INTRODUCTION

Globalization is a current trend having a great impact on the hospitality and tourism
industry (Reisinger, 2009). Accordingly, people from diverse backgrounds work together which
help an organization differentiate itself in the industry. Diversity helps in bringing new
perspectives and innovative ideas to execute events and has many advantages if managed
successfully. However, with diversity, there is an increase in the number of conflicts in the
organization, particularly the hospitality and tourism industry, which has great dimensions with
cultural diversity.

The workplace environment is constantly changing and cross cultural management is a

key concern for leaders. Companies have encountered questions like: How to increase fairness
for employees from diverse backgrounds? How to maximize the contribution of each employee
in a culturally diverse workforce? How to make all the employees work harmoniously together to
reach a common organization goal? (Gong, 2008) To answer these problems, companies must
make efficient efforts to address the issue of cross cultural management of the mobile workforce
in international locations and mixed backgrounds of a workforce in a single location (Day, 2007).
Diversity can be a problem but it is also the solution for any organization to have an edge in the
industry through effective management. The challenge is to extract the very essence of diversity
and use it to benefit the business (Dike, 2013)

During the era of globalization people from different walks of life, be it businessmen,
entrepreneurs or employees belonging to different cultures and communities coming together
and interacting with each other and also are being supported by the best backup of technology
possible. Hence it is imperative for the companies, nations (governments) and individuals to
abide by the tolerance, sensitivity and respect rule towards every culture. The stakeholders and
external environment factors do influence the same. (Caganova et al., 2010)

Globalization has made the business environment so complicated that corporate

success is always at risk. Service encounters in the intercultural scenario concentrates on
delivering a certain set service standard so as to maintain the customer’s loyalty along with a
competitive advantage in the market. If people, who think in different ways are able to act
together then survival in any given situation is possible. (Sophonsiri & O’Mahoy, 2012)

Nowadays, the world has become a global village; the capability to communicate
effectively, efficiently and cross-culturally is highly important and it cannot be underestimated.
It’s very important for a future professional to understand how to manage cross-cultural
expectations effectively.

Tourism is a service industry where visitors from different nationalities and cultures come
into contact with host cultures. It is imperative, as the international market grows, to understand
the influence of national cultures on their consumers in order to best serve and compete for a
share of those diverse markets. As the tourism industry becomes more culturally diverse, future
tourism and hospitality managers should understand their customers from different cultural
backgrounds.

The impact of culture will be examined in all its forms and dimensions, as it has a
significant impact on tourism policy, planning, development, management and marketing. Given
that a host country presents itself through many cultural factors such as entertainment, food,
drink, work, dress, architecture, handicrafts, language, religion, education, humor, all forms of

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the arts and hospitality, tourism not only promotes knowledge and understanding among
international travelers, it also builds a favorable image by providing an enjoyable and
comfortable experience that is essential for repeat visitation. Tourism also has become a means
of promoting international cooperation, cultural relations and economic stability. Simply put,
these positive outcomes require diverse cultures to understand and appreciate each other.

COURSE OUTCOMES

The goals of this course are to develop students' knowledge and skills to apply insights,
and practical strategies to sensitively manage the issues and challenges associated with
leading a culturally diverse organization. Students will understand how cultural diversity impacts
on human behavior and learn effective strategies to negotiate and deal with the competing
challenges arising between staff from culturally and linguistically diverse backgrounds. They will
gain ideas for negotiating conflict, be able to identify when conflict has a cultural component,
and develop a sound understanding of how culture impacts on team work and human behavior.

LEARNING OUTCOMES

At the end of this course, students are expected to:

1. discuss the impact of culture on human behavior in the workplace;

2. demonstrate an understanding of issues in human relations as these relate to cultural
diversity;
3. compare and contrast varied cultural frameworks;
4. manage negotiations and conflict in a culturally appropriate and sensitive manner; and
5. utilize a framework to address conflict in a culturally-diverse workplace.

COURSE MATERIALS

Lesson 1 The Concept of Cross-Cultural Diversity Management

Lesson 2 Types of Workplace Diversity
Lesson 3 Cross-cultural Management Role
Lesson 4 Most Important Cross-cultural Barriers
Lesson 5 The Importance of Cross Cultural Management in Projects
Lesson 6 Best Practices for Diversity Management
Lesson 7 Diversity and its Impact on Companies
Lesson 8 Cross-cultural Diversity Skills
Lesson 9 Promoting Gender Equality in the Workplace
Lesson 10 Bridging Language and Cultural Gaps
Lesson 11 Managing Intergenerational Conflict in the Workplace
Lesson 12 Future of Cultural Diversity

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Lesson 1: The Concept of Cross-Cultural Diversity Management

If a framework is created in order to understand the importance of culture while wanting

to expand a business on a global scale a few aspects have to be comprehended. Firstly, the
various “cultural themes” that exist in the given scenario have to be explored. The next one
would be “Communication patterns”, which have to be uniform but also adaptable to all the
cultures. Further on building on “group dynamics” via activities or events, creating a globally
local environment (glocalization) and finally ensuring the appropriate “orientation of time”
(Hummel, 2012).

Companies, in order to internationalize their business incorporate different cultures in the

workforce. Many factors such as the value chain and division of the workforce to suit the culture
have to be applied on a global scale. There is a proven positive correlation between managing
many cultures effectively and getting a competitive advantage in the market along with
achieving organizational effectiveness. In relation to this it is always better to integrate the
global dynamics of the current workforce with the multicultural nature of the market. In order to
gain a competitive advantage there are 5 key aspects that have to be concentrated upon, these
are; Innovation, Creativity, Marketing (creating the image), high productivity standards and
knowledge of the skills of the workforce (Sultana et al., 2013).

The cultural diversity phenomenon in organizations as mentioned before there are

various aspects to managing a multicultural environment, some of the approaches towards this
are:

• Being able to be in support of having a culturally diversified environment and favoring

the multicultural and convert a downfall to an advantage

• Different cultures have different reputations and values, their societal perceptions of
being superior or being on the backend should be kept aside or ignored

• The most important aspect is to keep the multicultural environment within teams or
departments, in tandem with the organization culture as a whole)

• Being able to accept a universal value for culture to maintain uniformity and harmony

• Having management of multicultural diversity as a part of every HR strategy in the

organization (Seymen, 2006).

Some of the widely used methods for managing a diverse cultural environment within the
workplace is via creating and maintaining newer communication pattern as suitable to the
changing cultural mix, giving sufficient time for their personal life (maintain work life balance)
maintaining a diversity training calendar to ensure that everything is according to the plan and
have more team building activities between employees of different cultures. (Alpert, 2013) One
of the root causes which leads to mismanagement of a multicultural environment is being
unable to bridge the gap between the different cultures.

The importance of cross cultural management is seen in international business in

various ways:

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 • Some industries especially those in service sector need a great awareness of various
cultures
• The analysis that goes in towards sensitivity of cultures is very important wherein the
final outcome is for the customer/ audience
• Some functions within the company need greater knowledge of the cultures to function
well
• Certain roles within the company require more tolerance towards multicultural
environments (Swarnlatha & Vasantham, 2014). It has been observed that the type of
business ethics exhibited in a company is a function of the nation’s cultural diversity. This
difference is seen in cultures of western countries like USA (open minded), Japan (rigid) or India
(traditionalist). Apart from the culture, it is also the morals and the values of the individuals
involved that drive ethics.

The implication of the priorities set within the business culture is three fold: on the
employees, the environment and the stakeholders. (Seitz, 2001) The major differences that are
prominent in cross cultures are the communication patterns, the behaviors or attitudes towards
the work or the people and the method of functioning in the company. The concept of cultural
intelligence plays a major role over here which helps in adapting to any given culture in terms of
language, space, interpersonal and intrapersonal relationships (Kawar, 2012).

Workplace Diversity in Tourism and Hospitality

Workplace diversity (WPD) signifies the variances between people working for an
organization (Amaliyah, 2015). This can also denotes the wealth of differences amongst
individuals and their beliefs about they label themselves as well as how others characterize
them in that company (People Scout, 2018). The concept explains the physical, sociological or
psychological trais that describe an individual or group. These traits typically comprise
demographics such as gender, ethnicity, education, socioeconomic background and also the
individual's sexual alignment, geographic location, religious or political beliefs (Dhuppar,2015).
However, diversity in the workplace goes further than the recruitment, representation or favored
treatment of people with particular birth characteristics in an company. The authors pronounce
WPD is the development whereby employers obtain probable talent or current employees with
equal opportunities to prosper notwithstanding of race, ethnicity or any other differentiating
factors (Patrick and Kumar, 2012).

Merchant (n.d) describes workplace diversity in tourism and hospitality. Globalization

has enhanced the diversity experienced in the hospitality and tourism industry because of its
multicultural nature. Tourism involves the movement of people from their usual surroundings to
places of interest either within the country or across international borders for leisure, business,
fun or adventure. Hospitality, on the other hand, involves providing services such as travel,
accommodation and entertainment to meet the needs of tourists. Hospitality and tourism aims at
optimizing the experience of tourists in cultural environments that differ from those of their home
countries or regions. Workplace diversity in hospitality and tourism is therefore a key factor in
facilitating cultural exchange on a global level.

Hospitality and tourism present a unique opportunity to understand new cultural

experiences for both employees and the tourists. It is important for the personnel to understand
and appreciate different cultures to enhance the nature of their interactions with tourists of
different cultures, religions, races, creeds, colors, ages, genders and sexual orientations. It is for
this reason that businesses plying their trade in this industry must endeavor to train their
personnel to appreciate and accommodate people from diverse backgrounds around the world.

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As such, workplace diversity not only facilitates easy understanding of different cultural, social
and economic perspectives but also enhances the delivery of satisfactory services through
communication and observation.

The workforce composition in the hospitality and tourism establishments is definitely vast
and diverse. Indeed, it is necessary to employ people from all walks of life and nationalities so
as to nurture workplace diversity that portends positive influence and enhanced productivity in
the hospitality and tourism industry. Workplace diversity also enables businesses in the
hospitality and tourism industry to nurture and portray a positive image of inclusive equal
employment opportunities for all without regard to race, gender or nationality.

Workplace diversity in the hospitality and tourism industry is enhanced through visions
that promote equal employment opportunity to cater for the different nationalities in the market.
The industry gets to appreciate the world's socio-cultural and economic differences through the
recruitment of people of diverse backgrounds. As such, businesses in this industry need to
establish organizational policies that not only discourage discrimination but also encourage
intercultural activities such as cultural educational programs and forums. Businesses also
should employ organizational structure that comprise of people from different regions and races
and spread key appointments to qualified staff from across the board.

Culture

Globalization has brought cultures to interact, making country borders diminish along
with the need for cultural awareness among managers and professionals (Birukou, Blanzieri,
Giorgini, & Giunchiliga, 2013). There is no uniform definition of culture and it can be difficult to
define what it is. Scholars have tried to define culture and it is explained in different ways. To
understand the concept of culture, some scholars’ definitions will be presented. An early
definition was made by Mead (2002, pp. 17-19) in the late 1930s where she identifies culture as
all traditional behaviors practiced by a group of people that is learned by generations. Hofstede
(2001, pp. 1-2) define culture as a mental program that differentiates a group of people from
another. People are connected to their close by society through this mental program and it helps
people identify who they are and where they belong. Trompenaars and Hampden-Turner (2000)
identifies that culture has several layers where values and norms are one of them. Norms are
unspoken mutual rules among a group of people and describe how people would normally act in
different situations. Values are the definition of good and bad relevant to ideals shared by
people belonging to the same group and describe how people strive to behave. Axelrod (1997)
concluded his research about culture by seeing a common thread used by scholars that culture
is a set of features. These features can be ideas, norms, beliefs, knowledge, behavior, etc.
Even though culture is not universally defined, the presented definitions have a common
understanding that culture subsets of something shared and learned by people. However, the
content of the culture depends on diverse definitions.

Trompenaars’ Time Orientation

In cultures with a sequential view on time, people tend to prefer events to happen in
order. Time is seen as linear sequential events continuously passing (Trompenaars, 1993, p.
110). This means that the events must happen in the right order and without anything that could
disturb or surprise, even if it could make it more efficient. In sequential time societies it is seen
to be extremely rude to be late, even if it is only a few minutes. Planning, punctuality and to
follow schedules is usually valued highly. Time is connected to money and people can get
bothered if their schedule is not followed properly. However, if the culture has a more

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synchronous view on time, it is seen as a repetitive feature (Trompenaars, 1993, p. 111).
People usually work on more than one project at a time and view commitments and plans as
flexible. It is allowed to not follow a schedule properly and people can be flexible in how to
approach their work (Trompenaars, 1993, p. 112).

The Iceberg Metaphor

The Iceberg metaphor for culture shows a cruise ship sailing close to the iceberg for a
look at this foreign territory. Part of the iceberg is immediately visible; part of it emerges and
submerges with the tides, and its foundations go deep beneath the surface.

Above water line:

Aspects of culture that are explicit, visible, taught. This includes written explanations, as
well as those thousands of skills and information conveyed through formal lessons, such as
manners or computing long division or baking bread. Also above water are the tangible aspects:
from the "cultural markers" tourists seek out such as French bread or Guatemalan weaving, to
the conformity in how people dress, the way they pronounce the letter "R", how they season
their food, the way they expect and office to be furnished.

At the water line:

The transition zone is where the cultural observer has to be more alert: "now you see it
now you don't", the area where implicit understandings become talked about, explained--
mystical experiences are codified into a creed; the area where official explanations and
teachings become irrational, contradictory, inexplicable--where theology becomes faith.

Below the water line:

"Hidden" culture: the habits, assumptions, understandings, values, judgments ... that we
know but do not or cannot articulate. Usually these aspects are not taught directly. Think about
mealtime, for example, and the order you eat foods at dinner: Do you end with dessert? With a
pickle? With tea? Nuts and cheese? Just have one course with no concluding dish? Or, in these
modern times, do you dispense with a sit-down meal altogether? Or consider how you know if
someone is treating you in a friendly manner: do they shake hands? keep a respectful distance
with downcast eyes? leap up and hug you? address you by your full name? These sorts of daily
rules are learned by osmosis -- you may know what tastes "right" or when you're treated "right",
but because these judgments are under-the-waterline, it usually doesn't occur to you to question
or explain those feelings.

The Hofstede Model

In order to get a competitive edge in the market, it is important to understand the varied
frames of cultures along with the existing work related attitudes. Hofstede has given the various
cultural dimensions of a nation to be considered which are as follows:

• Being individualist or a collectivist;

• Maintaining a Power distance,
• Tolerating uncertainty and
• Masculine or feminine
• Long term and short term orientation

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 • Indulgence and restraint

Hence a few aspects that could form the base for strategies to manage these differences
are knowledge of the culture, respect towards the culture and ignoring or minimizing the
differences. (Kundu, 2001) There is interdependence between the aggregation levels of an
individual and the above mentioned dimensions of the culture. Hence it is seen that at an
individual level, where values and morals influence the overall culture, there could be a
prevalent differences in value.

There is interdependence between the aggregation levels of an individual and the above
mentioned dimensions of the culture. Hence it is seen that at an individual level, where values
and morals influence the overall culture, there could be prevalent differences in value.

 Power distance: Solving the issue of rising inequalities because of diverse cultures
 Uncertainty avoidance: Not knowing what is in store for the future leading to an
increasing level of stress
 Individualism and Collectivism: The attempt to integrate individual skills with teams or
smaller primary groups
 Masculinity and femininity: Roles, challenges, perceptions and expectations based on
the gender
 Long term and short term orientation: Focus of the employees related to their future,
present of past performance and careers
 Indulgence and restraint: The basic requirement of a human being who desires to lead a
life full of enjoyment (Hofstede, 2011)

Lesson 2: Types of Workplace Diversity

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 Culture directs how people behave as an underlying factor. The result of practices,
values, traditions, or beliefs of employees based on race, age, ethnicity, religion, or gender
forms cultural diversity.

As economic globalization thrives, so does cultural diversity. The contemporary

workforce consists of people of varied genders, ages, ethnicities, religions, and nationalities.
Employers have affirmed that workforce diversity offers both material and intangible
advantages. Employers need to communicate their commitment to addressing the challenges of
a diverse workforce to derive cultural diversity benefits. Employers must recognize their
employees’ diversity to minimize workplace issues, like self-consciousness and hostility.

Types of diversity

Diversity in the workforce refers to specific groups of people who have typically
experienced discrimination. To help these employees overcome barriers at work, many
companies have created diversity and inclusion programs.

 Physical Abilities and Disabilities - Hiring individuals with varying disabilities and
experiences to assist them in making a more diverse and inclusive environment, but build
unique perspectives and ideas to help your company reach a broader market of customers
and clients.

 Mental health - Employee wellness is becoming a significant trend in the HR space, but
mental health is often left behind of the conversation. Without the support and resources to
use and receive neurological differences are to be recognized and respected as any other
human variation. These differences can include Dyspraxia, Dyslexia, Attention Deficit
Hyperactivity Disorder, Dyscalculia, Autistic Spectrum, Tourette Syndrome, and others."
There may be specific stereotypes and stigmas around neurodiverse individuals; research
has examined that some situations, like autism and dyslexia, promotes an individual's ability
to analyze patterns, recognize information, and excel in math — all essential skills for any
job.

 Behavior and Ethodiversity - Everyone has their unique mannerism and behavior patterns
they acquire in their lives. Such behaviors are outcomes of an individual's upbringing, family,
friends, culture, etc., and they can be interpreted in different ways. This is an essential
aspect of diversity. While a behavior may appear conventional to you or someone else, it
may seem rude, odd or inappropriate. For example, when you are on the elevator, and your
colleague doesn't start a conversation with you. That doesn't necessarily mean they are
rude, and it may be uncomfortable or uncommon for them to communicate in such close.
Short encounters Behavioral diversity or biodiversity can be highly particular and sensitive
amongst individuals. It's relevant to remember that behavior as a result of a person's unique
experiences is something that feels odd, rude, or unfitting, try politely asking them about
why they do what they do instead of reacting negatively or being judgmental.

 Personality and Thought Style - Taking a variety of different personalities and thought-styles
into a workplace can cause both stressful scenarios and genius creativity. To shun the
former, companies decide hiring for culture fit, which consequently halts the latter. Instead,
companies should hire for culture add to gather diverse personalities that work well together
and challenge one another's ideas and thoughts. It isn't easy to appreciate a person's
personality and thought-style by their resume or even interview. 22% of companies ask job

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 candidates and employees to accomplish personality tests. It helps companies understand
their strengths, weaknesses, and gaps and build a company culture that supports extroverts,
introverts, and everyone in-between. While several companies express their team's vast
'diversity of thought,' it shouldn't be the only measure by which your team is gauging its
diversity.

