new heights in revenues and other aspects of its operations. Conclusion It is evident that diversity in the workplace and millennials share similarities and are essential to the success of a business enterprise in the current global business environment. Millennials seek organizations that embrace an expounded definition of workplace diversity, especially firms that recognize and embrace cognitive diversity in their operational environment. Millennials want firms that will recognize their perspectives and incorporate them into their business strategies. Conclusively, workplace diversity has numerous benefits as research studies continue to demonstrate the benefits that accrue to firms that embrace it, particularly in relation to the hiring of and having millennial employees. 6 MOD 4 COURSE PROJECT References Dishman, L. (2015). Millennials have a different definition of diversity and inclusion. Retrieved from Frey, W. H. (2018 January). The Millennial Generation: A demographic bridge to America's diverse future. Retrieved from Johansson, A. (2017 November 14) Millennials are Pushing for Diversity in these 3 Industries. Retrieved from Martinelli, K. (2018 October 4). How Millennials are solving the Workplace Diversity Problem. Retrieved from Nelson, R. (2018). What Workforce Diversity Means for Millennials. Retrieved from Shandwick, W. (2016). Nearly Half of American Millennials Say a Diverse and Inclusive Workplace is an Important Factor in a Job Search. Retrieved from Smith, C. & Turner, S. (2018). The Radical Transformation of Diversity and Inclusion. Retrieved 7 MOD 4 COURSE PROJECT from 1 MOD 3 COURSE PROJECT Module 03 Course Project Evaluate Company’s Culture for Diversity Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on December 2, 2018, for Professor Yulanda Harris GEB4220-02 - Online. RACIAL DIVERSITY IN JAPAN 2 Introduction Both in the world and inside the country Japan is believed to be a culturally and ethnically homogenous country. For the non-Japanese, the belief of Japan as a standardized country is much inbuilt in them, and for many citizens of Japan, it is skepticism to see a nonAsian speak the Japanese language so decently. Of course, such issues do not guarantee Japan to be a diverse country. The experience is also aging for the few people that speak the Japanese language. Japanese are very sensitive to change, and new ideas and don do not trust new behavior and skills from the outside world. However, the country has much anxiety about the future state of the country and at the same time resist change emotionally. Due to globalization and negative impacts on social change, demographics and weak economic growth, the Japanese have run out of choices but to implement specific reforms. The business culture of Japan is known for its employees that go for a lifetime. The downsizing of the companies and business organization has led to the restructuring of the offices alongside closing the offices that are running against the culture of the Japanese. The competitiveness of business growth and the downsizing has made the country realize that racial diversity is a great benefit to the country’s economy. Although women mainly overcrowd the workplace, their work-force is much low. Laws have been enforced to ensure that a significant representation is present within the organization. Challenges of racial diversity in Japan Culture comprises of a practical and visible impact on the performance of the organization and the satisfaction of an individual. The effectiveness of an organization lies in the working and understanding of the constraints of culture. Culture is subject to change which RACIAL DIVERSITY IN JAPAN 3 requires organizations to efficiently study it and make adjustments concerning behavior, process and the structure of the shift in perception. In Japan, various challenges of culture face racial diversity in business organizations. The technical competency establishes a more complex surprise in the organizations. The time concept is different among distinct cultures which means that if a meeting is scheduled to held at 10 am may start at 12 pm, and members will not see the need for an apology. The language barrier is also another cultural constraint in Japan. It is true the international business language is English. However, in a situation where someone has to understand a complicated word in English and translate those into their work may be wary. The system of management in Japan is unique to the country. (Andrews & Ashworth, 2015) The effectiveness of the business lies upon the individual’s ability to work within the codes of behavior and the value system that is accepted within the company. Such may be difficult to employ in Japan due to is management system. Also, it is perceived that every worker understands English which may even bring more complications which is a misleading concept in business. Japanese considers silence to be a more productive time during the time of negotiations which may give experts higher marks when dealing with such people since lack of discussion will only lead to a conclusion of mediation. Also, women in Japan do not see themselves fit as managers in Japanese organizations due to lack of role models. In the entire nation of Japan, there are only ten percent of the total managers in the organizations that are women. (Kemper et al., 2016) For a business organization to be more successful, there is a need of having employees that are in love of what they are doing which means that they will deliver their best. At the same time, customers that love doing business with that particular organization are also required for the business organization to reach the highest success level. Without the feeling of inclusion, the RACIAL DIVERSITY IN JAPAN 4 workers will feel they are not connected to the general success of the business. There are ten ways to ensure inclusive work culture in the business organization. Ethical and legal implications protecting Racial Diversity in Japan Legal and ethical implications have since been made to ensure that racial diversity is protected in the Japan business organizations cultures. The NIH has since been asked to continue aging women from all ethnic and racial groups to involve themselves into the business researches, and substantial participation in all the business organizations in the country and assume even the dominant position in these offices. The commission of the HIH that is the study of the institutional and attitudinal barriers to involve the poor, ethnic and racial groups and women to take part In their research to help in eradicating such barriers and protect the racial diversity. (Kemper, 2014) Various regulations have since been implemented in Japan where it is an offense to victimize, harass or discriminate any person in the business organization, a member of any organization staff or visitors inside the country due to their culture or race. Any form of discrimination