The paper 'Cultural Diversity and Communication - Harbor Inn Hotel " is an outstanding example of a management case study. The Harbor Inn Hotel faces a number of issues that have been discussed below. The two cases of David and Susan points to key issues that are relevant to management in the tourism and hospitality industry and also relevant to HRM and people management at the organizational level. The paper discusses these issues and makes recommendations to the management of the Harbour Inn Hotel. Issues present Cultural diversity and communication Communication is the relay of ideas and messages from point A to point B in an effective and timely manner such that the intended influence and response is obtained from the target.
This is an important aspect of running organizations and businesses. The larger the organization is, the more they need for effective communication. In order to ensure efficiency, organizations draft channels of communication which more than not follow the organization structure and flow of authority. By introducing the term “ cross-cultural” to communication implies that there is a difference between the manner of communication where the actors share a common culture and the manner of communication where the actors have different cultural backgrounds.
Shafer, Vieregge and Choi (2005) claim that managerial communication in organizations is greatly influenced by cultural background and hence the need to be aware of the needs of efficient communication. Testa (2007) indicates that cultural similarity between subordinates and managers influences perception and attitude towards leadership. In this age of globalization, labour mobility and diversity in the workplace, managers and organizations, in general, need to be more conscious of the diverse communication needs that are brought in by different cultural backgrounds and diversity in the workplace.
Cross-cultural communication is faced with potential barriers that are related to verbal and non-verbal methods of relaying meanings that may or may not be shared with the origin of the participants. Poor communication structure. Organizations have to establish structures that provide a guideline on how information and managerial decisions get to move across all levels and departments. Most organizations in Australia prefer downward communication where communication flows from the higher hierarchies of management to the lower ones.
In the due process, some may fail to consider the necessity of upward communication where lower levels of employees can voice their concerns. In the current case, David, who works in the rooms division, says that communication between subordinates and supervisors is minimal. This denies the subordinates an opportunity to express their views and any communication from above is usually in the form of reprimands. Therefore, firms should develop protocols for communication. This eases the managerial tensions and creates cohesion and better understanding (Kusluvan et al. 2009). Different perceptions of leadership and authority.
These differences in perception of leadership and authority within an organization on cultural lines are often ignored by managers creating misunderstanding and conflict. Clark, Hartline and Jones (2009) argue that memos and emails circulated by managers to his subordinates attract different levels of attention from all employees not based on their position but rather their cultural orientation. Human resource development Harbour Inn lacks an active Human resource development agenda. From the case, the issue of human resource development is captured by the plight of Susan. She was promised to be fully trained on the job but the current training program is moving on very slowly.
In her views, she expects to be trained on the job to improve her output and efficiency at her position. Hinkin and Tracey (2010) note that Human resource development (HRD) is an integral part of management among major top companies which actively contributes to their success. HRD is the arm of management deals with the people factor in an organization. It differs from human resource management in the fact that it gives weight to advancing what is already there while HRM simply implies running what is there.
The scope and depth of HRD vary as presented by different authors. Clark, Hartline and Jones (2009) say that HRD incorporates advancing the performance and skills of the people (e. g. suppliers and other stakeholders) and not their employees only.
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