 Cultural Background - Some factors have different cultures, like traditional food, language,
religion, and customs. The United States alone has several varying cultures within each
region, state, and even town. While many people enjoy learning about other cultures for
short periods, it's an entirely different experience to work with individuals daily who originate
from different cultures. Cultural differences can produce a wealth of learning opportunities
and some complex issues and barriers among unfamiliar or uncomfortable people with one
another's distinct cultures. For example, cheek kisses are reasonably common in French
culture. If there is a colleague or candidate who performs such behavior, they may
recognize a cheek kiss as a friendly hello, while you may see that entirely inappropriate at
work. Above everything, it's essential to be aware of your team about diverse cultures and
celebrate the differences. Creating a culture that promotes open communication will help
employees explore each other's cultural differences without creating a hostile work
environment.

 Geographical location plays a significant part in the culture, language, education, social
roles, socioeconomic status, beliefs, and ideologies that accustom a person. An individual
living in a particular area, doesn't mean they've always lived there. It's essential to know
your candidates' and colleagues' rich history to better understand their unique experiences
in life before working with you.

 Language, Linguistics, and Accents - Reports from the United States Census Bureau found
that at least 350 languages are spoken in Americans' homes. Unlike most countries, and
contrary to common belief, the United States does not have a standard language. However,
language, linguistics, and accents can serve a significant in an individual's ability to get a
job. For job hunters, if a job description or recruitment materials are expressed in a single
language like English, it may be challenging for them to apply for the job or pass an
interview process. While it is challenging for any organization to convert all of their
recruitment materials into 350+ languages, it can be useful to provide a few additional
translations for familiar languages in your community and workplace. Consider utilizing an
online translation facility or in-person interpreter for roles that don't compel individuals to be
familiar in a language. Accents indicate the various ways individuals pronounce certain
words within a language. Such differences result in accent bias or perception, where people
judge or discriminate against an individual's intelligence and abilities only by the way they
pronounce certain words. Individuals may also have an affinity for people who have the
same accent on their own. Recognizing different accent biases will help you and your team
recognize your own biases and challenge them when meeting people from different
language backgrounds.

 Ethnicity - Ethnicity is different from race, which covers in an upcoming section. Rather than
biological factors, ethnicity is achieved from learned behaviors. Ethnicity is linked with
culture, history, nationality, heritage, dress, customs, language, ancestry and geographical
background. Familiar examples of ethnicity include: Hispanic or Latinx, Irish, Jewish, or
Cambodian.

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 Race - Race race is biologically determined. Examples of the race are White, Black or
African American American, Indian or Alaska Native, Asian, Native Hawaiian or Other
Pacific Islander. Nadra Kareem Nittle indicates an excellent example of race versus
ethnicity for Thought Co., stating that, "RaceRace and ethnicity can coincide. For example, a
Japanese-American would probably acknowledge herself as a member of the Japanese or
Asian race. Still, if she doesn't engage in any practices or customs of her ancestors, she
might not identify with the ethnicity, instead of considering herself an American."

 Citizenship Status - In 1986, the Immigration Reform and Control Act (IRCA) was approved,
making it illegal for employers to categorize against candidates and employees when
screening, referring, hiring, or firing individuals because of their citizenship or immigration
status. Even with such laws in practice, citizenship status alone can serve a significant role
in foreign-born workers' ability to get jobs or defy previous stereotypes regarding immigrants
and citizenship status. In 2017, immigrants composed of 13.6% of the U.S. population. Of
those immigrants, 77% were legal immigrants, 27% lawful permanent residents, 23%
unauthorized immigrants, and 5% were temporary lawful residents. Gaining citizenship is
undoubtedly a challenging feat, and for those that do, the vast majority participate in the
American workforce. Foreign-born individuals had a significantly lower unemployment rate at
3.5% in 2018, compared to native-born citizens at 4%.

 Age - At any given time, there are several generations employed in the workforce. Each
generation has its distinct differences defined by the period people were born and the
different social, political, and economic modifications that happened during their growth. In
the workforce, such differences can cause difficulties for individuals in different generations.
These issues can bring an unconscious bias known as ageism. Ageism in the workplace is
described as the tendency to have adverse feelings about another person. Stereotypes of
different generations influence to this bias, such as baby boomers are seen as workaholics;
Generation Xers are risk-takers; millennials care about meaningful work, and now
Generation Zers ghost employers and seek job security. These stereotypes can cause
employers and colleagues to agree that skills gaps and life milestones (like having children
or retiring) may influence certain age groups from excelling at their company. While ageism
can affect any workforce member, 58% of workers observe age bias when people reach
their 50s. However, people under 25 years old are 2x less likely to experience age
discrimination.

 Family and Upbringing - Family, has a crucial influence on a person's upbringing and
provides support throughout an individual's life. Some families are biologically affiliated;
others are selected. Regardless of what an individual's family situation is, an employer must
understand that everyone has obligations outside of work. Offering perks and benefits like
such as family medical leave, flexible work hours, child and elder care benefits will help
employees foster close relationships with their family, thus enhancing their work-life balance
and satisfaction.

 Ideologies are the beliefs that an individual, group, or culture has about various aspects of
life. Most people have unique economic, political, and religious ideologies influenced by the
people in their family upbringing, geographical areas, and education. Ideologies have a part
in how often and comfortable employees give their opinions with colleagues. Widely varying
beliefs may make individuals more careful to initiate a conversation with a colleague if they
realize it could lead to a heated argument.

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 Morals reflect an individual's beliefs for pleasant thoughts and behaviors. Morals reflect an
individual's upbringing, family, life experiences, income, ideologies, cultural background,
citizenship status, privilege, personalities, socioeconomic status, social roles, and societal,
religious, political, and universal beliefs.

 Most organizations seek individuals who share the same personal morals, values, and
ethics to align with their primary values. For employers, shared morals can affect how a
company prioritizes its work and the impact it creates on the industry, local community, and
the world as a whole.

 Social roles are concepts that are influenced by specific demographics of an individual, such
as age, behavior, gender, and culture. A typical example is the gender roles of individuals
when their sex is identified and has unique notions that vary by culture. Stereotypes are
often linked with social roles held about a particular demographic. They can affect an
individual's ability to move into specific professional duties, industries, and confront barriers
that are recognized between men and women with the Glass Ceiling. It is essential to
become acutely aware of social roles and stereotypes unique to your culture, community,
industry, and workplace for employers to genuinely support equal opportunity and diversity.
The team can help break down barriers and open opportunities for people regardless of their
accepted social roles by accepting a diverse employee base in the recruitment materials.
This company proved that just that when they launched a recruitment campaign about
women truckers to attract more female candidates.

 Gender Identity - Gender roles are social concepts that differ by cultures and individuals at
birth according to their biological sex. Once children are assigned their gender, they are
more or less differentiated into male or female gender binaries
, which indicate a widespread belief that there is a spectrum of identities that may or may
not match to the individual's sex assigned at birth. A few collective non-binary gender
identities include: non-binary, transgender, gender-transition, genderqueer, gender fluid, and
demi gender. There are also ungender identities that exist, such as agender, non-gendered,
genderless, and gender-free, defined by the individual and how they appreciate and expect
others to recognize themself. It's essential to keep in mind that individuals may be identified
differently from how they recognize their identity. It is courteous to ask for people's preferred
pronouns and share their own.

 Gender expression, which may differ from an individual's sex or gender identity. It refers to
the external look of an individual's gender identity, expressed through clothing, hair,
makeup, voice, behavior, mannerisms, interests, and preferred pronouns. It's essential to
ask for their preferred pronouns.

 Sex - Unlike gender identity and gender expression, sex is biological and genetic
differences between males and females. More particularly, women are born with two X
chromosomes, and men are born with only one X and the Y chromosome. Ordinarily, once a
child has their gender based on biological sex, they are more-or-less segregated into either
the male or female gender binaries. Contrary to popular belief, the biology of sex, similar to
gender, has a spectrum of differences that cannot be classified merely as man and woman.
Some people born with a combination of sex characteristics and reproductive organs are
classified on the genetic sex spectrum called intersex.
 Sexual orientation also varies from gender identity, gender expression, and biological sex.
The Human Rights Campaign describes sexual orientation as "an inherent or immutable

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 enduring emotional, romantic or sexual attraction to other people." Prevailing sexual
placements compose of heterosexual, gay, lesbian, bisexual, asexual, pansexual, and
questioning. Not less than half of U.S. states have existing laws that protect employees
from discrimination according to sexual orientation and gender identity. Still, it doesn't mean
employers can't create a diverse and inclusive workplace by:

1. Educating team about various gender identity terms

2. Confirming with gender candidates about their gender pronouns
3. Creating an employee resource group to support LGBTQIA + employees
4. Utilizing executive bonuses to promote diversity goals
5. Learning about prevailing issues and laws related to LGBTQIA
6. Implementing unintentional bias training but also learning about some of the critiques of
unconscious bias training.

 Education depends significantly by location, school, and teacher, and can be seriously
influenced by national, state and district laws and requirements that no single individual will
have the same education. High-level education can be costly and unattainable for a
significant part of the American population. For higher-level jobs (or even entry-level jobs),
post-high school degrees are often mandatory. The Bureau of Labor Statistics in 2015
reported that the significant relationship between the level of education and unemployment
rate as being startling.


Several companies do not expect candidates to complete a Bachelor's or Master's degree to

qualify for a role, but instead focus on experiences, hard and soft skills. Similarly, removing
education requirements allows candidates with more diverse, non-traditional backgrounds to
apply.

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 Income plays a significant role in every individual's life, starting from the day they are born
and throughout their upbringing, professional career, and retirement. Compensation can be
influenced by geographical location, taxes, family, education, skills, and socioeconomic
origins. Unconscious biases about an individual's age, gender, gender identity and
expression, sexual orientation, race, ethnicity, and privilege can also shape their income.

 Socioeconomic status (SES) is the gauge and categorization of people based on their
education, income, and occupation. It is also a reliable indicator of privilege and the
opportunities and resources an individual can excel at school and work. Additionally, SES is
reported to significantly influence one's mental health, physical health, stress, performance,
and performance both in the work area and in life. To assist candidates and employees of
all SES, it's essential to deliberately create and allocate recruitment materials that extend to
individuals of varying SES. Employers ensure to provide adequate salaries, benefits, and
resources to help individuals who are impacted by their own SES.

 Life experiences cover all of the unique work, education, military, private and public
occurrences an individual undergoes throughout their life that contribute to who they are,
how they view the world, and how they interact with others.

 Privilege includes social power that can be inhibited or compounded. It covers a person's
sex, gender identity, race, ethnicity, religion, age, citizenship status, socioeconomic status,
social role, cultural background, and disability status. It also influences a person's ability to
acquire certain levels and quality of education, jobs, higher income, and opportunities
throughout life. Employers must give an individual's privilege and the opportunities they
may or may not have avail because of their demographics.

 Marital Status - Marriage is a significant aspect of life for many people. However, getting
married, divorced, separated, or becoming widowed can modify an individual's concept,
geographical origin, salary, parental status, family, citizenship status, socioeconomic
condition, privilege, family, and even behaviors. Like gender bias, marital status bias can
prevent highly qualified individuals from getting a job or excelling in their careers. And while
there are national laws prohibiting employers from discerning against a person's gender,
sex, and sexual orientation. Marital status can especially influence an individual in the
workplace if their partner also works in the same place. Some companies have an anti-
nepotism policy to prevent a family member from working on the same team or in a
hierarchy to one another.

 Parental Status - While parental status can affect mothers and fathers, pregnant women,
working mothers, and women of childbearing age confront a motherhood
penalty or protective wall. Stereotypes about a woman's role and needing time off after
childbirth and childcare often put women at a challenge in their careers than to men and
fathers. Female candidates are also more usually probed questions during an interview
about their parental plans and responsibilities. Despite being discriminated against parents
and pregnant people is illegal, inquiring about a job seeker’s parental status technically isn’t
illegal.  Like working mothers, 54% of women with a young child leave their job because
they need to look after their child. For individuals who take a big chunk of time off to fulfill
caregiving needs, it can be complicated to explain the gaps in their resume and find
employers willing to support them as they reenter their careers.

13
 Employers can assist working parents by limiting unintentional judgments against them.
Privileges like flexible work hours, childcare facilities, parental holidays, and adoption
support lessen the challenges that working parents con and keep top employees in its
workforce.

 Military Experience - Military veterans contribute a wealth of skills, knowledge, and

experience, making them exceptional contributions to any position or company. However,
many employers are not knowledgeable about military culture, experiences, or common
military language, which may make it difficult to understand the value such individuals can
bring to a company. There are several resources available to help employers better
understand how military skills are relevant to a specific role, such as this military skills
translator and this skills matcher.

 Criminal Background - The individuals in their prime working-age find it challenging to get a
company that will accept them with a criminal background. However, some states provide
incentives by offering tax breaks for companies that acquire candidates with felony
sentences. Other states permit employers to require criminal history on job applications,
prolonging concerns of social judgments. Starting from Obama's Fair Chance Business
Pledge (2016) to Trump’s First Step Act (2018), politicians have made efforts to assist jailed
individuals. However, employers decide whether or not they will consider an individual's
past prevent them from excelling in a rewarding career in the future.

 Political Beliefs - There are many different views on how, when, and if politics should be
permitted in the workplace. Some consider discussions as a great way to link with and
engage in stimulating conversations that can be unrelated to work. However, when
colleagues have radically varied political affiliations and views, controversy can start, making
the workplace uncomfortable and awful. Bringing politics into the workplace can result in
issues around political affiliation discrimination. However, there is no national law that
prevents employers from discriminating against a candidate or employee due to their
political affiliation; a few states do. All that being said, it can be complicated to reduce all
traces of politics from the workplace, starting from their resume and personal interests.
Political diversity is also crucial for offering unique ideas, morals, and beliefs to the
workplace and fostering a truly diverse and inclusive workplace.

 Religious and Spiritual Beliefs - Whether or not people discuss their religious affiliations at
work, it's essential to create a workplace that understands and accepts individual's concepts
different from one another. Employers can do this by giving floating holidays to take time
off for religious holidays and celebrations when they need it. It's also relevant to respect
individuals who use religious clothing and guarantee they are treated appropriately and
equally by their colleagues. Depending on the office and building layout, the employer can
consider creating a private religious and spiritual practice space. Employees have a space
to stay during the day, and don't have to leave work or disrupt colleagues.

 Work Experiences - There's no doubt that every single workplace is different. Every
company has a distinct mission, core values, policies, culture, and benefits, which vary by
region, industry, size, and employer. Each time an employee gets into a new role, industry,
or company, they carry their previous work experiences and skills. It's often beneficial for
employers to get talent with diverse work experience, even hiring out-of-market candidates.
Such experiences can aid teams to understand different aspects of the industries better or
reach new customer markets.

14
 Skillset is a less obvious type of diversity, but it is incredibly beneficial to the recruitment
procedure. Based on their professional history, candidates acquire a particular skill set that
serves as strengths and benefits for business and culture. Assess the individual skills —
emotional intelligence, leadership abilities, and the like — to build a positive culture that
allows employees to excel. Though some skills are innate, others are acquired. In the
workplace, employers focus on the skills that directly apply to one's specific role. Yet, there
are several other skills an individual picks up on through their interests and experiences that
make them excellent with their job. If these are honed and encouraged, employees bring
them to work and will surely excel in innovation and creativity.

Source: Retrieved 15 August 2020 https://www.quora.com/Is-public-speaking-a-hard-or-soft-skill

Ten crucial soft skills that a future hospitality and tourism manager should possess.

1. Customer service
Employees and managers must succeed in satisfying and even delighting customers. Excellent
customer service skills meet the customer's needs and deliver a positive customer service
experience.

15
2. Networking skills
One of the critical skills required in the hospitality industry is to be able to network effectively.
Unlike many other business sectors, networking in this field is not about job-hopping; it is an
approach to encourage repeat business from clientele. Having a loyal clientele who are
interested in returning to the hotel/restaurant/tour will, in the long run, also enhance one's
career. It's also essential that customers are returning because of the relationship cultivated
with them. Adopting a language that employers like to hear, such as 'client relationship
management' and 'guest relations' during job interviews, can enhance their chances of being
accepted.

3. Communication skills
Excellent communication skills are highly valued in most industries, and the higher up one gets
in the hierarchy, the more critical they become. Each day, the hospitality and tourism business
can involve contacts with people of various backgrounds, ages, nationalities, and
temperaments. Thus, it is essential to communicate that represents the business while also
conversing with customers in a manner that they can appreciate and relate to.

4. Flexibility skills
Unlike other professions, hospitality and tourism jobs often demand that employees work odd
hours like nights and weekends. It is also necessary to switch quickly from one task to next as
the situation may develop. Thus, flexibility is an essential trait to excel in the hospitality and
tourism sector.

5. Organizational skills
Organizational skills are at a high value in the hospitality and tourism trade. With the need to
multi-task and respond to spur-of-the-moment requests, it is necessary to maintain an
organizational structure to accomplish daily tasks efficiently. One piece of advice: plan each
day, maintain a checklist of things that need to be accomplished to develop strong time
management skills.

6. Language skills
Language skills are advantageous skills in the hospitality field as they increase one's standing
as an employee. Speaking clients' language establishes a more intimate relationship with them,
thus promoting customer satisfaction and loyalty.

7. Commitment
It may sound corny to mention this one. Still, it can be noted that many young people start in the
hospitality field with enthusiastic views, but don't recognize how demanding the work is and
consequently get bored quickly. If they did not recognize that their job is to keep clients happy
no matter the cost, individuals would never advance beyond entry-level jobs.

8. Can-do attitude
Hospitality professionals must be prepared to accept challenges in the workplace, no matter
how difficult the task may appear. Resolving a problematic situation for an employer boosts

16
 one's chances of getting a pay rise and a promotion. Overlapping enthusiasm for one's job,
instead of being sour, will enhance both customers and employers' esteem.

9. Multi-tasking skills
Fulfilling multiple roles in a hospitality or tourism enterprise is a way for employees to render
themselves indispensable. It's essential to be able to juggle different tasks simultaneously while
completing each task assigned. Thus the ability to multi-task may be one of the essential skills
in this industry. Students can have a head start developing their ability to multi-task by working
and pursuing their studies at the same time.

