The paper 'Utility Analysis for Decisions in Human Resource Management' is a wonderful example of a Management Essay. With the concept of globalization continuously rising, various industries nowadays are adapting to the idea of having cultural diversity in the workplace. As organizations are becoming a little less competitive as the globalization becomes the trend, the majority of the team-management came up with a viable alternative in organizational development. Team playing and/or working is an idea, which has penetrated most businesses during the ’ 90s (Mattson, 1998). Groups and teams are powerful ways to organize people around each corporate performance goals (Katzenbach et al. , 1993).
Each organizational member’ s contribution will never match the combined performance in a real team. Usually, the need to form a team arises from the need either to get things done more efficiently, using lesser time and effort (Mattson, 1998). And with this, the idea of a cross-cultural team sprouted up. Studies and researches were done to understand whether it would be of competitive advantage for a certain company if there are team members from different cultural backgrounds and how such differences can be understood and will not pose any problem for the company. This paper is aimed at analyzing if there really is a real advantage in integrating a strategy of diversity management into HR policy and practice.
Specifically, this is aimed at: 1.Analyzing the concept of cultural diversity 2.Understanding how cultural diversity is achieved and maintained by both the HR department and the management 3.Classifying the best possible approaches that leaders of a culturally diverse company should do so as to maintain the competitive advantage of the company Cultural Diversity With the continuing movement of the economy – may it be a decline or growth – every business and company are using every possible means to keep the company at a stable end.
Every organization must have the capability to adapt to the movement of the market and the ever-changing needs of the customers. However, an organization can only do this if the people – the very members of the workforce – are working smoothly as a team. Moreover, now that diversity in the workforce is seen as an advantage rather than a problem, management has been seeking every possible means to maintain the competitiveness of each and every member of the workforce, thereby benefiting the company at the end (Becker, 1964). Diversity in the workplace has taken on a new face today.
Nowadays, workplace diversity is no longer just about the issue of anti-discrimination compliance. Leveraging workplace diversity is increasingly seen as a vital strategic resource for the competitive advantage of the people and of the business. More companies are linking workplace diversity to their strategic goals and objectives. Because of this, the human resource department (HRD) plays a key role in diversity management and leadership to create and empower an organizational culture that fosters a respectful, inclusive, knowledge-based environment where each employee has the opportunity to learn, grow and meaningfully contribute to the organization's success (Jayne and Dipboye, 2004). Organizations intending to introduce multiculturalism in their workforce have two avenues of guidance.
Organizations can base their structures on multicultural pedagogy and team management theory to help them prepare for an increasingly diverse workforce. Companies can benefit from academic studies, which have already provided an outline of difficulty.
Pedagogical methodologies facilitate the re-conception of the relationship between the self and the 'other', and active participation in the learning process. On the other hand, the industry's team management theory, which recommends participatory structures over hierarchical structures, offers methods for eradicating barriers and fostering unity. In a multicultural setting, collective decision-making is more desirable than individual actions. It emphasizes the importance of cooperation and team goals (Hambrick et. al, 1998).
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