is strictly prohibited whether it is associated, actual or perceived. Policies have since been developed that regards any person present in any organization, to be part of its success and therefore should not in any way be harassed. Japan has found that racial diversity has had a great significance to the business growth which has forced the nation to integrate its organization systems to fit it other people from different races. (Zhou, 2016) Techniques to ensuring inclusive work culture RACIAL DIVERSITY IN JAPAN 5 One method is by defining the goals and creating a realistic vision or written inclusive, dynamic culture. Next is enlisting the whole team of leadership and identifying the fellow champions through displaying either in actions or words. It allows them to put into their list of visions. Supporting the leadership team’s work is essential in ensuring that they too feel connected to the entire business progress. They may be asked questions like what factors made that work that they wake up for each day. In case they were their direct report, which thing would they need to wake up each day? If they were an hourly employee like others, what factors would facilitate they're coming to work and wanting to be successful? Which elements have been having held them back into that particular feeling? What would be the manager’s comment? And what would be the claim of their hourly employees? Their responses should then be compared from the assessment data of the organization and weigh how much they apprehend the perspective and needs of the hourly employees and their managers. (Church et al., 2014) The other way is holding individuals liable for the people they employ so that they are responsible for their sick and better performance. Marketing an individual’s own culture so that it infuses to the organization needs and requirements are also another technique of ensuring inclusive work culture. Some issues that arose during the process of assessment should be identified, and necessary actions are taken. Developing the method of communication will make employees believe that their feedback is well understood and at the same time appraising their progress. The relationship between the critical issues and the manager’s actions alongside inclusive work culture development and implementations should be consistently made. Lastly, the employees need to understand the business and personal benefits of the inclusive culture implementation. Some employees may not like the organization and may be holding its progress RACIAL DIVERSITY IN JAPAN 6 back. Such employees should be freely released since they may find somewhere that they work better. (Hollifield et al., 2014) Conclusion Business organizations with a diverse workforce have attracted many talents from people of distinct races which in return have seen its success. Industries that have utilized entirely different workers with distinct personalities and backgrounds can manage a bigger range of customers as compared to those companies that only rely on employees from the same ethnic and racial group. It may be difficult to find a customer with good knowledge about racial diversity, participating in a business activity that only involves one race of which is not his or her race. Having different ethnic employees is not only good for the business itself but also to the employee’s relationship. These employees learn new things from each other each day and are motivated from the beginning to the end of the business operation. Racial diversity in the business also enhances Employee's creativity as they learn new ideas, and skills from other ethnic groups alongside their culture. Japan’s culture, for instance, was against change but due to the economic competency and business drawback, they were forced to employ racial diversity that despite the culture challenges has dramatically improved its growth economically. RACIAL DIVERSITY IN JAPAN 7 References Andrews, R., & Ashworth, R. (2015). Representation and inclusion in public organizations: Evidence from the UK civil service. Public Administration Review, 75(2), 279-288. Church, A. H., Rotolo, C. T., Shull, A. C., & Tuller, M. D. (2014). Inclusive organization development. Diversity at work: The practice of inclusion, 33, 260-295. Hollifield, J., Martin, P. L., & Orrenius, P. (Eds.). (2014). Controlling immigration: A global perspective. Stanford University Press. Kemper, L. E., Bader, A. K., & Froese, F. J. (2016). Diversity management in ageing societies: A comparative study of Germany and Japan. management revue, 29-49. Yamada, M. (2014). The role of English teaching in modern Japan: Diversity and multiculturalism through English language education in a globalized era. Routledge. Zhou, B. (2016). Lean principles, practices, and impacts: a study on small and medium-sized enterprises (SMEs). Annals of Operations Research, 241(1-2), 457-474. 1 MOD 1 COURSE PROJECT Module 01 Course Project Report to CEO Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on November 17, 2018, for Professor Yulanda Harris GEB4220-02 - Online. 2 MOD 1 COURSE PROJECT Racial Diversity Introduction/Executive Summary In today’s workplace, it is important to have a diverse workforce in order to strengthen the organizational adaptability, achieve competitive advantage and reduce legal risks. Adopting a racial diversity is one great way of gaining workplace diversity to have a heterogeneous workforce in respect to physical, cultural and social qualities. Racial diversity in the workplace is ...
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Globalization and Diversity




Hofstede’s cultural dimensions talks about how people from different cultures interact
with each other through a framework known as cross-cultural communication. Individuals
belonging to different cultures have the capacity to pass information through the six cultural
dimensions. People from different cultural backgrounds communicate in both similar and
different ways as they interact among themselves. Hofstede’s cultural dimensions as well
involves the manner in which people appreciate others culture across the world. In addition,
Hofstede’s cultural dimensions in depth describe the effects of a society's culture and how it
affects the values of its members. As well, it describes how these values relate to behavior, using
a structure derived from factor analysis to explain how communication from different cultures
happens in a neutral angle. Hofstede’s cultural dimensions was introduced by Gerard Hendrik
who is known to be a social psychologist and a former International Business Machine
Corporation (IBM) employee as well as acknowledged individual in field of cross-cultural
groups and organizations.Hofstede’s cultural dimensions are mastery on how communication
across different cultures can be achieved. Hofstede’s cultural dimensions include; indulgence
versus self-restraint, ind...

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