10. Cultural awareness

Hospitality and tourism establishments are more likely than most to deal with customers
of various nationalities and cultural backgrounds. The ability to be culturally educated and get
past one's cultural norms is essential to developing a successful career in this industry. Typically
customers will not always demonstrate the same values, belief systems, and perceptions, so it's
essential to avoid cultural barriers. Cultural awareness is a relevant social skill that will help
customers feel comfortable and at home. The goal is to satisfy their needs and wants to turn
them into repeat customers. Workers use an array of skills to execute their assigned
jobs and duties. Most of which are into two categories: hard skills or soft skills.
Employers often evaluate these skill sets of job candidates as a component of their
recruitment process. Candidates who do not possess the necessary hard or soft
skills for the job will struggle to find employment.

Hard skills are particularly transferable skills of workers that traditionally

provide worth to businesses for whom they work. Hard skills include a college
degree, computer typing competency, programming, point of sale (POS) skills, and
food handling and preparation. Hard skills are often acquired, or learned, outside of
the workplace. A person seeking an administrative job, for example, may get a
computer typing course for a better position upon application or future promotion.

In comparison, soft skills are more generalized skills that are subjective and
difficult to measure. They typically consist of personality-based skills that affect a
worker's ability to interact with customers, clients, and coworkers. Examples of soft
skills include teamwork, customer service, leadership, the ability to perform under
pressure, patience, time management, and problem-solving.

CareerBuilder's study indicates the two five most critical soft skills employers
look for when recruiting workers are:

 Strong work ethic

 Dependability
 Positive attitude
 Motivation
 Teamwork

The soft skills and hard skills are both essential in the modern-day workplace.
According to a survey of more than 2,000 HR professionals, 77 percent believe that
soft skills are as necessary as hard skills, and 16 percent believe they are even more

17
critical.

Specific Examples of Soft Skills and Hard Skills on a Resume

 
 (2) Worked with a team and (1) communicated daily with a marketing team of 15 people.
Prepared annual research presentations and academic reports.
 Organized team meetings for a project that contributed to revenue for (3) eCommerce
clients 15%.
 Took part to a customer site that (3) won a 2017 Shopify Ecommerce Design Award.
 (2) Worked with 30 projects to create images and (4) layouts for online content

List of Soft Skills

 
Soft Skills
Leadership Decision Making
Communication Listening
Collaboration/Teamwork Coordination
Time Management Active Learning
Interpersonal Skills Perceptiveness
Good Attitude Detail-Oriented
Strong Work Ethic Persuasion
Problem Solving Customer Service
Flexibility/Adaptability Psychology
Organization Dependability
Self Confidence Compassion
Self Motivated Judgment
Honesty Ethical
Critical Thinking Physically Fit

Rios et al. (2020) identify the succeeding Critical 21st Skills for Workplace Success.

1. Collaboration "Create collaborative relationships with colleagues and customers; be able to

work with diverse teams, negotiate and manage conflicts" (Casner-Lotto & Barrington, 2006,
p.16)
2. Problem-solving Demonstrating the ability to apply critical thinking skills to solve problems
by generating, evaluating, and implementing solutions (Burrus et al., 2017)
3. Communication skills “Effectively communicate multiple types of messages across multiple
forms and varying audiences” (Markle et al., 2013, p. 13)
4. Critical thinking "Exercise smart reasoning and analytical thinking; use knowledge, facts,
and data to solve workplace problems" (Casner-Lotto & Barrington, 2006, p. 16)
5. Oral communication “Articulate thoughts, ideas clearly and effectively” (Casner-Lotto &
Barrington, 2006, p. 16)
6. Written communication “Write memos, letters, and complex technical reports clearly and
effectively” (Casner-Lotto & Barrington, 2006, p. 16)
7. Ethics “Demonstrate integrity and ethical behavior; act responsibly with the interests of the
larger community in mind” (Casner-Lotto & Barrington, 2006, p. 16)
8. Cultural sensitivity "Ability to adjust from and work collaboratively with individuals
representing diverse cultures, races, ages, gender, religions, lifestyles, and viewpoints"
(Casner-Lotto & Barrington, 2006, p. 16)
9. Adaptability The ability to respond effectively to feedback (Pellegrino & Hilton, 2012)

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10. Creativity “The ability to generate new ideas, novel integration of existing ideas, and
application of new ideas in a real-world setting” (Markle et al., 2013, p. 13)
11. Continuous learning Ability to acquire new knowledge and skills (Casner-Lotto & Barrington,
2006)
12. Self-direction Demonstrating the ability and flexibility to learn on the job and prepare for a
future challenge (De Fruyt et al., 2015)
13. Time management The efficient use of time and management of workload (Binkley et al.,
2012)
14. Professionalism “Demonstrate personal accountability and employing effective work habits”
(Casner-Lotto & Barrington, 2006, p. 16)
15. Service orientation An inclination to be courteous and helpful in dealing with customers
(National Research Council, 2011)
16. Leadership Plan, cultivate, and inspire the success of employees internal to the organization
(Burrus & Robert, 2017)
17. Social intelligence "Ability to connect to others deeply and directly, to sense and stimulate
reactions and desired interactions" (Burrus et al., 2017, p. 271)

The Changing Demographic

The increasing diversity suggest several benefits of a heterogeneous workforce—such

as the ability to market to an array of prospective market segments, capitalizing on essential
workforce strengths. A diverse employee base (in terms of sales and manufacturing) can
advocate product enhancements that respect cultural differences. Maybelline’s “Shades of You”
makeup, sold and promoted to women of color, projected the company as a major player in the
ethnic cosmetics brand choices (Robinson & Dechant, 1997). In a similar manner, Loreal’s
“True Texture” makeup line was the creation of diverse work team perspectives that
manufactures a product specifically designed to women of color, who style effortlessly frizzy hair
(Forbes Insights, 2011). Unsurprisingly, diversity’s influence the bottom line can be intense.
Herring (2009) found significant relationships between levels of racial and gender diversity and

19
sales, such that for every one-unit increase in racial diversity, organizational sales similarly
increased by approximately 9%; and for every one-unit increase in gender diversity,
organizational sales increased by approximately 3%. Additionally, workforce diversity promotes
heterogeneity in thought and perspectives, which transform increased creativity and product
innovations. The Fostering Innovation Through a Diverse Workforce Survey (Forbes
Insights, 2011) described that companies with 10 billion in revenues annually, 56% of
executives measured compared greater diversity with heightened innovation.

An inclusionary atmosphere can reassure employee relationships. Forbes Insights

(2011) disclosed that huge companies (e.g., AT&T) have permitted for conception of employee
groups that emphasize on minority issues, and nurture organizational learning. Similarly, Avon
has created Associate Resource Groups, which include The Asian Network, Black Professionals
Association (BPA), AHORA Latino Network, PRIDE Network (Lesbian, Gay, Bisexual,
Transgender), and Avon Women’s Empowerment, all to foster cultural awareness and
commitment among workers and to recognize particular group concerns (Avon, N.D). Diversity
has been associated with increased return on equity with regard to diverse boards of directors
(Barta, Kleiner, & Neumann, 2012), and enhanced business performance (Heskett, 2015). Cox
and Blake (1991) recommend that organizational diversity can assist companies on a wide
range of measures, including talent procurement, marketing to diverse communities, enriched
creativity and problem solving, and organizational reply time, whereas racial diversity has been
positively linked with individual employee efficiency (Richard, 2000).

The Challenge of Diversity Implementation

Inviting and holding the best individuals from a varied employee pool may be difficult,
particularly for companies that have fostered an exclusionary culture. In 2016 alone, 91,503
discrimination charges were filed with the Equal Employment Opportunity Commission
(EEOC, N.D.). Cox (1991) suggests that firms dwell in a diversity management scale, with (a)
massive companies upholding white male privilege, both operationally and in terms of in-house
culture; (b) plural firms hiring “window dressing” consisting of little diversity ingenuities
(designed to amaze outside communities), with no real obligation to improving either culture or

20
practice; and (c) multicultural organizations, which have mended their strategies to conform to a
perfect assurance to inclusion as a primary value. But even when firms honestly struggle to
place diversity, their ingenuities may not succeed—as in the major structuralist training
approach (Nemetz & Christensen, 1996), in which majority employees are responsible for
consecutive misbehaviors, and participants fought against one another (Bader, 2007). Dobbin
and Kalev (2015) claim that the inspiring nature of some diversity training programs makes
accidental problems for managers (who may later hit back against minority employees when
resolving on promotions) and for employees, once hidden stereotypic designs are proclaimed.
Diversity programs (if controlled poorly) may be alleged as efforts to dominate individuals, as
contrary to make workplace rationality.

Diversity training’s “flavor of the month” nature advocates it is an trivial creativity, one
that can be easily stopped in times of economic threat (Gilbert & Ivancevich, 2000). Miscarried
diversity programs may also cause when few personalities in the organizational driver’s seat do
the lion’s share of policy creation—with minimum input from those they are trying to support.
Most futile efforts lie merely on the employment of minority employees—but not in evolving
practices to absorb them in a significant way once they arrive (Medina, 2014). Outcomes of
carelessess to diversity can be devastating, especially in terms of the “revolving door” pattern.
Minority employees may be persuaded and flattered in a challenged to meet the numbers, but
they may experience an unfriendly work situation that prevents job permanence (Diversity
InEd, 2014). Merely helping in diverse workers will do little to expand demographic
heterogeneity.

Despite expression that advocates that diversity inclusion is suitable for business, the
business evidence for keeping talented minority individuals looks inadequate. Although women
compose 20% of engineering graduates, 40% of them never practice a career in that field, or
abandon the profession totally (Silbey, 2016). Inadequate turnover spread can lead not only
from more tangible factors (such as lack of access to highly prominent mentors, insufficient
compensation for parallel work, or career stagnation), but also from a more primary aspect of
work culture that influences individuals’ self-perception: that of bullying and uncivil treatment,
aimed more at women than men, and at racial minorities in greater numbers than whites. A
2014 survey by the Workplace Bullying Institute (Namie, 2014) showed that 69% of offenders
are men, and that the majority of those (57%) prospect women. Only 10% of men surveyed
disclosed facing bullying from women. Hispanics, Asian-Americans, and African-Americans all
disclosed more extent of bullying than their white counterparts, with Asian-Americans most likely
to accuse employers for permitting emotional exploitation to happen. The Workplace Bullying
2014 study also reported that the common bullies (56%) are bosses.

Statistical judgment (which occurs when visible group characteristics are replaced for
information from personal interaction) may lead in the “token” effect, where minority workers are
presented in minimum numbers to fulfill with organizational directives. Homogeneity creates
homogeneity, with the visible group in upper management—who are mostly white males
(Zweigenhaft, 2013)— doing the selection, retention, and recruitment pronouncements, with a
unequal impact on individuals who hold less political influence. Cortina, Kabat-Farr, Leskinen,
Huerta, and Magley(2013), in their study of discriminatory impoliteness (a type of modern
discrimination precisely aiming women and racial minorities), disclosed that women were on the
receiving end of more discourtesy than men, racial minorities reported greater impoliteness than
whites, and race interacted with gender such that African-American women reported a greater
degree of unfriendly behavior than either African-American men or whites of either gender.
Modern discourtesy is described by micro-inequities, which are difficult to identify as coming
from either racial or gender resentment and, cannot definitively be linked with demography. In

21
the entire three experiments of Cortina et al. (2013), assessing discourtesy as evidenced by
“workplace barbs” was significantly linked with a purpose to leave, and was one of the strongest
indicators of turnover intentions. Portrayals of inequity in A Tale of “O” (Kanter & Stein, 1980)
insinuate that minority groups are scientifically identified for uncourteous treatment.

Turnover and absenteeism, rough working settings, and time tapped from the bottom
line are results of a culture where unfriendly acts are accepted and/or stimulated. Unaware
biases result (Gender Advisory Council, 2008) when organizations endorse those who look
related to prevailing managers, and specifically, when few minority members are in positions to
employ. Relatedly, Clayton (2010) notes that benefits from diversity may not be automatically
helpful. Results from a pool of 10,000 respondents indicate that “devastating behaviors” (e.g.,
bullying and acts of incivility) resulted in individuals (the majority of whom felt that race, gender,
age, religion, and sexual orientation were primary poor treatment at work) employing less than
full optional effort. PricewaterhouseCoopers (PwC) explains the expense of exchanging a
worker (in terms of training, disoriented corporate knowledge, and administrative expenditures)
can extend to three times their compensations (Churchman & Thompson, 2008).

Culture—The Achilles’ Heel

A firm’s culture is replicated in extents of policy and accountability, which can be either
welcoming or unfriendly. Problematic workplaces have supervisors who are impatient, and in
which employee occupation is short-lived (Gilbert, Carr-Ruffino, Ivancevich, &
Konopaske, 2012). In a stressful workplace (one in which discrimination is endured), loyalty to
the organization may actually be a willful practice of organizational assurance—a type of
humiliated silence in which those who disagree—but who see few options for exit—simply keep
their mouths shut to avoid adverse outcomes (Gilbert, 2011). A shared reaction from women to
uncourteous treatment may be “silencing [them]selves, making [them]selves dumb”
(Rothleder, 1992, p. 176). Inoperative work cultures may thrive despite the benefits that a
diverse workforce offers. A McKinsey analysis (Hunt, Layton, & Prince, 2015) disclosed that
firms in the top 25% (in terms of ethnic and racial minority representation) were 35% more likely
to get above median industry financial yields. Similar scopes for gender diversity representation
followed in a 15% likelihood of industry returns that topped median earnings.

Acceptance (and in the worst case scenario, encouragement) of office bullying is the
impulse for a extensive range of poor behaviors, results of which extremely prospect
underrepresented workplace people. Bullying behavior (and its associated lack of self-
consciousness) is displayed in environments that have little if any consents for its occurrence.
In A Tale of “O” (Kanter & Stein, 1980), those in the prevailing group (the “Xs”) made rules
governing the “Os,” who were anticipated to perform as supporters of X issues—to the point of
ignoring fellow Os who failed to toe the X company line. The corresponding work outcome is
that not only may minority employees be deprived of managerial support, but they may be
alienated from their peers who, as a endurance approach, side with X workers. Within minority
groups careless, corrupt bosses who develop factions can also create inequality.

Contrary to plain phenotype, diversity is a set of characteristics that forms our

experiences and ensuing self-concept. In his groundbreaking book Black Like Me, Griffin (1961)
accounts his six-week flight as a white man “passing” as black in the Deep South, and the rush
of hate-filled judgment that went along his makeover. The ensuing biculturalism in the black
community has been labeled as code switching—or the obligation that blacks feel to alter their
patterns of look, expression, and conduct so that they are in comparison with white expectations
(Cross, Smith, & Payne, 2002). Over time, they may even appear with the assumption they

22
have done something to warrant the exploitation (Stanley, 2015). Pyke (2010) describes
assumed racism as the fascination and recognition of racist dogma propagated by white society,
causing a type of self-hatred that is evident in the ridicule of one’s own race. One indicator
occurs in East Indian society, where success, beauty, and status are linked with a more
“European” appearance. Similarly, a lighter-skinned black, mocking at the darker individuals of
his own race while speaking to Griffin remarked, “I hate us” (Stanley, 2015, p. 17). Straddling
two cultures while experiencing belongingness from neither produces what W.E.B. DuBois
described as “twoness” or “double consciousness.”

Hipolito-Delgado (2010) reports that in their struggles to enculturate with typical society
in the United States, Chicanas/os and Latinas/os develop adverse viewpoints regarding people
of their own race and skin type, views that can finally assume their identity development
(Hipolito-Delgado, 2007). Similarly, Ragins, Townsend, and Mattis (1998) found that successful
female executives had to exhibit job competence and project confidence, while being alert not
to outshine senior men (or appear too presumptuous) in asserting their own anxieties. Some
interviewees provided the following suggestions: “Don’t be too smart; don’t be assertive… Do
not disagree and be correct (kiss of death!)” (Ragins et al., 1998, p. 30). On a sharing level,
minority employees may experience it challenging to express themselves (at work) due to
negative previous handling, and/or suspected sheltering of “rebellious” viewpoints. Lower self-
concept, retreat, and stillness then control in assemblies that could benefit from their
viewpoints.

“Quiescent silence” may be a fusing theme among minority groups. In a study of

Latino/Hispanics and Asian Americans, Kong (2016) reported that mild distrust facilitated the
relationship between alleged ethnic bias and outcome dealings, such that some involved in the
self-preservative workplace behaviors of abandonment and weakened voice. In a typical
workplace scenario, voice refers to practical efforts to express oneself, typically linked with high
self-esteem and affirmative self-concept. The author defines “nonclinical mild paranoia,” as
enriched self-consciousness regarding ethnic identity and potential pressures of abuse. Thus,
those who feel they will be penalized for showing realistic viewpoints will deny them in
environments they perceive as aggressive. Voice may even be transformed into secret data
collecting missions on fellow “Os”— those minority workers who are considered crowd rousers
for workplace equity. In response to cognitive disagreement (and as a survival technique), Os
may subsequently consider X values (as the concept of stereotype threat predicts), behaving as
one of the best arms against individuals of their own race/gender/ethnicity/identity group.
Consistently, Stauffer and Buckley (2005) reported that both black and white supervisors
indicated an inclination to white employees on performance dealings.

A space of depiction within firms, particularly at managerial levels, causes in minority

workers engaging in esteem toward majority employees, showing behaviors that are pleasing to
company heads (Ely, 1994). Paradoxically, “… when females perceived high levels of
acceptance for workplace discourtesy, they lowered their work withdrawal behaviour” (Loi, Loh,
& Hine, 2015, p. 169), suggesting that due to social burdens and past socialization, women who
have a high tolerance for workplace impoliteness adjust to uncivil cultures by overcoming their
reactive actions.

