Term Paper on Cultural Diversity
"Vital
to the success of an organization effort is the role to support cultural
diversity. Mostly, company attempts to put into practice the strategies by
simply imposing it onto the corporation with little or no regard for existing
networks, beliefs or working systems. And likewise, it is not difficult to
recognize many examples where well-designed organization tools and procedures
fail for the reason that people believed they were already sharing cultural
values well adequate. Encouraging Culture diversity can broadly be defined as
the shared values, viewpoint and practice of the people from dissimilar culture.
It is reflected not only in observable features such as mission and espoused
values, but also in less clear guises, such as in the way people act, or what
they expect of each other. Because of these layers of culture, people can
frequently act in ways conflicting with the organization's mission and values,
but reliable with its underlying core values. Encouraging culture diversity is
the furthest more objective of any successful company because it plays a very
important role in achieving their goal. And the other benefit is this that it
would help in maintaining up the world peace. Over here, we are describing 3
companies, that are very successful and they encourage cultural diversity in
different ways.
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Johnson & Johnson
Johnson & Johnson, with around 101,800 employees, is the world's most inclusive
and broadly based manufacturer of health care products, as well as a contributor
of related services, for the customer, pharmaceutical and professional markets.
Johnson & Johnson has more than 190 operating companies in 51 countries around
the world, selling products in further than 175 countries. Johnson & Johnson
named amongst the Hispanic Corporate 100, an international ranking of companies
that provide financial and employment opportunities to Hispanics. The ranking
was based on employment efforts, minority business initiatives and funding
efforts for scholarships, grants and associations.
Johnson & Johnson build responsiveness and skills for managing multicultural
labor force. Their employees learn different cultures' approaches to work,
relationships, time, and exchange of information and because of this learning it
affects outlooks and performance on the job. "I am delighted with our strong
sales presentation in 2001 and our continued capability to deliver double-digit
earnings growth," said Ralph S. Larsen, Chairman and Chief Executive Officer.
"Of particular note are the strong presentations of our Pharmaceutical and
Medical Devices and employees of various cultures that lead to strong
businesses." Mr. Larsen also stated, "Our investments in a broad range of
inventive opportunities, both inside and outside the company, have permitted us
to grow at an accelerated rate and provide a strong stage for growth in the
future.” New York Times, 2001
Johnson & Johnson was graded number one in the best in class trustworthy
employees and number two in best in class work culture values. On the whole
Johnson & Johnson was ranked third in the inspection. Johnson & Johnson was
noted for being a socially accountable workplace that fosters a position between
work and personal values.
Johnson & Johnson build esteem and faith among employees of different racial and
language backgrounds. Employees learn new solutions to disruptive issues of
stereotyping, formation of cliques, and English vs. other languages spoken at
work. This is a base for teambuilding and employee participation that is
appropriate for people of a variety of levels of literacy and English
proficiency.
Dell Computer Corporation
Dell Computer Corporation is the world's leading straight sales computer Systems
Company and the fastest growing computer systems company universal. The company
is the No. 2 manufacturer of computers in the U.S., where it is a foremost
supplier of PCs to business customers, government agencies, educational
institutions and consumers. Since its first international supplementary opened
in the United Kingdom in 1987, Dell Computer Corporation has opened sales
offices in 33 countries around the world and its employees serve customers in
more than 170 countries as well as territories.
Dell's success directly impacts each and every worker at the company, whether
through stock options, profit sharing, inducement plans, customer contentment,
or career opportunity - even the experience of being part of the winning team.
Dell has offices in 37 countries and sharing in more than 170. Dell Building a
talented workforce is greatest single precedence and challenge. This challenge
contains two primary facets. The first is training, developing, and retaining of
existing employees so that they can carry on capitalizing on the career
opportunities. The second is fruitfully recruiting employees at all levels to
support company, whose employee population grew 24 percent last fiscal year.
Their training structure design in a way that it supports cultural diversity, by
giving training about cultural diversity they improve their effectiveness and,
enhanced compensation and benefits programs constant with philosophy of sharing
success with employees.
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Fundamentally, the training organization operates as a federation. There are
three parts: Corporate Training, Regional (HR) Training, and Regional (Non-HR)
Training, held together by the senior organization team and a series of Dell
Learning councils.
The Corporate Group has main elements. Corporate and Regional Operations is
concerned with global education planning, financial organization and reporting,
and process and infrastructure and learning to handle cultural diversity.
Dell's investment in learning cultural diversity has paid off in cost escaping,
increased sales, and improvements in employee productivity, and better customer
service. It has even helped recruiting, as workers concerned with development
cite it as a reason for deciding to join the company. The company has also kept
up its growth and maintained constancy of message and focus in key areas.
Price water house cooper
Price water house Coopers, the world's largest professional services
association, helps its clients build value, manage risk and progress their
performance. Drawing on the talents of more than 144,000 people in 152
countries, the association provides a full range of business advisory services
to leading global, national and local companies and to public institutions.
Price water house Coopers refers to the U.S. firm of Price water house Coopers
LLP and other members of the international PricewaterhouseCoopers organization.
Price water house coopers support cultural diversity in a way more that fifty
percent of their workers are from different culture. The firm accepts graduates
from any subject at degree level. The excellent training facilities and exam
support structure means that help to work with people of different culture.
Nevertheless, the accomplishment and rewards of qualification more than
compensate for the hard work involved. Structure of PwC encourages an open door
policy, where the partners are approachable and not out of reach. In its place,
the partners and senior staff are always willing to make time for staff at all
levels. Every employee view is sought and listened to, and all made to feel
valued members of the firm.
PwC give their employees training to recognize different Cultures. Learning
styles vary from culture to culture and a trainer's worst nightmare is to be
faced with vociferous silence. Delivering training to a multicultural or
multilingual employees immensely improve results by learning techniques for
culturally appropriate delivery style, pacing, methodology, another views of the
roles of "trainer" and "employee", use of technology, increasing participation,
modifying English for non-native speakers, getting criticism to evaluate
programs, and much more. PwC employees understand foreign accents. Training
given to them develops listening skills and develops tolerance in speaking with
customers or coworkers for whom English is not their first language. Course
comprises understanding Spanish, Filipino, Chinese and Vietnamese accents; other
accents available upon request. Issues aside, the approach to conflict, style of
disagreement and perception of the response depends on cultural upbringing. By
identifying various disagreement approaches and alternatives in resolution,
trainers expand and improve employee relations’ tools for handling disagreement
in the multicultural environment. “Encouraging Cultural diversity by
sharing facts has more to do with how you design and implement your organization
effort than with understanding culture. It involves balancing the visible and
invisible dimensions of culture; visibly demonstrating the significance of
sharing knowledge and building on the invisible core values”. Attinasi, J. 1994,
pg. 41
Work Cited
New York Times, 2001
Green, J.W. (Ed.) (1992). Cultural Awareness in the Human Services. Englewood
Cliffs, MJ: Prentice Hall, pg 67
Attinasi, J. (1994). Academic achievement, culture, and literacy: An
introduction. In B. Bowman, Cultural diversity and academic achievement. Oak
Brook, IL: North Central Regional Educational Laboratory, pg 41
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