The paper "Diversity Is a Must-Have for Companies as a Strategy to Businesses" is an outstanding example of business coursework. Multinational Companies (MNCs) are big organisations that have subsidiaries in different parts of the globe. These organisations traverse diverse demography and cultural areas. Such organisations must embrace the concept of diversity in their managerial approach to improving their strategic approach to doing business in the areas of operation (PwC Saratoga, 2011; Harter et al. 2010). Diversity involves taking every member of the working force onboard in MNCs irrespective of their culture and other difference that may occur (Brewster et al. , 2004).
From an MNCs’ s perspective, there are different aspects of diversity, with each playing a critical role. The management plays a critical role in entrenching diverse in the system. The MNCs are a good example of organisations that must embrace diversity in their organisational structure. These organisations employ most of their staff from a different cultural background (because the top manager may come from their headquarters) hence the need for considering diversity. For that reason, diversity is a critical component for the survival of organisations (e. g.
MNCs). The essay will assess the importance of diversity in the workforce, how diversity influences the success of MNCs from the USA operating in the Chinese country. Besides, the paper will present how the MNCs transition to embracing diversity. The cause or stimuli for diversityThe markets have become so diverse that organisations must find diverse approaches to penetrating such markets and satisfy their consumer demands (Makela, et al. , 2011). The MNCs are of particular interest because they have a network of branches that interacts with customers from different cultural backgrounds.
The diversity of employees brings the advantage of different employees from cultures to devise appropriate ways of remaining relevant (Harter et al. 2010; PwC Saratoga, 2010). The global market has become so competitive that organisations must devise novel ways of competing to access certain markets (Makela, et al. , 2011; PwC Saratoga, 2011).
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