If the benefits of including and keeping diversity have been investigated and validated,
then why do conditions continue that lessen the selection (Bertrand & Mullainathan, 2004),
mentoring (Bielby, 2008; Constantine, Smith, Redington, & Owens, 2008), ratings (Stauffer &
Buckley, 2005), and retention (Settles, Buchanan, & Yap, 2010; Wilson, 2005) of minority
employees? The Center for American Progress emphasized that greater employee renewal

23
rates are outcome of workplace policies that promote either evident or concealed discrimination
(Kerby & Burns, 2012), such as lack of shared mechanisms or inadequate (or non-existent)
disagreement solution. Despite legal permissions of affirmative action, racial discrimination
remains prevalent with a huge percentage (40–67%) of reviewed minority individuals having at
least one incident of embarrassment linked with their race in a two-year time (Schneider, Hitlan,
& Radhakrishnan, 2000). Moreover, discrimination may provide to more than organizational
toxicity. According to Burns (2012), discriminatory impact may extend to reduced market
contact, employee turnover, and reduced overall worth, leading in toxicity for the bottom line; in
other words toxic inadequacy. A report by Level Playing Field Institute found that 27% of
individuals who were experiencing workplace inequity disclosed they could not give a good
employer approval (Level Playing field Institute, 2007). Buchanan, and Yap (2010) discuss that
racial discrimination happens because of resentment toward minority groups, or the increased
feeling of camaraderie that exists in a homogenous group. Modifying reasoning to value
differences may thus be one of the most dominant mechanisms to minimize workplace partialiity
(Gilbert, 2001; Gilbert & Ivancevich, 2000). “Affirmative action … does not advocate how to
value employee differences and apply them to the organization’s advantage. As a result,
minority employees are compelled to adjust to the work values of the majority group” (Gilbert &
Ivancevich, 2000, pp. 100–101).

Businesses that wish to hold employees and to encourage production (regardless of

whether they advocate diversity management, or simply have a desire to conform with
affirmative action mandates) must address a more basic issue of how individuals at work are
anticipated to act. A climate of doubt, impoliteness, and general dysfunction spreads when
employees notice their workplace is a “free for all” in terms of workplace conduct. Toxic
organizations are described as one with:

1. Internal confusion irritates as a result of unaddressed conflict;

2. Feedback and managerial interaction are one down, as opposed to shared nature;
3. Bullies force groupthink through hostile behavior, explicit pressures, and hidden character
assassination;
4. E-mail is abused as a type of electronic prod that is used unacceptably;
5. Sycophants and managerial favorites are held without the courtesy of a two-way analysis
or negotiation;
6. Discussing employees behind their backs is widespread and stimulated;
7. Gossiping is employed as a procedure of micromanagement and managerial data search;
and
8. Employees are not given the chance to point out on managerial policies, nor are their
perspectives or feedback sought (Gilbert, Carr-Ruffino, Ivancevich, & Konopaske, 2012).

The above arguments advocate that firms should both value and contain diversity.
Walter (2014) explains that diversity is a change of mind, and not simply a redistribution of
policy—which should be incorporated in the very framework of organizational mission
statements, procedures, and practice. Both individual level mistrust (experienced by minority
employees) and bullying behaviors come from the same context—one in which uncivil behavior
is endured, modeled, and/or overlooked. Tertiary diversity characteristics of personality (Lapid-
Bogda, 1998) may thus stem from major ones that describe individuals through appearance
(e.g., race, gender, physical ability, and ethnicity), when the negative, unconcerned, or passive-
aggressive attitudes of employees who see diversity as an invasion are internalized. A
sequence of disrespect, fueled by seemingly gender and race-neutral micro-inequities hurled in
a manner cognizant of the target may be self-preserving. Individuals on the receiving end of
impoliteness are at most not in a position to hit back, because they do not have the same type

24
of consistent support team. Thomas and Ely (1996) claim that companies truly obligated to
cherishing differences (and not to providing entrance to minority groups who are expected to
assimilate) induce sharing in work assembly.

Because minorities are on the receiving end of a unbalanced percentage of bullying

episodes, they might be precisely the individuals who can negotiate civility guidelines that
address gray areas of lousy behavior. Individuals who drift from the main norm not only in
visible traits, but in personality (e.g., introverts, shy individuals, highly sensitive persons, and
employees from cultures that value face saving and reserve) may be particularly prone to
intimidating, rapid fire bullying due to their shyness to react in kind, and as a result of their
delayed processing time when hit by enemy offenses. Diversity inclusion places emphasis on
using employees (other than the dominant coalition) to identify organizational issues, and to
immediately design solutions that constructively impact knowledge arrangements. Firms control
around learning and effectiveness permit differences in a diverse staff to change the company in
unanticipated ways, because they are open to current situation disruption—and to continuous
input rejected from within a non-hierarchical democratic structure (one open to challenging
company dogma and established sacred cows). Managers should then exhibit a “practical
search to understand” from numerous levels of diversity within their firms that lead them to not
simply “ask new questions and to seek out new information, but, more important[ly] … to
analyze prevailing information differently” (Thomas & Ely, 1996, p. 89). Leaders in companies
pledged to valuing and integrating diverse perspectives are mindful that firms may intentionally
(or inadvertently) form their own unique arrays of power and reduction based on recognized
dominance of some groups. Advanced and practical leaders guarantee their organizations stay
safe places for employees to be themselves, rather than pressing them into a culturally
prescribed straight-jacket of “customary” behavior. They are also on the lead of creating “out of
the box solutions.” Stride Rite’s unique method to helping with work/family issues ensued in
education (provided by the elderly) to preschool age children within its intergenerational day
care center. Recognizing that it was exchanging with the “sandwich generation,” the firm
extended its facilities to accommodate both the young and elderly, with the unexpected
advantage of cross-development of care between them (Teltsch, 1990). Work/family
improvement resulted in Stride Rite being the first corporation to provide an onsite day care
center.

The Pygmalion effect advocates that if individuals are considered in ways that make
them feel unsure, degraded, and/or disregarded, their resulting lack of esteem will be visible in
their silence and discretion to contest prevailing player perspectives: “Those judged unworthy of
special attention may act as if those are the genuine conditions” (Gilbert & Ivancevich, 1999, p.
31) causing in a negative, self-reinforcing cycle that merely confirms majority members’
suspicions. Firms that decide not to value diversity may over time become limited, spreading
thoughtlessness to numerous modalities of representation. Friday and Friday (2003) claim that a
major accountability of diversity efforts is that they do not equip individuals with the skill sets to
successfully navigate a multicultural workplace; these include adequate conflict resolution, and
the ability to articulate oneself clearly through conversational give and take. Additionally, many
of these efforts are too limited in scope to ensure lasting change (and they rarely incorporate
periodic reinforcements to effectively cement desired norms). A successful change effort,
according to Friday and Friday (2003) takes stock of the following:

1. Exposure—an individual’s base-line feelings and stance toward diversity;

2. Experience—information culled as a result of organizational change efforts;
3. Knowledge—cultural IQ developed from interaction;

25
4. Understanding—development of a cognitively flexible mindset, which enables reciprocal
sharing among diverse employees;
5. Appreciation—the ability to accurately formulate sociotypes and gauge valuable
contributions from each culture;
6. Respect—sincere acknowledgement of the unique contributions of individuals different
from oneself;
7. Modification of attitudes and behavior—incorporating diversity lessons into one’s
behavioral repertoire; and
8. Healthy interaction within a multicultural workforce.

Change effort mechanisms should be both internal (to assess the existing diversity
climate) and external (to benchmark companies that have progressed to “managing their
diversity”—those with supervisors actively involved in realizing and evaluating diversity
strategies based on feedback). The more that organizations make diversity a part of their
standard operating procedure, the more possibility that it will become recognized practice
(Medina, 2014). Intel’s diversity strategy for example compose of efforts to surge non-traditional
representation in its employee selection, start-up investment, gaming education, and supplier
representation (Hatton, N.D.).

In their case study, Gilbert and Ivancevich (2000) found that a multicultural firm
effectively managed its diversity through CEO initiated “trickle-down” cultural appreciation,
which occurred by (1) appointing a vice president for diversity, and (2) creating “folklore” that
demonstrated the importance of diversity gained from personal experience. Social learning
theory (Bandura, 1977) suggests that observations (particularly of those who possess power)
will shape the viewpoints and resulting behavior of other workers. In firms where managing
diversity is an imperative, CEOs and top-level managers engage in a multipronged change
effort through modifying mission statements, communicating the moral imperative of creating an
inclusive culture, and through follow-up surveys to assess the effectiveness of their efforts.
Gilbert and Ivancevich (2000, p. 93) note: “Greater acceptance of diversity is achieved by using
multiple efforts, constant reinforcement, and broad scale change initiatives.” Absence of a
comprehensive, integrative diversity program can result in tensions among minority groups as
well as between minority and majority partners.

Conversely, firms unsuccessful in their diversity valuation efforts, those that Cox (1991)
terms “monolithic,” and even some of those lodged in the “plural” category, pacify the general
public through superficial diversity programs—cast in annual reports as glossy pictures
encapsulating a bare minimum mindset of “meeting the numbers.” Minority employees in these
companies do not feel like an integral part of the firm. Discontinuity, low priority, displacement of
latent hostility onto employee scapegoats, employee surveys that are little more than hollow
exercises, and intermittency in diversity change efforts (Gilbert & Ivancevich, 1999) do not
promote the deep learning and consequent change that can result from listening to dissimilar
viewpoints. A lack of diversity may be symptomatic of organizational problems residing below
the surface, such as “strong armed behavior” and a lack of civility by those who possess
legitimate power and/or who are connected to powerful players. Apathetic management (or
management that actively sets a poor example) can result in a toxic environment that costs
companies millions. Pearson and Porath (2009) suggest that one bullying incident experienced
by half of a workforce of 10,000 employees in one year can result in over $70 million in
damages (experienced through lost productivity, absenteeism, worrying about the incident,
turnover, etc.). Diversity acceptance is one aspect of expected employee comportment, as well
as an implicit organizational touchstone. Merely reporting diversity numbers does not provide an
accurate representation of reality within corporate walls.

26
Lesson 3: Cross-cultural Management Role

In multicultural environment business enterprises act more complicated that only in

national markets. Concept “cross-cultural” is any of various forms of interactivity between
members of disparate cultural groups; taking into account the interaction between people of
different cultures when making arrangements, mixes between various cultural contributions to
overcome differences that may be an impediment to communication (Thomas, 2008).

Cross-cultural management is applied in enterprises for solving problems rising between

members of organization in internal environment and in external environment. Cross-cultural
management is a new type of management factoring in and tackling cultural differences
between staff in management in general, with a view to improving communication in the
company and in its international exchanges.

The main problems or, in other words, cross-cultural problems of multicultural

enterprises are (Thomas, 2008:

• Standards. In different countries work standards are different.

• Practice. Practical business activity differs among people, enterprises, cultures,

countries.

• Ethics. Implementation of ethical standards in business is difficult and complex.

• Laws. Legal standards are very important.

• Culture. It is as itself complex phenomena, and in business appropriate management of

culture is essential.

• Customs. They are still very important nether less the assimilation sometimes is seen. •
Management system. Management systems differ depending on company size, activity, tasks.
Especially they differ in different countries.

• Socioeconomic system. The state of economic situation of countries directly impacts

enterprises and their activity. Also, the characteristics of social systems in different countries
reflect in business, and special adaptation is needed from employees of different socioeconomic
systems.

Cross-cultural management helps go across these cross-cultural barriers or move them.

Other important role of cross-cultural management is preventive work in multicultural enterprises
avoiding formation of barriers. Culture shapes the context of managerial work, which in turn
influences managerial roles (Thomas, 2008). As globalization increases the amount of
intercultural contact in organizational settings, the inadequacy of our present understanding of
management to explain and predict behavior in these settings becomes more apparent. Global
managers face an environment that is more complex, more dynamic, more uncertain, and more
competitive than ever before. The challenges presented by economic, legal, and political
aspects of the international business environment are formidable. It is the influence of culture on
management that can be most difficult to deal with because culture has a broad influence on
behavior and on other environmental factors and because cultural effects are difficult to
observe.

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Importance of Cross-cultural Ethics

Cross-cultural ethics is a branch of ethics philosophy. Cross-cultural ethics (also known

as moral philosophy) is a branch of philosophy that addresses questions about morality —that
is, concepts such as good and bad, noble and the ignoble, right and wrong, justice, and virtue
solving problems between disparate social groups or members. Social group may be diverse by
nationality, religion, believes, values, and etc

Professional ethics solves various problems rising in special spheres as in medicine, law, also in
business. Business ethics (Vasiljeviene, Jeurissen, 2002; Pruskus, 2005) can play an important
role in economic and society transformations. The process of globalization requires a
company’s prompt response to upcoming technological, organizational and human relations’
changes, in order to succeed in a highly competitive business world. These developments
produce a whole range of new ethical challenges for managers. Managers need to deepen their
knowledge about social, cultural, and moral environment that they are operating in. Here the
knowledge that business ethics provides is a strategic means for optimizing business/
professional activities and achieving more integrated, well-functioning and humane European
and world society.

Now in business ethics the benchmark is universal ethical standards and legal acts,
international humanized norms which could be applied for multicultural enterprises.

Lesson 4: Most Important Cross-cultural Barriers

1. Beliefs and stereotypes. They are so strong in our cultures. They can difficult to change or
forget. Believes and stereotypes are the part of cultural identity. Stereotypes are based on
very limited information about others. That is, we use very basic physical or social evidence
to categorize people and to organize information about them (Taylor, 1981; Thomas, 2008).

2. Verbal language. It is one of the strongest components of cultural identity. Lithuanian

language is very old language and should be valued. It is very important to use actively
native languages in business also. Of course, the need of learning foreign languages is
obvious and necessary.

3. Traditions. They are tightly connected with nationality and native country.

4. Values. They should be cherished and composed in business culture. In multicultural

enterprises strong values can help to appreciate colleagues with different cultural identity.

5. Nonverbal language. Language of body often is much more important than verbal
language. Often happens that verbal language contradicts nonverbal language. Nonverbal
communications convey important messages and are produced more automatically than are
words (Argyle, 1988; Ferraro, 2006; Thomas, 2008).

6. Social rules. They especially differ in different countries because of different governmental
model and different social system, even different attitude to social status.

7. Education. The hospitality and tourism industry is highly globalized due to which students
need to be sensitized to the idea of cultural differences at the workplace (Grobelna, 2015).

28
 To assist the students in becoming qualified managers, educators must impart the
necessary knowledge regarding workplace diversity and its management so that they can
imbibe the necessary skills to avoid any difficult situations at the organization regarding
cross cultural management (Suh et al, 2012). In spite of this, study results have shown that
hospitality management students are quite weak in their knowledge of culture and are not
sufficiently prepared to enter a globalized workforce (Taylor & McArthur, 2009). As such, it is
crucial to develop students’ intercultural competence through well prepared university
hospitality and tourism programs.

8. Communication. Human resource management becomes complex in a labor-intensive

industry like hospitality and tourism (Casado, 2001). A diverse workforce leads to a
heightened level of uncertainty during intercultural encounters. When people with different
nationalities and cultural backgrounds interact, there may be a lack of knowledge in terms of
communication, both verbal and nonverbal. If the organization does not have effective
management practices, such a situation can easily lead to misunderstandings (Lee & Chon,
2000) hindering working relationships and productivity. Conflicts may also arise when
individuals disagree or differ in a given situation. Also, behavior which is acceptable in one
country may be considered disrespectful in another. Managers need to know about all these
cultural differences in their team and guide the employees accordingly so that any situation
leading to discomfort or stress can be avoided.

9. Resistance to Change. The employees of an organization may not accept that the social
and cultural setup of their organization is changing. They do not adhere to the new policies
and procedures by the organization to show their discontent which creates differences at the
workplace. Resistance to change for fear of failure, mistrust and peer pressure inhibits
progress (Dike, 2013). A proactive Downloaded by University of Colorado Boulder At 03:59
02 May 2017 (PT) management system and solutions for training and mentoring employees
becomes highly important as it helps employees understand the importance of workforce
diversity, explore differences, identify similarities and strive for inclusiveness (Devine et al.,
2007).

10. Training. The hospitality and tourism industry can reap benefits of a diverse culture when
employee ignorance in this context is broken down. Employees often feel uncomfortable and
threatened in an unfamiliar situation (Torrington & Hall, 2002). This is where diversity
training can help change people’s mind-sets and attitudes about other cultures (Wood,
2004). A culturally enriched environment can be created only when the local employees are
aware of and understand the needs of multicultural workers (O ’Connell, 2005).
Organizations should focus on programs and sessions which ensure radical inclusion of
employees at all levels which may also improve engagement and retention levels.

Lesson 5: The Importance of Cross Cultural Management in Projects

The era of globalization has not only changed the way projects in modern day corporate
work in terms of density or in variety but in the cultural mix of the team that works in it. A cross
cultural team is on one hand beneficial but the success or failure of projects may be attributed to
the possibility of cultural misconduct. Unless the employees develop a sense of respect,
reconciliation and recognition for each other, success will not be achieved (Anbari & Khilkanova,
2003). Efficient project management will include training and development so as to inculcate
better education towards the new cultures. The training programs are to be customized for them
in terms of whether more importance is to be given to the legal matters or the social norms or
the business etiquettes and so on. (Romanova et al., 2003)

29
The Role of a Leader

Since the role of the leader in a multicultural environment is very important for efficient
management there are a few qualities that are highlighted which are to be the core of these
leaders. Some of them are: uniform communication methods, managing intercultural
competence, high levels of emotional intelligence, social initiative taking ability, having cultural
empathy, and being open minded. (Popescu et al., 2014) We do see that there has always been
a dearth of women in higher leadership positions, especially in the service sector. There has
always been a variation in the expectations that people have from leaders based on their
gender. But this again is a reflection of two things: first being the influence of the nation’s culture
and the second is that of the individual’s perception. Hence efficient cross cultural leadership,
even in the prominence of gender diversity, must be managed very carefully so as to maintain
harmony and business communication pattern within the multicultural mix of employees working
under these leaders. (Snaebjornsson at al., 2015) The age long debate of whether leaders are
born or made holds substance even today because it isn’t enough to be able to lead a team
which is locally under the person. An effective leader should also be able to handle members of
various cultures, keep them in harmony, manage their practices and values and thrive on the
plethora of expertise under him. The presence of sensitivity, adroitness and awareness is, thus,
very important. (Zakaraya, 2013) The interpersonal relationship between leaders and his
followers (managers and employees) has to be very good because this is what defines the
extent to which organizational effectiveness will be achieved. In a multicultural environment,
apart from leading and directing the team, it is also important to work alongside the employees.
Participative training is the most efficient way of making people aware of the diverse cultural
environment they are working in. (Furmańczyk, 2010).

