The paper 'Managing a Diverse Workforce in India’ s Hotel Industry' is a good example of a Management Case Study. Diversity involves the differences among people in terms of race, sexual orientation, gender, ethnicity, age, disability, and religion (Ö zbilgin & Syed 2010, 75). Diversity in India is common in the area of religion and region of origin. In addition, more women and the physically challenged are joining the workforce, and employees are composed of the young and the old. In India, the workforce in the hotel industry is so diverse. Furthermore, the hospitality industry being a major employer and area of investment attracts many people of different races who want to work or invest in India.
A manager in India’ s hotel industry must have an understanding of cross-cultural management. Managers should also be knowledgeable about Hofstede’ s work on cultural dimensions. This essay seeks to discuss in detail how understanding cross-cultural management and Hofstede’ s work can help a manager in the hospitality industry to manage a diverse workforce in the hotel sector in India. Diversity in India India is known as a country of diversity. It has 28 states with seven union territories and a very complex regional culture.
India is home to the second biggest labor force in the world. Apart from Africa, India is the most diverse geographical region in terms of genetics, language, and culture. The diversity in India is so much that the country has more than 1,652 languages. The diversity in India is also reflected in the hotel sector. It is common to find hotels with people from many different states and languages in India (Ö zbilgin & Syed 2010, 92). Diversity management Management of diversity in the workforce is critical to the success of any company.
When an organization has workers with much diversity, there are always issues arising from the treatment these people receive. The manager is supposed to appear to be treating all the people with fairness regardless of their differences (Sheppardson & Gibson 2011, 21). Otherwise, there can be unhealthy friction and a feeling of discrimination. Such a state of affairs could result in lawsuits and poor organizational performance. Diversity management involves concerns about the majority and the minority.
Both the majority and minority must receive a kind of treatment that does not seem to favor in one particular group. The wide diversity in India requires that a manager be informed about cultural diversity and its management. Such a manager should also be equipped with knowledge of Hofstede’ s findings of cultural dimensions. Since the manager has people under him with diverse cultural origins, managing them such people can be very challenging (Sheppardson & Gibson 2011, 21). Cross-cultural management If the manager fails to understand cross-cultural management then the organization can suffer from high employee turnover, reduced productivity, poor morale, and poor image for the company, costly operations, and the manager may suffer from stress (Ö zbilgin & Syed 2010, 99).
An understanding of cross-cultural management may help the manager to understand people of different cultures, communicate with them well, and interact with them and operate with different cultural calendars. Communication is very important to the manager and therefore he should know how to provide it in an accurate and prompt manner. This is critical when there is a problem in a certain project and people need to know.
For example, people from varied cultures relate to bad news differently. The manager should know this (Ö zbilgin & Syed 2010, 104).
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Brotherton B., 2003. The International Hospitality Industry. Structure, Characteristic and Issues. Butterworth Heinemann
Clarke, A and Chen, W. 2007. International Hospitality Management Concepts and Cases. Butterworth Heinemann
Hofstede G., 2001.Culture’s Consequences: Comparing Values, Behaviours, Institutions and Organizations. Sage
Özbilgin, M., Syed, J. 2010. Managing Cultural Diversity in Asia: A Research Companion. Edward Elgar Publishing.
Sheppardson C and Gibson H. 2011. Leadership and Entrepreneurship in the Hospitality Industry. Goodfellows Publishers ltd. Oxford