The paper "Managing a Multi-Cultural Workforce in Hospitality Industry" is a good example of a management case study. Globalization has led to vital impacts on managing the workforce in the hospitality industry. The modern hospitality industry has been undergoing internationalization and globalization (Yu, 1999). The industry has expanded globally, which have led to people from a different background working in the same environment. Differences between people cultures and behaviors are referred to as diversity (Lee & Chon, 2000). A culturally diverse workforce has been a major issue in managing a multinational hospitality industry (Clarke & Chen, 2007).
As the industry expands its operation in different countries, it is forced to utilize labor force from different nationalities from home countries. The management is faced with issues on how to manage the workforce fairly irrespective of their culture (Baum, 2006). Another issue is how to maximize performance from a culturally diverse workforce. Lastly, the management looks for the ways in which they can enable the workforce to work together as a team for a common goal irrespective of their cultural background (Baum, 2006).
Successfully managing a diverse workforce has become a challenge. This report looks at a multinational hotel based in New York and challenges for managing some of the company staff in Dubai and how to overcome them. 2.0 Challenges As a manager, managing a multicultural workforce has been a major challenge. U.S culture is very different from U. A.E culture. The beliefs and practices of the two countries differ to a great extent. This means that employees working in Dubai are in a very different culture as compared to their counterparts in New York.
The culture difference is a major issue due to beliefs, morals, laws and customs (Lee & Chon, 2000). The way people function and communicate with each other is different in every culture. As a manager who has been more exposed to western culture, motivators for employees in Dubai differ from those for employees in western countries (Benesh, 2008). The management has to come up with a motivational program that is based on a new culture which is a challenge. 2.1 Cultural distance and variability Culture distance is a challenge that is brought by the gap between cultures in different countries.
The greater the cultural gap is, the higher the possibility of conflict. As a manager, culture difference is one aspect that has to be measured (Brotherton, 2003). This gives the extent to which the two cultures differ. Through the culture diversity index, it is possible to come up with the culture gap. Another challenge in managing a diverse workforce is the cultural variability. The hospitality industry experiences, culture infusion more often. There are numerous cultural differences between different nations (Lee & Chon, 2000) 2.2 Language differences Language differences due to different cultural background lead to communication difficulties (Madera, 2011).
Poor understanding of language is a major hindrance when managing a multicultural workforce in the hospitality industry. The employees who have difficulty in understanding English will have a problem communicating to a USA based organisation. As a manager, it is important to ensure that all employees have the ability to communicate with each other freely and also understanding of English as the main business language (Madera, 2011). An employee in Dubai may face difficulties in communicating with a Native American if they are not able to share a common language.
This is an issue that the hospitality industry faces as they engage in multinational operations (Benesh, 2008).