Essays on The Effect of Increasing Multicultural Diversity in Australia on Communication within the Workplace Case Study

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The paper 'The Effect of Increasing Multicultural Diversity in Australia on Communication within the Workplace' is a wonderful example of a Management Case Study. Organizations define diversity differently. In human resource terminology, diversity goes beyond race, covering religion, marital status, gender, age, sexual orientation, and auxiliary attributes shaping individuals. Multicultural communication is becoming indispensable in the workplace owing to the forces of globalization (Al-Jenaibi 2011, p. 50). Within, multicultural diverse organizations, communication ought to be effectual in keeping the workplace running efficiently. However, as Shaw (1995, p. 5) emphasizes, multicultural diversity, as numerous Australian businesses portray, has both detrimental and advantageous impacts on communication.

Most organizations in Australia are still struggling with the effects of multicultural diversity in communication owing to the significant levels of immigration to the region (Silk, Boyle, Bright, Bassett, & Nicola 2000, p. 1). Multicultural diversity influences workplace communication in various ways, an aspect that this entry endeavors at discussing comprehensively. Negative impacts of multicultural diversity on communication Intercultural conflict Taboo topics, spiritual biases, social and political issues, and nuances emerging from life experiences do differ among cultures. Consequently, workers find it a challenge to establish a common communicating ground.

Accordingly, diverse cultures devise different conflict management styles that are consistent with their cultures, an aspect that may result in tensions and probable conflicts. For example, consider an employee from a culture that perceives argument as an essential and constructive part who tries to solve an issue with an employee from a culture that perceives argument as deeply offensive. In such a scenario, major problems are likely to arise during the communication process, leading to intercultural conflict. Communication barrier An organizational behavior aspect that is allied to workforce multicultural diversity is the aspect of communication barrier.

Cultural, perceptual, and language barriers ought to prevail over for diversity programs to flourish. The communication barrier is highly linked to workforce diversity because an increase in diversity within the workplace tends to result in poor communication. Ineffectual communication of principal objectives leads to low morale, confusion, and ineffective teamwork. Culturally heterogeneous teams usually experience higher process loss owing to barriers in communication. Cultural diversity augments conflict, ambiguity, confusion, and complexity of communication, setting higher challenges for both organizational members and leaders.

The culturally diverse assemblages of people within the workplace exhibit reduced levels of cohesion and integration, which inhibits effectual communication. As a result, there emerges a lack of or poor communal mental models, thus inhibiting understanding among team members. Reduced accurateness in communication Multicultural diversity in the workplace leads to reduced accurateness in communication, translation problems, and slower speech. People from diverse cultures may lack understanding, misinterpret information, resulting in an overall communication problem. Moreover, multicultural diversity may lead to false assumptions, language barriers, misconceptions, stereotyping, anxiety, and non-verbal misunderstanding.

Accordingly, cultural diversity is highly linked to communication failure, which in turn leads to mutual misunderstanding. When an organization builds a workforce with workers from diverse cultures and nations, there results in an increase in the proportion of communication filters as well as language barriers that affect both external and internal communication processes. Heterogeneous work cultures generally find communication easier as employees are not required to work incredibly hard to overcome culture and language issues. In some instances, larger organizations tend to hire diversity trainers and interpreters to aid employees in working through communication challenges arising from diversity.

References

Al-Jenaibi, B 2011, ‘Workplace diversity in the United Arab Emirates’, Journal of

Communication and Culture, vol. 1, no. 2, pp. 49-81.

Australian Multicultural Foundation 2010, ‘Managing cultural diversity: training program

resource manual’, Sydney, Robert Bean Foundation.

Durant, A, & Shepherd, I 2009, ‘Culture and communication in intercultural communication’,

European Journal of English Studies, vol. 13, no. 2, pp. 147-162.

Gratton, L, & Erikson, T 2007 ‘Eight ways to build collaborative teams’ Harvard Business

Review, vol. 85, no. 11, pp. 100-109.

Shachaf, P 2008, ‘Cultural diversity and information and communication technology on global

virtual teams: an exploratory study’, Information and Management, vol. 45, no. 2, pp. 131-142.

Shaw, J 1995, ‘Cultural diversity at work: utilizing a unique Australian resource’, Sydney,

Business and Professional Publishing.

Silk, C, Boyle, R, Bright, A, Bassett, M & Nicola, R 2000, ‘The case of cultural diversity in

defense’, Melbourne, The Defense Equity Organization.

Stuart, B, Sarow, M, & Stuart, L 2007 ‘Integrated business communication: in a global

marketplace’, Sydney, John Wiley & Sons.

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