Services Sector and Cross Cultural Management

The service sector is on a steep growth globally and the right understanding of the
relation between HRD and quality is necessary to integrate national and organizational culture.
In case of services industry it is all the more important that while expanding globally the quality
of service be maintained and the host country’s culture be well understood, the failure of which
will lead to a failure of the venture. The companies need to stress upon organizational
development as well as the training and development of employees. (Galperin & Lituchy, 2014)
While the markets are expanding internationally there is an extensive research that happens so
as to analyze the consumer behaviors for similarities and differences across the various
targeted cultures. The behavior should be judged and studied based on the culture and service
requirements and expectations of the consumer. Also, to measure the dimensions of the culture
we need to operationalize the process so as to streamline it. Concepts such as “cultural service
personalities” have been designed based on the conducted researches in the market. (Zhang et
al., 2007) There are various similarities and differences in the way people communicate with
each other depending on their cultural background. But it is very important to have good
standards of communication between managers or with the employees. Any miscommunication
can lead to failure of projects, reduced motivation or even disinterest towards working in such
an environment. (Kvantaliani & Klimina, 2011) In a data presented by the United States
Department of Commerce statistics, approximately 65 million tourists visited the US by the year
2015. To cater to these tourists, about 10 million people are employed within the industry and
out of these 2 million people are serving international tourists. Being a part of a multicultural
environment, as discussed previously, comes with various challenges and one among them is
the adjustment to a new environment. The best way to deal with this is to have the right amount
of preparation given to the people who have to acclimatize to the situation. This preparation

30
mainly includes sufficient training given to them at the right time for the right duration. This could
be held before, after and during the process. Cross cultural training given by experts in the field,
especially by those who have been in the multicultural environment, is the most effective. This
helps them prepare for the new cultural scenario with enough prior knowledge of the mix of
cultures their values, attitudes and beliefs which is the primary requirement to adjustment.
(Cerimagic & Smith, 2011)

Corporate Strategy for Cross Cultural Management

Analyzing the overall organizational behavior forms an essential part of today’s

management of cross cultures. For this the best way is to devise, test and apply models
applicable at all levels of the organization which could be based on identifying variables,
sampling, measuring and applying data analytics based on a multi-level research (Fischer et al.,
2012). The awareness about cultures and diversity that prevails is very necessary among
everyone in terms of languages, ethics, ideologies, values and so on. The differences among
cultures could be within the profession, industry or even the nation. (Dalabhanjan, 2011) The
most important part of setting up or expanding the business internationally is to get the right
team together which will have a diverse set of managers and employees with the right skills put
in place belonging to different entities of the business for efficient decision making. It is also
necessary to have the right mindset to reflect the culture of the organization, though on foreign
grounds there will be a significant change in the attitudes, mindsets and cultures. (Fish, 1999)
The root cause of any cross cultural mismanagement is the inability to adapt to the new culture
due to adjustment issues. Hence, while trying to know about these cultures, the point of view of
the client, manager and the company is to be known. (Fedina, 2014) According to The Global
Hospitality portal, by the year 2022 the industry will see a steady increase of $100 billion US
dollars. With areas such as the Asia Pacific and the Europe seeing occupancy rates of about
69% which is much higher than the Middle- East and African regions, for which many hotels are
being either revamped or newly constructed to give a boost to the industry. While designing the
strategy to have a diverse workforce, certain factors have to be kept in place to get the best fit of
skills with the right mix of culture. These factors are mentoring, hiring, relocation, team building,
commitment, language, communication and training. The desire to have a heterogeneous
workforce which has to be molded into a homogeneous staff is a very difficult task for the HR
manager, but if implemented well will result in success in terms of achieving a competitive
advantage. (Panda, 2010)

Lesson 6: Best Practices for Diversity Management

With the growth of globalization, corporations have realized that they are not only
competing in the domestic market but the global market as well. As such, the challenges faced
by these companies increase for which effective practices need to be adopted by these
organizations for the management of cultural diversity. An organization can fully practice the
complexity of diversity culture change if it has a strategy for the same. To achieve the goal of
work force diversity management, importance should be given to the three major categories:
individual attitudes and behaviors, managerial skills and practices and the organization policies
and values. This helps in setting the guidelines as to how the jobs and people should be
organized and what necessary steps need to be taken for effective culture management across
all levels in the organization. (Gardenswartz & Rowe, 2009).

To begin with, the organization needs to reassess its corporate strategy in regard to
cultural diversity and its management. The leadership and executive teams need to commit

31
themselves to implementing a planned approach and make the necessary changes to manage
workplace diversity (Kreitz, 2007). Considering the issues and challenges of diversity, a SWOT
analysis helps in identifying the gaps that need to be bridged (Friday & Friday, 2003). Also, it
helps in educating the employees and spreading awareness regarding the necessary measures
to be taken to meet set objectives for the corporation.

The Human Resource Department and the management have to recognize the cultural
differences in the workforce and ensure that a strategy is in place to deal with the issues arising
out of it (Kreitz, 2007). To ensure the same, a diversity council has to be established in the
organization which would help in driving, advancing and improving workforce homogenization.
The council will be responsible for setting the goals and the action plan to meet the same. The
strategy formulated should involve every employee’s participation for continuous improvement
and development in cross cultural management.

The culture spirit, culture value, culture behavior and the culture image are all led by the
organizational culture, with common shared values being the core. Organizational values are
built over a period of time with the active consensus of the leaders and influenced by the social
environment. Effective leadership and communication helps in defining a common
organizational culture which unifies and integrates individuals from different nations (Seymen,
2006). If an organization wishes to inculcate diversity in their workforce, they need to
accommodate new employees from different cultural backgrounds. Once diversity management
begins from the step of recruiting, it is easier for a corporate to build up their plans with respect
to cross-cultural management across all the divisions (Hang Vo, 2014).

Ethnocentrism, discrimination and cultural bias are still very prevalent. It is important that
managers realize the talents of minority workers and provide them with ample development
opportunities. The HR department should review their screening and hiring process to make it
unbiased and fair. Inclusion of culturally sensitive tests and structured interviews in the hiring
process will help in evaluating individuals from varied backgrounds (Berta, 2006). In an efficient
diversity management system, companies should pay attention to the unique contributions
made by each individual. This helps in reducing the stereotypes and making diversity a reality
(Day, 2007).

A multicultural workforce includes all the job positions from the top management to the
entry level employees (Emulti, 2001). As such, diversity management training should be
conducted at all the levels and not only for the low level employees. A training program helps in
developing the knowledge and skills of all the employees which can ultimately result in a
behavioral change Downloaded by University of Colorado Boulder At 03:59 02 May 2017 (PT)
at individual and team levels. It can help break down employee ignorance easily and result in a
culturally rich environment (Clements & Jones, 2006). However, a training program cannot be
successful without the required support and participation from the top management as well.
Such a program should, thus, be carefully designed, enforced and regularly improvised. (Gong,
2008)

The Human Resource department is not only responsible for the training programs for
cultural diversity but all defining jobs for employees from different cultural backgrounds. Job
design is the structure, content and configuration of the job which affects employee satisfaction
and motivation levels. The research done in this field describes job designing in a homogeneous
environment which is for a national culture (Zubaidah, 2010). However, the managers should
understand the importance of designing jobs for employees in a diverse corporate culture so

32
that the employees are better able to understand the origin of the organizational value and the
steps to be taken by them to integrate it with their own culture.

In addition to this, the organization should also focus on an effective employee

relationship management system. The management should take the necessary steps so as to
integrate employees from various cultures into the workplace and create a good relationship
with them. There are various programs which can help build this relationship like teaching a
different language to the local employees, celebrating religious and traditional holidays of the
minority employees, involving their families in company activities and emphasizing the
importance of minority workforce in the company (Devine et al, 2007).

The managers should also make an effort to build a one-on-one relationship with the
employees. Most of the minority employees in the hospitality and tourism sector are young and
independent. Understanding where they come from and increasing interaction with them during
down time or social events will help them feel respected. Bridging the communication gap with
the minority employees would build an environment of mutual understanding and appreciation
which would eventually lead to obtaining their trust and loyalty. This results in self-motivated
employees, increasing their productivity at the workplace (Frabotta, 2001). It also helps
managers consider a succession plan to identify and develop a diverse pool of talent, thus,
identifying potential future leaders.

Furthermore, to measure the effectiveness of the cultural diversity strategic process,

assessments and evaluations are of prime importance. These help in understanding if the
current steps taken measure diversity are providing any positive and sustainable results and
also provide valuable feedback from the entire workforce about the policies implemented
(Gardenswartz & Rowe, 2009). Moreover, comparative analyses or benchmarking of the
programs implemented by other organizations serve as great assessment tools and are an
integral part of management (Clements & Jones, 2006).

The leadership team needs to incorporate cultural diversity management policies at all
levels in the organization. The primary task is to establish a culture that aligns with the
organization’s cultural diversity plan. A cohesive workforce can be built only when there is
transparency and openness wherein the employees can freely express their views and opinions.
The cultural management process of assessment, planning, implementation and evaluation can
be followed by building a strong framework of engagement policies, educational session,
mentoring programs and value assessment surveys.

Management of Cultural Diversity in the Workplace

Developing cultural competence results in an ability to understand, communicate with,

and effectively interact with people across cultures, and work with varying cultural beliefs and
schedules. While there are myriad cultural variations, here are some essential to the workplace:

33
Source: Retrieved 15 August 2020. https://www.pinterest.ph/pin/334040497343429136/

1. Communication: Providing information accurately and promptly is critical to effective work

and team performance. This is particularly important when a project is troubled and needs
immediate corrective actions. However, people from different cultures vary in how, for
example, they relate to bad news. People from some Asian cultures are reluctant to give
supervisors bad news – while those from other cultures may exaggerate it.

2. Team-Building: Some cultures – like the United States – are individualistic, and people
want to go it alone. Other cultures value cooperation within or among other teams. Team-
building issues can become more problematic as teams are comprised of people from a mix
of these cultural types. Effective cross-cultural team-building is essential to benefiting from
the potential advantages of cultural diversity in the workplace, and is one of the top benefits
of diversity training in the workplace.

3. Time: Cultures differ in how they view time. For example, they differ in the balance between
work and family life, and the workplace mix between work and social behavior. Other
differences include the perception of overtime, or even the exact meaning of a deadline.
Different perceptions of time can cause a great misunderstanding and mishap in the
workplace, especially with scheduling and deadlines. Perceptions of time underscore the
importance of cultural diversity in the workplace, and how it can impact everyday work.

4. Schedules:  Work can be impact by cultural and religious events.  The business world
generally runs on the western secular year, beginning with January 1 and ending with
December 31. But some cultures use wildly different calendars to determine New Years or
specific holy days. For example, Eastern Orthodox Christians celebrate Christmas on a
different day from western Christians. For Muslims, Friday is a day for prayer. Jews observe
holidays ranging from Rosh Hashanah to Yom Kippur.

5. Collective parties: Parties may be very useful way for connecting employees of different
cultures. But it must be remembered that the parties cannot become casual event. They
might be related with traditional festivals, have their value between employees.

6. Learning foreign languages: It solves not only cross-cultural problems, but also helps to
improve skills useful for direct duties.

34
7. Cultural programs: They may be useful as they are planned by management of the
enterprise and prepared for connecting the work team.

8. Cultural instructing. It mostly depends on management attitude to solve cross-cultural

problems, or make more comfortable environment in the enterprise.

9. Knowledge transfer and dissemination. It helps to attract new knowledge, make

information exchanges from professional view as well as from cultural view (Probst, Raub,
Romhardt, 2006). As T. C. Chini (2004) says, most important is effectiveness of knowledge
transfer, because not every transfer is effective. Successful transfer of knowledge includes
the understanding how employees develop and manage communication (Al-Hawamdeh,
2003; Girdauskiene, Savaneviciene, 2007). Here knowledge culture of organization is
important. Within the organization it is very important that essential values were widely and
deeply spread (Hansen, 1999; Girdauskiene, Savaneviciene, 2007).

10. Virtual teams. It helps overcome distance and communicate rather directly even without
real contact. Modern technologies help connect easily and work virtually as often as it is
needed (Gasos, Thoben, 2003). Teams are working autonomic, freely geographically
dislocated (Barkema, Baum, Mannex, 2002; Seilius, Simanskiene, 2006).

11. Effective management of human resources. It prevents from cross-cultural problems, at

first (Seilius, Simanskiene, 2006). Employees with high quality skills may be capable to
adapt to the situation in more appropriate way, especially than problems are rising in
multicultural environment. Good communication’s skills help managers discussing problems;
also finding the appropriate ways of solving them. Leadership theories when combined with
knowledge of cross-cultural interactions drawn from social cognition can be useful in
drawing important implications for managers about appropriate leader behaviors (Thomas,
2008). Having specific knowledge of another culture can be though of as a task-relevant
ability for some group tasks. The expression of alternate views by culturally different group
members can raise the quality of group decision making and problems solving by increasing
the attention of the group to the decision-making process (Nemeth, 1992; Thomas, 2008).

12. Bicultural skills. Such skills are acquired in bicultural families or spending part of life living
and working in the other country as native country is. Bicultural skills are as advantage in
multicultural environment, also multicultural enterprises. It is important to say that research
indicates that bicultural persons do not just superficially adapt their behavior. They are able
to hold different conceptions of themselves as simultaneously independent of others and
interdependent with others (Yamada, Singelis, 1999; Thomas, 2008).

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Lesson 7: Diversity and its Impact on Companies

The increasing globalization and ethnic and gender diversity compel the employers to
address cultural differences and individual work attitudes. There are opportunities and
challenges to managing employees in diverse work environments as the labor force becomes
more diverse. The opportunities include gaining a competitive edge by incorporating alterations
in the marketplace and the labor force. Effectively dealing with employees having different
attitudes, values, and beliefs and avoiding liability when leadership mismanages various work
situations are among its difficulties.

Cost Advantages. Attributes such as race, gender, age, and religion are protected by federal
legislation against various forms of discrimination (covered later in this chapter). Organizations
need to adopt policies and procedures to promote the work climate of diversity. Protecting
female and minority employees and applicants from discrimination may minimize the company's
potential to be complained due to workplace discrimination. Cox and Blake affirm this reduced
liability as a chance for organizations to minimize prospects of lawsuit damages cost compared
to other organizations that do not have such policies.

Organizations with a more evident climate of diversity experience lower turnover among
women and minorities than companies perceived to not value diversity.

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 Turnover costs can be significant for companies in the long run, and diverse companies
may enhance turnover by keeping their female and minority employees. Although research
shows organizations value diversity experience a higher turnover of White employees and male
employees compared to less diverse companies. Some experts confirm this because they lack
the understanding to efficiently address diversity. Also, some research indicates that Whites
with a strong ethnic identity are attracted to diverse organizations similarly to non-Whites.

Resource Acquisition. Knowledge, skills, and abilities of employees are essential human
capital resources of organizations. Organizations value diversity by attracting more women and
minorities as employees. Studies show that women and minorities have more excellent job-
pursuit intentions and higher inclinations with organizations that value workplace diversity in
their recruitment materials than organizations that do not.

When employers consider minority applicants, their labor pool increases in size
compared to organizations that are not attractive. As organizations screen more job candidates,
the chances of hiring quality employees increase, especially for jobs requiring highly skilled
labor. Organizations gain a competitive advantage with women and minorities in their labor pool.

Marketing. When organizations hire individuals from varied backgrounds, they derive a
multitude of perspectives about consumer demands of diverse cultures. Organizations can have
wise knowledge and evaluations from demographic consumers about the products and services
they offer. Additionally, organizations that recognize diversity enhance their reputation with the
market they operate, which leads to attracting new customers.

System Flexibility. When employees are situated in a culturally diverse work environment,
they interact effectively with individuals with diverse attitudes, values, and beliefs. Cox and
Blake confirm that the ability to effectively interact with individuals different from oneself creates
cognitive flexibility, the ability to rationalize things in different perspectives, and consider one's
perspective. When employees acquire cognitive flexibility, system flexibility develops at the
organizational level. Employees learn how to tolerate differences in opinions and ideas, which
allows communication to flow more freely and group interaction to be more productive.

Creativity and Problem-Solving. Teams from varied backgrounds create multiple points of
view, which can lead to innovative ideas. Different perspectives lead to more meaningful
choices to choose from when dealing with an issue.

Life experience depends from one person to another and sometimes based on race,
age, or sex. Creativity has the opportunity to prosper when those experiences are shared.
Diverse teams produce more alternatives, but generate a broader range of perspectives to
address tasks and problems. One way diverse teams enhance problem-solving ability is by
preventing groupthink, a dysfunction in decision-making that occurs inhomogeneous groups as
a result of group pressures and group members' desire for conformity and consensus. Diverse
group membership prevents groupthink. People from varied backgrounds with diverse values,
attitudes, and beliefs can validate the conceptions and justifications of group members'
viewpoints.

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Meeting Diversity Programs with an Organization's Mission and Strategic Goals. Diversity
assists organizations to perform best when it is aligned with a specific business strategy. For
example, when companies use various management teams with an entrepreneurial strategy
focusing on innovation, the companies' productivity incorporates. When an entrepreneurial
strategy is lacking, team diversity has little effect on productivity.

An entrepreneurial strategy innovation reflects a company's commitment to being

creative, supporting new ideas, and supporting experimentation to gain a competitive
advantage. In other words, managers may adequately utilize the multiple perspectives that
emerge from different teams by integrating them as a resource to pursue the organization's
overall strategy.

Using Human Resources Tools Strategically. To efficiently align diversity with an

organization's strategy, the human resources has to engage employees at dynamic levels. The
use of strategic human resources management approach can successfully incorporate diversity
with the organization's goals and objectives.

Strategic human resources management (SHRM) is a process of activities designed to

direct employees to help the organization achieve a sustainable competitive advantage. SHRM
practices vertically incorporates with the organization's mission and strategy while horizontally
integrating human resources activities across its functional areas. A distinct set of resources can
be made available to specific to the needs of the organization. Furthermore, when human
resources become part of the strategic planning process than merely providing support
services, enhanced communication, knowledge sharing, and greater synergy between decision-
makers can occur within the organization to improve organizational functioning.

The firm's resource-based view supports the argument for diversity that demonstrates
how diverse the workforce can create a sustainable competitive advantage for organizations.
Based on the firm's resource-based view, when companies possess rare, valuable, difficult to
imitate, and non-substitutable, a sustained competitive advantage can be attained.

The SHRM approach infers that human capital—the existing and potential knowledge,
skills, and abilities of employees—is crucial to every organization's sustainability.

If a mixed composition of employees within organizations is seldom, employing

minorities in positions of leadership is even more uncommon. As an exemption, Northern Trust
is an investment management firm that recently listed on Forbes magazine's 2018 Best
Employers for Diversity list. Thirty-eight percent of top executives from Northern Trust are
female. It is impressive because it matches the average percentage of women in full-time one-
year MBA programs over the past five years. The standard for S&P 500 companies is just 27%.
Also, African Americans make up 23% of Northern Trust's board, which indicates the
commitment Northern Trust has to diversity. This different extent of diversity assists Northern
Trust become a preferred employer for minorities and women. Resultantly, attracting minority
applicants increases the labor pool available to Northern Trust. It increases its ability to find the
right talent.

