Leadership: Managing a Multicultural Organization

2013 ◽  
Author(s):  
Thani Buti Al Shamsi
Keyword(s):  
Multicultural Organization

scholarly journals Ethnocentrism: Enemy of Productive and Happy Multicultural Workplace

2021 ◽  
Vol 12 (5) ◽  
pp. 756-760
Author(s):  
Aneesya Panicker, Avnish Sharma
Keyword(s):  
Work Environment ◽  
Work Productivity ◽  
Effective Management ◽  
Multicultural Organizations ◽  
Significant Point ◽  
Multicultural Organization ◽  
Research Studies ◽  
Changing World

Organizations and professionals are usually unaware about the fundamental rationale behind workplace ethnocentrism. Due to globalization today’s workplace are becoming multi-cultural, thus to address and understand the intricacies of ethnocentrism and being sensitive towards the issue is the need of the hour. Effective management of culturally diversified workplace is significant point of concern. As it may germinate challenges before the organization, one such challenge is related with ethnocentric feeling among culturally diversified workforce towards each other. This paper will explain the concept of ethnocentrism at workplace, the psychology of ethnocentric tendency and the various problems that an ethnocentric view presents before the multicultural organization while dealing with culturally diversified employees by synthesizing various research studies done in this area, comprising of examining various approaches to ethnocentric tendency. It also answers why diversity at workforce that exemplifies a changing world and contemporary workplace which is vital for creating competitive work environment that enhance work productivity. It will also discuss the implication of ethnocentrism in multicultural organizations and how to avoid the intricacies of ethnocentric phenomenon and resultant conflicts and disruptions arising at the workplace.

Creating the Multicultural Organization—A Call to Action

1994 ◽  
Vol 19 (3-4) ◽  
pp. 155-174 ◽  
Author(s):  
Meredith A. Butler ◽  
Gloria R. DeSole
Keyword(s):  
Call To Action ◽  
Multicultural Organization

Leaving the Space Better Than You Found It Through Song: Music, Diversity, and Mission in One Black Student Organization

2013 ◽  
Vol 83 (2) ◽  
pp. 279-294
Author(s):  
Sherry Deckman
Keyword(s):  
Black Student ◽  
Cultural Practices ◽  
Student Organization ◽  
Harvard College ◽  
Diverse Backgrounds ◽  
Better Than ◽  
Multicultural Organization

In recounting the history and present dynamics in the Kuumba Singers of Harvard College, Sherry Deckman presents a portrait of what it means to leave a space better than you found it through song. The story of Kuumba—Harvard's oldest black student organization and now its largest multicultural organization—is told through the experiences of Sheldon K. X. Reid, the group's professional director. Issues and tensions of diversity and community surface, and we learn how Kuumba has become a space where lost cultural practices are revived through music to create a campus home and family for members of diverse backgrounds.

scholarly journals Essential Skills for Leadership Development in a Multicultural Organization

10.28945/4387 ◽  
2019 ◽  
Vol 3 ◽  
pp. 027-028
Author(s):  
Janelle Ward
Keyword(s):  
Leadership Development ◽  
Pilot Study ◽  
Leadership Skills ◽  
Development Program ◽  
Leadership Development Program ◽  
Essential Skills ◽  
Multicultural Workforce ◽  
Frontline Managers ◽  
Multicultural Organization

This research was conducted to address leadership concerns regarding managers’ effectiveness in leading a multicultural workforce. Essential leadership skills for frontline managers were explored via pilot study interviews and a follow-on survey. Six leadership skills were identified and prioritized that are currently informing the company’s new leadership development program initiative.

The Multicultural Organization

2011 ◽  
pp. 1508-1521
Author(s):  
Tongo Constantine Imafidon
Keyword(s):  
Organizational Culture ◽  
Business Organization ◽  
The Past ◽  
Business Executives ◽  
Societal Culture ◽  
Multicultural Organizations ◽  
Multicultural Organization

This chapter avers that over the past years, monolithic organizations, as opposed to multicultural organizations, have been created by many top business executives in order to attain their corporate visions and missions. One particular feature of the monolithic organization is that its leaders psychologically impose the culture of the organization on their subjects (employees). Their expectation is that a business organization should be able to satisfy the diverse needs of its various stakeholders (customers, suppliers, shareholders, etc.), when a unique set of covert and overt behaviour is revered by a homogenous workforce. Oftentimes, the imposed “organizational culture” is nothing but a mere derivative or microcosm of the wider societal culture in which the organization is domiciled. This was conceivable in yesteryears, given the fact that most organizations only operated within their domestic business enclaves. However, with globalization and the increasing need for organizations to develop businesses and

scholarly journals Organizational Structure and Crosscultural Management: The Case of Credit Suisse's Project Copernicus in Singapore

2007 ◽  
Vol 32 (4) ◽  
pp. 63-74 ◽  
Author(s):  
Nina Jacob
Keyword(s):  
Cultural Heritage ◽  
Organizational Structure ◽  
Financial Services ◽  
Management Practices ◽  
Organizational Structures ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Management ◽  
The Impact ◽  
Multicultural Organization

This paper explores the linkage between organizational structure and cross-cultural management. It suggests that a fluid and continuously evolving structure enables effective crosscultural management. In support of this proposition, the paper reports on the experience of one of the world's largest financial services corporations – a Swiss Bank. The bank adopted a different type of organizational structure for one of its units. This new structure was different from the traditional bureaucracy it had used throughout the 150 years of its existence. It was observed to be an emergent structure, evolving in response to the stimulants provided by its various cultural constituents. It was also flexible, allowing it to assimilate when necessary, the inputs provided by its diverse cultural constituents, and discard when necessary, the structural features which no longer served any useful purpose. This paper discusses and analyses the experience of Credit Suisse Private Banking's Project Copernicus in Singapore, (October 2000 – December 2001). The principal findings of this paper are: Traditional modes of organizational structure are not appropriate for the management of diversity. Fluid and amorphous organizational structures provide the context within which crosscultural management can be effected. There is a symbiotic relationship between organizational structure and organizational members' cultural heritage. The author had earlier highlighted (2005) the fact that current cross-cultural management research emphasises the need for multiculturalism. Multiculturalism is the management of subcultures within an entity like the nation-state. Organizational structures need to be designed keeping in mind the dynamics of interacting sub-cultures within a multicultural organization. An analysis of the case study embedded in this paper reveals that cross-cultural management is facilitated by: The co-evolution of organizational structure and management practices. In other words, organizational structure need not be durable as has traditionally been the case. Additionally, it need not precede the creation and operationalization of management practices. Allowing individual members' cultural heritage to influence the evolving nature of organizational structure. Thus a manager entering a multicultural organization would try and align himself⁄herself with the existing structure. Co-terminously, he⁄she would impact on the structure's design. The impact would have cultural underpinnings. Enacting an organizational structure that overtly takes into account the cultural conditioning of individual members. Thus two managers from different cultures experiencing difficulty in interacting with each other may both have to adapt and change in order to sresolve discord as well as to find a fit with the organization. Meanwhile, the amorphous nature of the organizational structure makes possible the improvisation that accompanies managers' attempts to find a fit.

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