Multicultural Business Analysis

Must be carefully and critically examined and questioned in the context of the multicultural or international workplace. Most are not validated across cultures and thus can only be applied to a fairly homogenous, mainstream American workplace.

Today’s global or multinational corporations must cope with an increasingly multicultural environment. This is true internally, from an increasingly multicultural workforce, as well as externally, from the increasingly global nature of corporations that sell goods and services to cultures across the globe. The spread of democratic governments, capitalist markets, and the continually eroding national borders that allow businesses as well as individuals more freedom to interact are mainly responsible for this corporate environment. As Gancel and Hills (24) note “The ever-increasing internationalization of companies makes cultural factors a key dimension of success. Developing intercultural management skills is becoming a must as managers are confronted more than ever with international realities”.

Despite these internal and external realities, a review of the pertinent literature on intercultural management and communication reveals that few corpor

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le consensus that diversity is a key part of good corporate governance and should be undertaken to improve shareholder value” (Leonard 12). Despite these sentiments, organizations who hope to attain and maintain workplace diversity often encounter significant dilemmas in the attempt. These dilemmas typically play out across three perspectives; organizational participation, managerial participation, and individual participation. While many studies point to the benefits brought about by functional and social diversity within the organization, many organizations resist attempting such diversity because of the significant costs they encounter. These costs are often short-term but executives are often unwilling to invest the resources required because of the difficulty in measuring the economic impact of doing so. Further, according to Schneider (et al, 1445) “The costs associated with organizational participation in diversity initiatives arise because managers and their employees perceive organizational conflicts and organize their interactions along social identity lines, so that temporal and collective fences surround diversity”. Social identity theory is important because it relates to the “cultural programming” concept we
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Approximate Word count = 6559
Approximate Pages = 26 (250 words per page)

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