Diverse companies may utilize the multiple perspectives that employees from different
backgrounds to share with problem-solving and idea creation. As an example, in group
scenarios, members from collectivist cultures from Asia and South America, interact with others

38
on duties differently than members from North America. Similarly, Asians, Blacks, and Hispanics
usually perform more collectively and engage more interdependently than Whites, who are
generally more individualistic. More harmonious working interactions offer more beneficial group
cohesion and team performance. Employees can acquire better ways of performance when
there is a diverse population to work with

For a company to fulfill a sustained competitive advantage, its human resource practices
must be challenging to imitate. Companies may hold one of three viewpoints on workplace
diversity. The integration and learning perspective serves as the best outcomes for employees
and the organization. Although it is not guaranteed that employers can effectively manage
diversity and avoid the challenges. Historical situations and often-complex interplay between
various organizational units can support the company to perform effectively as a differentiated
organization. Best practices for prospecting diverse applicants or solving conflicts based on
cultural differences amongst employees may happen within and later on become structured into
the organizational culture. However, the origin of diversity practices are not familiar because
they came from cooperation among different performing areas (e.g., marketing and human
resources working strategically with leadership to enhance recruitment ideas) that happened
long ago.

Diversity and Organizational Performance. Research shows having diversity in an

organization results in mixed success. Some studies indicate a positive relationship. Some
result in a negative relationship, and others indicate no relationship between diversity and
performance. Some researchers affirm that a direct relationship between diversity and success
in the marketplace may be inconsistent. Yet, the relationship may be due to other variables not
taken into account. From the resource-based view perspective, Richard and colleagues
demonstrated that racially diverse banking institutions focused on innovation experienced more
exceptional performance than racially different banks with a low focus on innovation.

These findings suggest that companies should adequately manage the system flexibility,
creativity, and problem-solving abilities used in an innovative strategy for the potential of racial
diversity to be fully realized. Other studies reveal that when top management includes female
leadership, firm performance improves when organizations are innovation-driven.

The demography of the labor force changes as it becomes racially diverse, with older
and more women and individuals with disabilities enter the organization. Organizations
recognize that employing people who possess multiple perspectives reduces between workers
from different identity groups, enhances creativity and problem-solving in teams, and serves as
a resource to create a competitive advantage for the organization.

Lesson 8: Cross-cultural Diversity Skills

Cultural competence is the ability of the employee to harmoniously interact, work, and
promote significant relationships with people of varied cultural backgrounds. Cultural
background includes the beliefs, customs, and behaviors of people from different groups.
Gaining cultural competence is a lifelong approach to developing self-awareness, social skills
and behaviors around diversity, and advocating for others. It surpasses tolerance, which
indicates that one is merely interested in overlooking differences rather than identifying and
respecting diversity using words and actions in all situations.

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 People have always been in an ethnically diverse society with an increasingly culturally
varied environment. We need to interact, communicate, build relationships, and work effectively
with people from diverse cultural and ethnic backgrounds. Moreover, those working with youth
need to ready them to function in a society with even more complex backgrounds of religion,
ethnicity, and sexual orientation.

Building Skills in Cultural Competence

1. Increase cultural and global competence

Understanding more other cultures and being aware of current events is often crucial in
learning various cultural groups' points of view. Working with people from various cultural
settings can be crucial to learn about their practices, values, and beliefs. Learning the
languages used in their communities, child-rearing practices, or religious traditions can assist in
understanding and interacting with individuals and groups of various backgrounds.

Conflicts that arise between groups came from issues with deep historical origins. It is
beneficial to recognize historical backgrounds to support prevailing events. For example, why do
some words or phrases that appear common cause negative feelings with specific communities
(e.g., "Where are you from?" or "You really should be appreciative of what I give you")? Some of
these phrases indicate long histories and current experiences of oppression and create hurt and
other negative emotions. Hurt feelings from youth may influence to develop trusting and strong
relationships with adults, which are necessary for youths' growth and development. Similarly,
some traditional events may evoke controversy about their meaning and whether they should
celebrate at all (e.g., Columbus Day). Regardless of your positioning, the first and most crucial
step is understanding the issue.

Finally, several events and policies influence individuals, families, and cultural groups
with which you are interacting more than history. These include wars and territorial conflicts.
For those working with refugees or migrants in our communities, we must understand events
that underlie their movement from their home countries.

2. Self - assessment

Thinking critically with own biases and prejudices helps to enhance skills necessary to
efficiently interact and deal with individuals whose cultural background is different than our own.
Realizing that everyone has biases is essential for building cultural competence. Our biases
may come from our backgrounds, experiences, or personal demographics, which exist whether
or not we are conscious of them.

The problem is when we take aside our biases. Our engagements and perceptions of
others may be caused by our biases, which make us inadvertently act in discriminatory ways.

When we recognize our biases, we can diminish our own prejudices and the implications
they may have in our associations with others. Keeping to the belief that one is "color-blind" and
unbiased is associated with hostile attitudes, such as miscommunication and lack of trust across
racial groups, hesitance to assist others from a different cultural sector, and less able to
recognize biased behaviors. Realizing that we all hold biases and stereotypes is the initial step
in achieving cultural competence.

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3. Going beyond patience: Developing skills and applying them in action.

Tolerating varied cultural backgrounds is a step in the proper direction. However,

tolerance is not always optimal. In fact, tolerance usually means merely accepting something
unfavorable. Cultural competence extends beyond "putting up with" differences, but instead
being appreciative, affirming, and inclusive of all cultural backgrounds. For example, to increase
our cultural competence, we can ask members of a cultural group open-minded, open-ended
questions, or ask for more information, such as, "I would like to learn more about . . ."
Additionally, making an effort to detect verbal and nonverbal actions that certain cultures may
not find appropriate (e.g., handshaking) can establish an inclusive environment.

Overall, cultural competence has three critical components: active listening,

demonstrating empathy, and productive engagement. Each is detailed in the next section.

4. Active listening

When was the last time you engaged in an active listening conversation with someone
who has vastly different experiences and beliefs than you? Actively listening to an individual
allows you to learn about that person's culture and experiences. You should listen for total
meaning by focusing on the content being given and concentrating on what is being said.

Active listening entails thinking about the feeling behind the content or the emotion
involved. The emotion gives evidence of the conversation's real intent, which will help you
identify if the person is upset, interested, or acting on another emotion and allow you to respond
appropriately.

In addition to listening for total meaning, you should also avoid mental distractions when
building cultural competency through active listening. This means listening with focus and not
becoming involved in mental chitchat about how you will respond to a person or question. For
example, if you believe that homosexuality is immoral and a choice and you are in a debate with
a friend on the legalization of same-sex marriage, instead of engaging in mental chitchat about
what scientific or biblical facts you can recite to prove your perspective, the key is focusing on
what is being said and how it is being said.

Lastly, once you have listened for true meaning, the other person feels understood, and
you both have limited mental distractions. You will want to make sure you ask more questions
about the other person than offer solutions. Do not jump directly to giving people advice or
offering solutions about what you perceive to be the problem or their problem. The effective
response, especially if you are in a situation where you are responsible for resolving a conflict
between two people, requires seeking more information and multiple perspectives first.

5. Empathy

The second component of cultural competency is demonstrating empathy. It is the art of

seeing and feeling another person's situation, walking in another person's shoes, or seeing the
world as that person sees it. Empathy involves understanding that person's perceptions and the
conclusions that a person draws about his or her life experiences. It does not mean you have to
agree with that person's perceptions and conclusions. Still, at the very least, you can see the
other person's position.

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 Take the previous example related to sexual orientation. A privilege of being
heterosexual in our society is having multiple media, print images, and entertainment that
portray heterosexual love and relationships and indicate it is not taboo to hug or give a peck to
your girlfriend or husband while in public. These images are not as prevalent for same-sex
couples. Therefore, empathy involves being able to understand the other person's position. To
be effective, you must engage in appropriate inquiry and dialog. It also involves building
relationships with an individual or a particular cultural group.

6. Engagement

The third component of cultural competency is active engagement. Engagement should

be mutually beneficial and a reciprocal learning experience in which you learn from one another.
Focus on the behaviors and the situation, not the person. Value-laden statements making the
individual the target should be avoided.

If the focus of the conversation or interaction is about a tradition or belief, keep the
feedback within the context of that tradition or belief. Do not say You are being silly because you
believe that Muslims should be able to step out of class to pray six times a day. Focus on
understanding the tradition or practice. Approach the topic by saying: I understand this is part of
your religion, but I do not understand how it affects your belief in God and why you are required
to pray six times a day. This opens up dialog in which the person can explain to you the tenants
of that culture and the requirement of prayers.

Displaying the cultural competence behaviors of active listening, demonstrating

empathy, and effective engagement is essential when moving beyond tolerance. These three
components will help us create a welcoming environment and establish an appreciation of
similarities and differences among cultures.

Schomer (2000) lists down ten most essential skills to effectively work in a culturally
diverse organization.

1. Self-knowledge: realizing your own cultural values and how they influence your attitudes
and behaviors.

2. Global thinking: by keeping educated on global occurrences and events, one gets to
appreciate cultural diversity.

3. Cultural curiosity: Understanding cultural behaviors in a non-judgmental way.

4. Flexibility: adapting gracefully to a broad range of operational practices, business styles,

and social environs.

5. Inclusivity: making people of different backgrounds feel comfortable, appreciated, and

respected for their viewpoints.

6. Managing diversity: accepting people from different backgrounds to work together

effectively as unified teams.

7. Interpersonal communication: expressing yourself persuasively while genuinely hearing

what others are communicating to you.

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 8. Motivational leadership: leading in ways that inspire employees to take responsibility and
initiative, collaborate, and contribute the creativity of their differences.

9. Credibility: exercising integrity, openness, trustworthy behavior, and honesty in all your
interpersonal dealings.

10. Patience: working with other people's needs and timetables, keeping your focus on long-
term goals, and not wasting your goodwill capital on getting immediate results.

Lesson 9: Promoting Gender Equality in the Workplace

Achieving gender equality is an essential factor in the competitiveness and growth of any
organization in today's dynamic business environment. It has to be guaranteed that everyone
has a collective chance to prosper in an inclusive and dynamic economy. Gender inequality in
the workplace has generated the global economy for many decades. Suppose it is not
recognized by including women as an essential sector of the workforce in general. In that case,
it loses out on the skills, ideas, improved decision-making, and perspectives. These are
essential to address the global issues and to harness new scopes and opportunities.

1. Altering Hiring Practices to increase diversity

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 Companies with better gender diversity ratios perform better than those with the least.
Enterprises can start to evaluate their company culture as an inclusive place to work regardless
of gender. Many companies across significant industries fail to realize this because they are
dominated by a single-sex. Many of the tech industry roles are usually occupied by men. In
contrast, support-oriented roles such as nursing are designed for women. But in both situations,
the customers or patients are more varied than those serving them, where recognizing their
needs becomes challenging. Promoting gender diversity by modifying hiring practices can be
implemented by:

 Developing an inclusive gender-diverse workplace

 Promoting gender equality with improved job descriptions
 Having a diverse panel of interviewers
 Consistently sourcing gender diverse pipeline.
 Implementing fair compensation practices
 Learning from exit meetings/interviews

2. Leadership Roles for both Men and Women

 It is commonly mistaken that only men succeed in leadership roles, and women are for
support-oriented tasks. These types of stereotypes cause the base for gender discrimination in
the workplace. Individuals with the right attributes merit a leader's role. An excellent way to
enhance gender equality is by providing leadership roles for qualified candidates, regardless of
gender. Based on "The Global Gender Gap Report – 2017" from the World Economic Forum,
confirms that women are fewer than 50% of leaders in every industry studied. Several industries
like Energy, Mining, and Manufacturing, women leadership representation drops to just 20%
globally. A better performance of women in leadership roles unintentionally improves gender
equality at the workplace as more women will be employed across the standard. Also, with a
more significant number of women in leadership roles, there will be a higher percentage of
female employees entering due to career advancement opportunities and mentorship.

3. Equal Pay

The concept of equal pay is a vital element to consider in an organization. Pay should be
reliant on job roles. A regular pay structure must be introduced to improve transparency and to
remove discriminatory pay rate issues. Altogether, remuneration decisions should be
communicated to employees for any sort of misunderstanding. Conducting an annual pay audit
can be implemented to assess whether gender bias is happening in an organization or not.
Companies worldwide should start to offer equal pay for women as they are no longer
considered a soft gender anymore.

In general, women find it challenging to reach their career goals due to the absence of
childcare support facilities in the workplace across the globe. Insufficient childcare support from
companies results in a drop in female labor force participation. The International Labor

44
Organization (ILO) reports women having accomplished 76.2 percent of the total hours of
uncompensated care work, more than three times as much as men. In this regard, companies
should provide childcare support and elderly care to help women and avoid high attrition rates
among female employees. To ease the stress of working mothers and make them achieve their
career goals, paternal leaves should be provided for fathers. It not only allows mothers to focus
on their career, even fathers will get involved in the upbringing of the child. Work-life balance is
considered an essential dimension of a healthy work environment. Keeping a proper work-life
balance helps to minimize stress levels in the workplace. According to Deloitte Millennial Survey
2017, enterprises that allow flexible work systems have a positive outcome on the general
career-life balance.

4. Strict and Effective Policies against Harassment and Workplace Offence

According to CNBC Survey, it is reported that" one-fifth of American employees have

experienced harassment at the workplace." It is crucial for strict policies in place against
workplace offenses regarding sexual harassment, racism, bullying, and more. Companies
should guarantee they provide strict punishment for such offenses. On average of one out of
four women have been either physically or mentally harassed at any workplace. It is the
employer's function to have a closer eye on these incidents early on and prevent women from
getting harassed. Employers need to act immediately to penalize the culprit and help the victim
in any possible way. Employers should employ precautionary measures at the workplace to
prevent such misdemeanors in the future. Lacking awareness towards such activities at the
workplace is a clear manifestation of gender inequality in the company.

5. Creating an Open Minded Atmosphere

Gender equality can be achieved at the workplace, only when the employers, process
owners, managers, and team leads have a broad and open-minded policy. If most of the
enterprise's departments are gender-biased, it will inevitably affect the company's growth in the
long term. Employees should be appreciated based on their talent and performance, and not my
employer's personal favorites. Consider current employees' suggestions and provide valuable
insight into what is happening in the organization and check the scope for improvement.

Lesson 10: Bridging Language and Cultural Gap at Workplace

In the prevailing challenging business environment due to globalization and economic

liberation, many SMBs and large MNC's with diverse cultural backgrounds stay competitive to
strengthen their stance. The workforce today is a variety of employees from different cultural
backgrounds and religious beliefs. This led to increased linguistic and cultural diversity at all
levels in the workplace, which has influenced many diverse problems. One is to find how best
enterprises can bridge linguistic barriers and the cultural gap in the workplace.

Communication is the lifeline of any organization. It is very essential for employees to

vividly recognize cultural diversity among their manpower. Having variations in linguistic and

45
cultural differences are invisible sources of miscommunications between the people of various
cultures at the workplace. Limited understanding in areas such as non-verbal communication,
language, values, and etiquette might cause more damaging consequences. As a substitute,
having a profound knowledge of language barriers and cultural differences will make way for
effective communication.

Possible challenges at the workplace brought by linguistic and cultural gaps

Despite issues coming from cultural diversity and linguistic barriers, it is still essential to
have a diverse workforce from various backgrounds. It helps to have different perspectives that
result in innovative solutions. In some instances, poor-performing employees leverage the
situation to their convenience to avoid changing their behavior. There are sectors of employees
interested in doing their full potential at work by coordinating with their teammates but stall due
to inappropriate communication ability.

The linguistic barrier makes it more complicated for employers to give assistance,
communicate expectations, and provide their performance evaluation with whom they can't
effectively communicate. Therefore, enterprises develop an idea of bridging cultural differences
and linguistic barriers to ensure productivity and efficiency at the workplace among different
cultures and linguistic groups.

1. Be repetitive and ask for explanations.

Most employees don't understand things the first time they hear. To better understand
the instructions, they have to hear the same twice or thrice to get a full understanding. This is
true to all employees, whether they possess a language barrier or not. Never assume what has
been communicated. Ensure your message is correct and make necessary follow-ups if
necessary. When employees are not probing any inquiries, there is a chance of being unclear
on what is being communicated. The same applies to enthusiastic nodding. The person might
be responding in such a manner to convey being understood. Have patience about the
language barriers. Smooth communication doesn't realize overnight. It takes time.

2. Interpreter assistance

When employees are given comments for instructions, it would be better to have
someone at the organization conveniently speak both languages and precisely convey the same
to employees. It is better to have a trustworthy person to correctly translate your feedback and
instructions to employees whose native language is different from English. According to the
latest data, there are more than 40 million Spanish speakers in the US alone. The interpreter
assistance has immensely increased over the years, leading to essential translation services of
many enterprises in the US only in the US and other key countries. Ignoring translation services
has led to safety issues, legal proceedings, and a lack of morale.

3. Is a specific cultural difference need for the job?

There might be specific cultural variations with employees, which the employers have to
account whether they are acceptable or not, to create a productive and diverse work

46
environment. Employers have to determine if the employees' particular behavior or
characteristics are mandatory to prosper at work or can succeed equally without those qualities.

4. Be respectful.

Speak slow and clearly, not loudly. People from distant cultures and languages can hear
fine and grasp it if the employer conveys the message brilliantly. Employees can't understand
when something is not conveyed correctly.

5. Use visual communication approaches.

When words fail to explain, visuals can suffice to explain the message. Use photos,
diagrams, and infographics to understand what you are actually trying to convey. Encourage
employees to do the same in their emails and presentations. Visual cues are relevant where
there is a language barrier and to bridge the gap formed by it. In the present scenario, visual
communication plays a vital role in engaging employees and enhancing productivity. Did you
know? Visuals are understood 60,000 times faster than textual information.

 10% of the people recall what they hear

 20% remember what they read
 80% remember what they observe

Dashboards are essential components for real-time communication and internal

communication. In fact, more technologies are hitting the market, integrating multiple data in a
visual platform.

6. Communicate better with your body language

Before entering the workplace, be conscious of body movements. Sometimes the way it
is said matters more than what is communicated. Use a neutral and calm voice when
communicating. Some simple nod and smile show a positive attitude and understanding to
clear up any miscommunication. Body language is indeed an original and essential part of
effective communication. In the study of Albert Mehrabian, words have only 7% of how
communication is affirmed. In comparison, tone and body language have a much more
significant impact of 38% and 55%. This data explains that non-verbal cues matter and can
make a world of difference in how we communicate with others.

7. Be wary of cultural dissimilarities.

People of various cultures and races work together under the same roof and are likely to
get along. It is easier said than being done. The cultural sense of an individual differs from
place-to-place and person-to-person. What is considered right might be wrong from other's
perspectives and vice-versa. Similarly, what you understand in a usual way might seem odd,
sometimes even offensive to others. Indeed, this is instead a common problem in a multicultural
environment.

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 The best approach to address this is to encourage the employees to open up with their
concerns, which gradually reduces misunderstandings. Language barriers and cultural gaps
are challenging, but engaging with people from diverse backgrounds and cultures brings
creativity, innovation, and success into the work atmosphere. Bridging linguistic barriers and
cultural gaps is a dynamic process, and cultural intelligence is the key to overcome it.

Lesson 11: Managing Intergenerational Conflict in the Workplace

Based on the Q2 2018 Randstad Workmonitor, 85% of the 400 employees and job
seekers in Singapore are already in a multigenerational team. Despite this, many companies
still find it challenging to manage the dynamics of a multigenerational workforce. There is no
one-size-fits-all remedy, and employers must have a higher awareness of the pros and cons of
a multigenerational workforce. Employers should take time to recognize the different
characteristics, career motivators, and ambitions of the different generations in the workforce.
Companies that can exploit these bring out the best in their people, create a healthy talent
pipeline, and guarantee a sustainable business.

4 Generations in the Workplace:

The existing multigenerational workforce is made up of the following sectors of the population:

 The Pre-boomers who were born between 1925 and 1945 and are also recognized as the Silent
Generation or Traditionalists.

 The Baby Boomers who were born between 1946 and 1965;

 Generation X who were born between 1965 and 1976;

 The Millennials who were born between 1977 and 1994.

 The labor market will soon welcome a new emerging group of young talent called Generation Z
(known as the 'iGeneration'), born from 1995 onwards.

Advantages of a Multigenerational Workforce:

1. it generates creativity and inventions

83% of the respondents in Singapore appreciate an age-diverse team, they can develop
innovative ideas and solutions. Younger people have greater exposure to digitalization and
innovation. They are, therefore, more open to embracing new technology and agile ways of
working. On the other hand, mature professionals can partake their knowledge and industry
experience with the younger staff and guide their ideas to fulfill practical business goals. By
promoting such open collaboration, teams are empowered to co-create initiatives that combine
past learnings with new innovation for greater efficiency.

2. it builds a healthy talent pipeline

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 Companies that tap into the full range of wisdom, ideas, and distinct vigor from each
generation will have the unique advantage of having a future-ready workforce. In the long-run, a
robust internal talent pipeline helps companies reduce hiring costs and focus more on talent
development programs for more significant promotion opportunities within.

3. it promotes the pooling of best practices and different ideas.

Experienced professionals are precious to the business. They generate a tremendous

wealth of knowledge and skills throughout their career. They serve a functional role in the career
growth of younger employees by giving their knowledge and experience that take years to build.
Younger executives can learn to have a robust commercial intelligence and unfold efficient
business strategies. There is a developing trend of 'reverse mentoring,' which means that
mature employees are being coached by younger employees on technology applications, social
media, and existing trends. The more exceptional people engage with each other in the office,
the more they can understand and appreciate each other's ideas, perspectives, and wisdom.
Companies that advance an appealing and cooperative multigenerational working environment
have more significant potential to gain a competitive advantage in talent acquisition.

Challenges of managing multigenerational teams: varied working & communication approaches

44% of the respondents in the same study said that they find it challenging to deal with
colleagues different from their age group. This is caused by distinct differences in the preferred
communication tools, style, and tone between the different generations. New and developing
communication mediums, such as Twitter and Skype, made it more challenging for people to
convey and align with each other. An excellent option to deal with these differences is to have
an open and empathetic mindset. This means having ideas different from yours, having friendly
debates, and analyzing issues objectively by referring to facts and pieces of information.

Avoid expressing any adverse remarks or making conclusions before exchanging

details. Learn to communicate in the form and manner the other person prefers. When working
in a multigenerational environment, it is critical to respect your co-workers, no matter their age.

There are four main generations in organizations. These generations have similar
needs, such as the desire for professional growth, appreciated, and desire to operate in a
healthy and positive work environment each. However, generation comes with distinct
characteristics that make them stand out from other generations. Recognizing these
characteristics is critical to help everyone identify with and motivate individuals outside their
generation, whether it's an employee, customer, client, or manager.

Baby Boomers (age 52-70)

 Live to work
 Self-worth = work ethic
 Loyal to employer
 Competitive
 Goal-centric
 Process-oriented
 Directed
 Disciplined
 Interested in working in teams and proving themselves to the team
 Need to know that they are valued

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  Want to make a difference

Generation X (age 51-37)

 Work to live
 Crave independence
 Skepticism
 Focused on results
 Think Globally
 Adapt to change
 Eager to learn
 Thrive on flexibility
 Education is a necessary means to succeed.

Millennials (age 22 – 36),

 Very transparent, shares everything.
 Comply with detailed instructions.
 Want to make an impact
 Commerce & conscience combined
 Value Diversity
 Love technology
 Education is a highly expensive requirement.
 Do not excel at their maximum in a familiar work environment.
 Search solutions with the use of technology.

Gen Z (age 21 -7)

 Tech-innate (first generation to live with modern technology)
 Acknowledging of others
 Make things
 Realists
 Individualistic
 Competitive
 Transparent
 Entrepreneurial and inventive spirit
 Concerned about the cost of education

Lesson 12: Future of Cultural Diversity

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Source: Retrieved 15 August 2020 from https://www.pinterest.ph/pin/473863192039166665/

Cultural diversity management has become even more critical, with globalization
shrinking boundaries. Expanding international trade and immigration will continue to develop,
leading to an exponential growth in diversity at the expense of global markets. Creativity,
innovation, and quick reactions will increasingly become vital in the business world (Korjala,
2012). By 2020, the networked phase will empower cross-cultural management (Velo, 2004).
Technological progress has changed cultures across the world with increased dependence on
factors such as social networks. Since these networks are knowledge-based, there will a great
emphasis on the research focus approach.

Globalization will also lead to the hospitality and tourism industry seeing more cultural
infusion at the workplace owing to culture not being restricted by geographical boundaries, but
rather knowledge. This will also lead to culture developing in terms of sub-cultures rather than
national cultures. Thus, managing diversity will become more of a business issue than a social,
legal, or moral responsibility. Organizations have already realized the benefits of a well-
managed diverse workforce like increased market shares, increased efficiency, and innovative
products. According to diversity experts, businesses will utilize diversity strategies for
competitive advantage with more pressure on accountability and measurement, which will help
evaluate diversity management initiatives' effectiveness.

The international business management and human resource development communities

should continue exploring and empirically investigating the best practices for cross-cultural
management to tackle future challenges effectively. Research comparing global practices and
strategies across international organizations from various countries will also be of great value to
identify and adopt new programs at the workplace for improved management. (Chuang, 2013).

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The millennial quotient

75% of the global workforce in 2025 will comprise of millennials - which means this
group will conquer the bulk of leadership positions over the coming era. They will be in authority
for making important pronouncements that influence workplace cultures and people's lives. This
group has an exceptional outlook on diversity. While older generations tend to recognize
diversity through the lenses of race, demographics, equality, and representation, millennials see
diversity as a blending of changing experiences, varied backgrounds, and personal views. They
consider the ideal workplace a reassuring environment that provides space to changing views
on a particular concern.

The 2018 Deloitte Millennial Survey indicates that 74% of these individuals think their
organization is more pioneering when it has a culture of inclusion. If businesses are looking to
employ and maintain a millennial workforce, diversity must be a crucial measure of the company
culture. This 2016 survey supports that 47% of millennials aggressively look for diversity and
inclusion when sizing prospective employers.

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Women in the workplace

Gender equality remains a crucial concern in the commercial world. Despite a wealth of
research validating that companies with greater C-Suite women are more profitable, a gender
gap still exists in most companies. Women persist considerably underrepresented in the
corporate channel, with fewer women than men hired at entry-level, and representation
lessening at every succeeding step.

Companies need an inclusive plan for supporting and improving women, which
necessitates a paradigm shift in the corporate culture, which will embrace investing in employee
training and giving employees greater flexibility for work-life balance.

A study performed by Pew Research Centre lists some areas where women are stronger
in crucial areas of politics and business. Survey respondents highlighted that women are:

 34% better at working out compromises

 34% more potential to be honest and ethical

 25% more probable to justify their stand

 30% more likely to offer fair pay and benefits

 25% better at mentoring

Forward-thinking companies should be searching for ways to hire and empower

more women at the organization – not just as a moral responsibility but also as a complete
business approach. McKinsey’s most recent Delivering Through Diversity report noted
corporations that include gender diversity on their executive teams were more competitive
and 21% more possible to experience above-average productivity. They also demonstrated
a 27% possibility of outpacing their peers on longer-term value creation. Varied views on
customer needs, product improvements, and company wellbeing stimulate a better
business.

It has been calculated that concluding the gender gap would contribute $28 trillion to
the amount of the universal economy by 2025 – a 26% growth. In conclusion, companies
and societies are more likely to develop and thrive when women have greater financial
freedom.

Diversity and Inclusions Matters

Developing a diverse, multilingual workforce from varying ethnic backgrounds can also
be useful for organizations that want to grow or develop operations in new markets locally,
regionally, nationally, and internationally. With millions of first time and new internet users
register online, companies have an extraordinary chance to interconnect and capture new
customers and pull in talent. D&I can help achieve this, as different companies have 70% more
potential to gain new customers.  

We are installing artificial intelligence (AI) technology to eliminate unintentional bias.

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 Unintentional bias has become a sensitive issue of the D&I conversation in HR, as
companies make advances to be more diverse and inclusive. Companies cannot ignore
inherent bias, for it has severe outcomes on the employee experience in aspects of
hiring/recruitment, employee feedback, performance reviews, or development. The Center for
Talent Innovation reported that employees at huge companies who observe bias are:

· Three times as likely to find employment within the year.

· More than twice as likely to have prevented ideas or solutions in the past six months.

· Five times as likely to talk about their company negatively on social media.

Using data to analyze D&I climate, identify focus areas & quantify the success of initiatives.

Among the issues for executing D&I initiatives are recognizing where to start, directing
efforts, and gauge success. When searching a buy-in from leadership for a diversity program, it
is relevant that the HR department defines a strategy for calculating its ROI. To satisfy this,
many companies are now utilizing data-driven approaches to evaluating the D&I climate,
directing efforts, and defining if the creativity was productive.

Improved leadership liability & support for D&I programs.

Corporate leadership identifies that a solid D & I strategy is not merely a "nice-to-have"
add-on implemented only by the HR department but rather a business essential in today’s
competitive situation. Among the best approaches for D&I implementation are executive buy-in
and a strategic prominence on D&I as a treasured competitive advantage. Some companies are
advancing and modifying the structure of an organization’s leadership to enhance its strategy to
D&I.

In a top-down approach, some companies are making advancements on D&I by

formulating an executive role through a chief diversity and inclusion officer. The D&I executive
can frame goals, establish targets, label key improvement areas, and then command the
organization through the directions of achieving goals. While this exclusive deals with all areas
of the organization in varying abilities, the D&I’s department gets ownership and leads D&I
initiatives.

An employee-led grassroots approach forms a reorganized company-wide D&I council

that induce feedback directly from employees. While it still necessitates executive buy-in, the
council’s reach is circulated within the entire workforce. The council assigns representatives
from different departments or segments of a company and regularly convenes to enhance the
company’s D&I culture as it relates to recruitment, engagement, and development.

Some companies might choose a hybrid approach to D&I leadership, which would
comprise delegating a D&I-specific personnel and a D&I council, preferably being controlled by
employees, the D&I council is maintained by the HR department and steered by representation
from both the D&I executive and employees. Initiatives are jointly strategized and delineated by
the D&I executive, HR and employees. The three groups approve upon the initiatives that will be
spearheaded and what role each group will perform in their implementation.

Interview standardization will continue & reduce bias.

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 Unreliable recruitment practices will cause inconsistent (or, even worse, illegal) hiring
outcomes and cause floodgates for unintentional bias in the employing procedures. HR should
have policies that guarantee systematized quality and compliance in the hiring process from
when they list the job until hiring employees. Launching and implementing hiring best practices
offers a company’s recruiters with control and supervision for hiring. This type of standardization
promotes precision, permits a reasonable judgment of candidates, and minimizes the risk of
disrupting stringent labor laws. It also aids in promoting a company’s E&D profile.

Endeavoring for behavioral interviewing methods is an ultimate strategy because a

person’s behavior is a suggestion of future performance, regarding soft skills. Research from
LinkedIn presents 57% of the HR professional's effort to assess candidates' soft skills. In
comparison, 80% report that soft skills are increasingly significant to company success, making
sense because soft skills are one area where robotics and AI cannot entirely strive with
humans.

Many companies desire the first introduction with a prospective employee to be as blind
as possible. This might mean initiating with a phone interview, which will eradicate visually-
based unintentionally honest bias. Some companies are advancing the "blind interview," using
voice modulation apps for technical interviews. The interviewer will not recognize the
candidate's gender or pick up on any accent that might differentiate the candidate's background
traits.

Behavioral interviewing aims to uncover how an individual will respond in severe job
scenarios and can give more understanding about a candidate's qualifications for the job than
what is indicated on their profile or what you hear when you inquire a candidate about their
professional experience. These questions could begin with, "What would you do in…" or, "Tell
me about a time when you…"

Citing an example of a customer service representative interview, the interviewer might

provide potential candidates with an ideal customer situation and discuss their strategy to
address it.

Diversity & inclusion will be embedded across products & services for customers.

D&I has gone conventional, with the age of customer-centricity that causes rising issues
on companies across industries to offer inclusive products and solutions that meet all
customers' needs. The 2019 World Economic Forum Annual Meeting recognized ‘empathy for
the end-user’ as a primary competitive advantage for thriving in the digital age. In the age of
digital transformation, companies need to be more accessible to extensive market bases—and
raise messages and values that appeal to customers across cultural and geographic
boundaries.

Based on LinkedIn, nearly half of employers said they value the importance of diversity
to represent their customers better. This figure is likely to increase as customers, who are
growing accustomed to personalized products and services, will expect D&I to be embedded in
the customer experience. Meanwhile, 70% of millennials are more likely to choose the brand
over another that demonstrates D&I in terms of promotions and offers.

In 40 years that global employment reaches its lowest point as we enter an employment
economy, the hiring landscape is getting more competitive. In this landscape, D&I is fast

55
becoming one of the most dominant tools of business. HR aligns by leveraging D&I to
reimagine people management and elevating brand-loyalty among employees, customers, and
investors.

ACTIVITIES

1. Self-Assessment Exercise

Complete this exercise by identifying 5 of your positive traits and 5 of your negative traits.
Reconcile these traits with any friend. Make a brief reflection after the exercise.

ASSESSMENT SELF-ASSESSMENT PEER ASSESSMENT

CRITERIA
5 Positive Traits 1 1
2 2
3 3
4 4
5 5
5 Negative Traits 1 1
2 2
3 3
4 4
5 5

Reflections: Why do you think your positive or negative traits can be known or not known to
your friends? Do people really show their real traits (positive or negative) to their peers?

56
2. Describe the cultural orientation of your family according to their roles and priorities

Family Members Roles Priorities

Father

Mother

You

Other Siblings

3. Briefly discuss how you handle individual differences in the family by identifying their distinct
trait. Give 1 for each trait (positive/negative)

Family Members Distinct Traits How do you handle such traits that you find
(Positive or Negative) positive and negative ?
Father P-

N-

Mother P–

N-

Other Siblings P-

N-

Reflections: How do you think a family setting can influence your workplace attitude? How does
a family provide a good training ground? How do you promote a good family relationship?

57
4. Gender Stereotyping Exercise. Put a check mark (/) in the appropriate column
(male/female) where the given words/phrase/statement in the left column is more
appropriate

Criteria/Indicators Male Female

1. Playing basketball /
2. Spending on a date /
3. Cheating in an exam /
4. Giving a seat to an old woman in a train /
5. Finishing a college course /
6. Helping mom in household chores /
7. Helping a younger sibling for a school project /
8. Taking a job while studying /
9. Keeping things organized and tidy /
10. Keeping a secret /
11. Kiss and tell /
12. Working overseas /
13. Having a bank savings /
14. Complain more often /
15. Buying branded clothes /
16. Shopping more often /
17. Regularly attending church worships /
18. Asking for more money from parents /
19. Being lazy /
20. Being dishonest /
21. Become an entrepreneur /
22. Criticize other people /
23. Value friends /
24. Gets involved in a pre-marital sex /
25. Has more issues over small matters /
26. Lead a group /
27. Make a scene in a party /
28. Give food to a beggar/homeless /
29. Blame others for a mistake /
30. Travel Solo /

5. From your answers in Exercise 4, list down your gender stereo types for male and female.
You can decide if such stereotype is either positive or negative.

Male Stereotype Female Stereotype

Positive Negative Positive Negative
Playing basketball Spending on a date Finishing a college Complain more often
course

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 Giving a seat to an Cheating in an exam Helping mom in Shopping more often
old woman in a train household chores
Keeping a secret Kiss and tell Helping a younger Criticize other people
sibling for a school
project
Working overseas Asking for more Taking a job while Has more issues over
money from parents studying small matters
Having a bank Being lazy Keeping things Make a scene in a
savings organized and tidy party
Become an Being dishonest Buying branded Blame others for a
entrepreneur clothes mistake
Value friends Gets involved in a Regularly attending
pre-marital sex church worships
Travel Solo Lead a group
Give food to a
beggar/homeless

Reflections: What did you realize from this exercise? Why do you think that at times, people
can be bias and judgmental? Is stereotyping ethical or unethical? Justify your answers.

I realized in this exercise that society has put unnecessary expectations to its members on the
basis of gender. It tends to generalize what people can do on the account of the immutable
organs existing between our legs.

People can be biased and judgmental because they view things on a different perspective.
Some perspectives may be similar and precise, but there are likewise perspectives that are
contradicting and contrasting with each other. Our biases, as well as our judgments, in my
opinion is largely dependent on the exposures that we have encountered as persons, as well as
our unique experiences, and our innate nature.

On the other hand, stereotyping in general is unethical in a sense that you are judging a person
without any concrete basis other than the gender roles that he or she is expected to fill in
society. Stereotyping may not be overly immoral but it is wrong, it creates an unfounded
expectation for a person and likewise diminishes the individuality and peculiarity of members of
society.

59
6. Group Association Exercise. This exercise will help you reflect on your strengths and
weaknesses as an individual being a part of the group. Enumerate at 5 strengths that you
can use an effective group member and 5 weaknesses that you have to overcome in
working with a group. Note the two overlapping circles to indicate that your strengths and
weaknesses cannot be separated as part of your personality.

Being part of a team will help you develop your interpersonal skills such as speaking and
listening as well as team working skills such as leadership, and working with and motivating
others. Some of these skills will be useful throughout your academic career and all are
valued by employers.

At the end of the exercise, discuss your personal strategies to overcome your identified
weaknesses.

STRENGHTS
_Cooperative____________
_Responsible_____________
_Open to ideas____________
_Optimistic______________
_Resilient______________

WEAKNESSES
Shy____________________
Lack of experience_________
Busy schedule____________
Multitasking______________
_Procratination__________

Discuss how do you intend to overcome your weaknesses.

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I intend to overcome my weaknesses by building habits that are good in the long run and
accepting my imperfections, embracing it while still being confident in myself and my work. I
have likewise thought that these weaknesses may be addressed if I also let another competent
person guide me in my actions and receive his criticisms if there are inadequacies in the way I
work and the quality that I deliver.

7. From your readings, list down the reasons that contribute to the workplace diversity in
tourism and hospitality. Consider the following keywords as the basis of your discussions.

Keywords Brief Discussion

1.Globalization Workplace diversity has been the norm because of globalization. The
main reasons for these, according to the given readings is that diversity
helps in bringing new perspectives and innovative ideas to execute
events. It was also stated that it is a solution for any organization to have
an edge in the industry and that the world has become a global village,
hence, workplace diversity became an inevitability. Workplace diversity in
hospitality and tourism is therefore a key factor in facilitating cultural
exchange on a global level.
2. Cultural With regards to cultural experiences, the readings have positively
Experiences described that it is important for the personnel to understand and
appreciate different cultures to enhance the nature of their interactions
with tourists of different cultures, religions, races, creeds, colors, ages,
genders and sexual orientations. Indeed, the world of tourism
management consists of people with different backgrounds, perspectives
and upbringings. There must be a threshold and tolerance given to
persons who came from a different cultural experience so that
management will be smoother and workplace discord may be mitigated
or avoided.
3. Workforce In the matters of workforce composition, the material has explained that it
Composition is necessary to employ people from all walks of life and nationalities so
as to nurture workplace diversity that portends positive influence and
enhanced productivity in the hospitality and tourism industry. For this
reason, the workplace diversity of an establishment or tourism enterprise
portrays a positive image for the industry and its inclusiveness to all
qualified individuals regardless of their race, background, gender,
nationality and culture.

8. From your readings, define the following terms. However, prior to writing down the
operational definitions, try to define it in your own understanding.

CONCEPTS SELF-UNDERSTANDING OPERATIONAL DEFINITIONS

globalization Globalization is the openness of
countries and people to co-exist, be
tolerant to each other’s differences and
the cooperation of nations and citizens
in order to realize and achieve the
shared goals and aspirations of the
world.
Globalization is a current trend having
a great impact on the hospitality and
tourism industry Accordingly, people
from diverse backgrounds work
together which help an organization
differentiate itself in the industry.

61
cultural Cultural is the set of tradition, beliefs,
systems, way of life, religion among
others which is shared by a group of
people.
diversity Diversity is the enjoinment and unity of
different individuals of similar or
contrasting backgrounds for a specific
purpose or goal.
cultural Cultural diversity is the stark difference
diversity of persons, coming together from
similar or dissimilar backgrounds with
regards to the culture, beliefs, practices
that make up their identity.
standards Standards are regulations and
expectations that is imposed to
applicable people and products.
corporate Corporate ethics are actions that
ethics dictate what is right or wrong in an
establishment or organization. It is the
correct conduct of a person as a
member of a corporate entity.
laws Laws are set of rules and regulations,
imposed by a higher authority who has
the power to enforce or impose
punishment, may it be the state or a
chieftain, that the people or members
need to follow in order to maintain
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An early definition was made by Mead
(2002, pp. 17-19) in the late 1930s
where she identifies culture as all
traditional behaviors practiced by a
group of people that is learned by
generations. Hofstede (2001, pp. 1-2)
define culture as a mental program
that differentiates a group of people
from another. People are connected
to their close by society through this
mental program and it helps people
identify who they are and where they
belong. Trompenaars and Hampden-
Turner (2000) identifies that culture
has several layers where values and
norms are one of them
Diversity is a set of characteristics
that forms our experiences and
ensuing self-concept. Walter (2014)
explains that diversity is a change of
mind, and not simply a redistribution
of policy—which should be
incorporated in the very framework of
organizational mission statements,
procedures, and practice.
Cultural diversity is formed as the
result of practices, values, traditions,
or beliefs of employees based on
race, age, ethnicity, religion, or
gender.
Standards is one of the the main
problems or, in other words, cross-
cultural problems of multicultural
enterprises are (Thomas, 2008). In
different countries work standards are
different.
Corporate ethics can play an
important role in economic and
society transformations. It provides
knowledge as a strategic means for
optimizing business/ professional
activities and achieving more
integrated, well-functioning and
humane European and world society.
Laws are legal standards which are
important. It is one of the main
problems or cross-cultural problems
of multicultural enterprises.
 peace and order.

stereotype Stereotype is a state of mind and idea Stereotypes are often linked with
where a person gets judged without social roles held about a particular
concrete facts based on the hasty demographic. They can affect an
generalization of the group he belongs individual's ability to move into
to. specific professional duties,
industries, and confront barriers that
are recognized between men and
women with the Glass Ceiling.
biases Biases are things that the human mind Biases is essential for building cultural
perceive immediately as good or bad competence. Our biases may come
based on the initial information that was from our backgrounds, experiences,
made available for the made to or personal demographics, which
consume. exist whether or not we are conscious
of them.
prejudice Prejudice is the negative connotation of Prejudices help to enhance the skills
a thing, person or event, an unfair necessary to efficiently interact and
assessment of something without deal with individuals whose cultural
proper scrutinization. background is different than our own.
tradition Tradition is a set of norms, beliefs, Traditions, as defined here in the
culture and actions that is inherently readings, are tightly connected with
unique to a place or group of people. It nationality and native country.
is a habit that is practiced by a group
and is manifested internally and
externally.

9. Identify the cross-cultural barriers exemplified in the following statements. Choose from the
given options.

1. Standards It refers to the business personality and vision coupled with the policy and rules set by the
company for compliance of its stakeholders.
2. Business Ethics The study of appropriate business policies and practices regarding potentially controversial
subjects that businesses can choose to follow to gain public approval.
3. Beliefs and Characteristics imposed upon groups of people because of their race, nationality, and sexual
orientation. These characteristics tend to be oversimplifications of the groups involved, and
stereotypes while some people truly do embody the traits of their stereotype, they are not necessarily
representative of all people within that group. 
4. Law The principles and regulations established in a community by some authority and applicable
to its people, whether in the form of legislation or of custom and policies recognized and
enforced by judicial decision.
5. Cultural differences The various beliefs, behaviors, languages, practices and expressions considered unique to
members of a specific ethnicity, race or national origin.

10. Interview a young professional working in any enterprise. Follow the given template to
complete your interview guide. You are allowed to prepare four questions that interest you
most about the topic of cultural diversity in the workplace.

Interview Guide Response

1. Informant’s Profile Name: _________________
Name: Age: 24

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Age:
Profession:
Years of Working Experience:
2. Working from a young age,
how did you manage to
overcome the fear or
uncertainty of being new in
the enterprise?
3. Why did you think of
applying as a tourism officer
if there are many
opportunities lying around?
Why this specific field?
4. Are there also instances
where you have felt that you
need to give up the job that
you have right now?
5. Is it necessary to be
hardworking in the
workplace?
64
Profession: Tourism Officer
Years of Working Experience: 3 years
When I was new here in the office, I didn’t know my
officemates or anything about them. I won’t deny the fact
that the main motivation of applying was to receive a good
salary to support my family, maybe that is the reason why I
overcome the fear of being new here. Of course, I prayed
to the Almighty to give me strength in this new journey. I
worked and tried to be diligent despite the challenges in
my way and I am proud to say that I have persevered.
Coming from a place of less opportunity, I was taught to be
contented of what was offered in front of me. I admit that
there is this so called “Padrino” system where I was
introduced as a prospective employee to a higher up. But
on a hindsight, I do believe that I was given the opportunity
to be here because of my qualification as well as my
education. Being in the tourism industry may be my
destiny, my fate, I allowed myself to learn about it and fall
in love with it, that’s why I’m still here, after 3 years,
serving the industry and do everything that I could in order
to do my fair share in the economy and our country.
I can’t deny the fact that there is a temptation in my part to
resign and seek greener pastures, maybe in the business
sector or out of the country. There are also times where
the job was not fulfilling, as well as the salary, especially
when some of our officemates are emanating negative
energy and talk about others in their free time. I have this
mantra that successful people love to talk about ideas,
average people, events and lastly, small people talk about
others. So I pay them no mind and work my given tasks in
order to finish first and read, play or enjoy my coffee.
For me, it is a must. I remembered before when I was new
here, we have an officemate who loves to delegate his
work to others. There are times that he would ask me
kindly to do his work while trying to gain sympathy from
me. He gave a plethora of excuses, like for example, he
needs to take his mom to the hospital, he was emotionally
unstable, he has depression, he’s very busy in his side job
to pay for his brother’s tuition fee, among others. As a
newbie in the office, I was compelled to carry out his tasks,
at the expense of my free time. However, when he asked
me for the tenth or mor time to do his task, I refused. I felt
like a pushover and for the first time, I was able to bare
some fangs in the office, despite being relatively new and
fresh in the workforce. After that incident, I noticed that he
was very distant from me, and to be honest, I didn’t mind.
But overall, I would like to say is all of us have our own
share of problems. If we inconvenience others in doing our
 own work, you might as well leave the office and give the
position that you are occupying with a young enthusiastic
individual who doesn’t use pity to get the work done.

11. Write 10 important skills indicating your cultural competence if you are working in the
tourism and hospitality industry. Provide a brief explanation for each.

Cultural Competencies/Skills Brief Explanation

1. Flexibility Flexibility is the ability to be adaptive to the working
environment as well as the policies that are existing in the
enterprise. Each person has his own level of flexibility, and
it is reasonable to assess that I am flexible enough to work
with other people.
2. Inclusivity Inclusivity, according to our readings, means appreciating
other people and giving them respect and recognition
despite the vast difference in background. Being inclusive
is one my characteristics since I am not likely to
discriminate a person to the other.
3. Enthusiasm Enthusiasm is a state of mind where a person is very
optimistic, happy and willing to deliver the task or do the
assignment that was given. An enthusiastic person looks
forward to what’s next, despite the odds.
4. Patience In order to be successful in an enterprise, one must be
patient. Be it may a circumstance, a boss, a co-employee,
the organization itself, it is important to be patient in every
endeavor, most especially in the tourism and hospitality
industry where the main focus and concern is the comfort
and happiness of people and the general consuming
public.
5. Credibility A person must be credible in order to be trusted by his
colleagues. Lack of credibility is a concern for many since
there is little to no guarantee that the person who lacks of
it will deliver the task that was given to him.
6. Cultural curiosity. Cultural curiosity means being open to other belief
systems, traditions, culture, way of life and respecting
them. Being curious in a cultural aspect is a plus as a
future tourism worker because it allows one to absorb
knowledge faster and share it to others.
7. Leadership This is an important skill in every workplace, most
especially in the field tourism and hospitality management.
If there is no leadership, everything that was planned and
envisioned for the place will be all for naught and the
consuming public will not feel comfort but rather
disheartening disappointment because their hard earned
money was not compensated with the quality of service

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 that was given.
8. Diversity management and Being diverse and tolerable means accepting the people
tolerance from different background and unite with them for a
common purpose. It is noted that the tourism and
hospitality field is a profession where a lot of people will be
mingling and work hand-in-hand to give the people the
best experience of their lives.
9. Global thinking A person who has a global way of thinking is open, willing
to embrace diversity and thinks outside the box. Having
this way of thinking is a plus for a future professional of
tourism because the possibilities will be endless and the
opportunities and ideas floating around will be unlimited.
10. Communication One of the most important skills of being a good
professional in this field is being a good communicator, be
it in the aspect of writing, reading and speaking. One must
be proficient in language that is used in the workplace to
have a good head start as well as do and initiate activities
which may not come into fruition if there is lack of proper
and excellent communication.

12. Categorize the following into soft skills and hard skills. Write A for soft skill and B for hard
skill.

Skill Category
1. Computer literacy B
2. Language literacy B
3. Video editing B
4. Research B
5. Business presentation B
6. Creative A
7. Innovative A
8. Customer Service B
9. Tour Guiding B
10. Negotiation Skill B

Reflections: How important are soft skills and hard skills? How do you utilize them in the
workplace.

Hard skills are skills that are easily quantifiable and are teachable abilities. On the other hand,
soft skills are interpersonal and people skills that are not quantifiable but rather abstract. They
are important because they showcase what a person could offer to the industry that he or she is
working on. It is the overall performance of the employee to the value that he or she brings in to
his chosen field and organization. Without it, a person may do more harm than good to the
enterprise and will become a liability to the establishment itself.

In order to utilize the skills in the workplace, it is important for a person to deliver and
accomplish the tasks that were given to him, that is where hard skills will come into play. A

66
member of the organization has the duty to perform his tasks according to his function. On the
other hand, in order to utilize the soft and unquantifiable skills, it is recommended that a person
coordinates and cooperates with his officemates with regards to goals and projects that need
teamwork in order to be realized.

13. You have been hired to work on cruise as you first job. What preparations will you consider
to equip yourself with the basics of working in a culturally – diverse workplace. Indicate five
personal strategies to develop your cross-cultural competency.

Personal Strategies
1. Learn about the company and the fellow employees.
2. Learn about the language commonly used by tourists and customers.
3. Read about the destinations where the cruise may traverse in order to share the same
information to the people on board.
4. Practice being patient and tolerant to tradition, policies and regulations of the cruise.
5. Bring things that could make me happy so that I could radiate a positive energy to the
cruise and its people.

14. Briefly present your own perspectives of implementing standards for hiring new employees
considering the following cultural diversity. You can agree or disagree and provide a brief
explanation for each.

Standard Requirement of Viewpoint

Companies for Newly-Hired
1. Company sets age limit
for the given position.
2. Company prefers a male
or female in the given
position.
3. Company prefers native
English speakers.
4. Company prefers
I disagree with the policy of setting an age limit for a given
position because it is against the very nature of cultural
diversity. A person’s ability to do the job is not diminished by
his age. It is rather demonstrated in his capability to get the
job done and perform sufficiently and efficiently. Setting an
age limit is a form of discrimination.
Likewise, this policy is very discriminatory to the working
class. A person’s capability to deliver proficient, excellent and
quality work suitable for a position is not based to the
genitalia that is embedded between his or her legs.
Regardless of gender, orientation or sex, I do believe that
everyone has the right to be given an opportunity to
showcase his suitability to the position. The standard of
choosing must be based on merit.
I also disagree with the company preferring native English
speakers from those who have learned it as a second
language or more. This is also a discriminatory policy, it goes
beyond the aspirations and meaning of cultural diversity. My
stand remains the same when I say that everyone must be
given a chance to try something and if they didn’t pass, it is
because of their lack of merit.
I reiterate my stance that this policy is discriminatory, elitist

67
 graduates from specific
schools.
5. Company prefers
applicants with higher
educational attainment.
15. Discuss strategies to settle workplace issues of lowering morale and productivity of
employee. The goal is to assist them in managing work-life balance. Provide 5 strategies to
promote work-life balance. Complete the given matrix.
Specific Strategies
1. Office set-up must be
lively.
2. Additional incentives for
highly productive
employees.
3. Once a month non-
mandatory free outing for
interested employees.
4. Flexible working hours
and set-up with emphasis
on rest
5. Paid seminar,
workshops
68
and insensitive. No school has the monopoly of knowledge
over the other. Being an alumna of a certain university or
college does not automatically make an individual qualified
for a certain position.
I agree with this assessment on some industries, most
especially professional industries like education, medicine,
law and science. However, for other industries that require
skill and knowledge that could be acquired largely through
experience, a higher educational attainment, in my opinion, is
no longer necessary.
Manner of Implementation
Buy utilities and amenities that could boost productivity and
happiness among workers. A good television set, free coffee
and energy drinks, small office gym, words of inspiration every
corner, color of the office must not be dull and more on bright
colors, resting corner with limited number of beds, are some of
the measures to implement in order to make the office lively and
for professionals to treat it as their second home, rather than a
place of discomfort.
This can be done if the enterprise will redirect a percentage of its
profits to the incentives of the employees, since high productivity
can boost work output and therefore increase the income of the
enterprise.
A good outing can be a breather for non-productive, depressed
or unstable employees. This can be done by telling them about
this measure, offer a vehicle/s that is owned by the company,
the employees or of higher ranks and choose a destination that
will be voted among the employees, preferably near the
workplace. Food and drinks will be simple, and it is encouraged
that everyone may bring their own so that it will be shared with
others. The budget of this may be from the profits of the
company, as well as donations from other people.
A company memorandum may be signed and approved
mandating this measure to be carried out. However, this does
not apply to all industries. For hospitality and tourism personnel,
this can be done through making the office hours later than what
is usual in other companies like 9 am and the lunch breaks may
be extended for an hour, depending on the circumstance.
Lastly, there are workshops, seminar, talks that can be
organized to return the vigor of the unproductive employee.
Workshops in financial literacy, budgeting, marriage and love,
happiness, exercise, health, among others will greatly help an
employee to boost his morale and confidence. Similarly, the
workshop and seminar should be conducted during the
 employee’s working hours in order to not rob him of his free time
with his family. The budget for this may be from profits or maybe
organized for free by volunteer groups, the government and
foundations.

GRADING SYSTEM

Class Standing (70%) = Quizzes, Accomplished Portfolio

Examinations (30%) = Midterm and Final Exams

Total (100%)

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