CULTURAL DIVERSITY

Cultural Diversity



Abstract

In this study we try to explore the concept of Cultural Diversity in a holistic context. The main focus of the research is on Culture Diversity and its relation with “Organization”. The research also analyzes many aspects of “Culture Diversity” and tries to gauge its effect on Organization. Finally the research describes various factors which are responsible for topic and tries to describe the overall effect of Culture Diversity on Organization.

Disclaimer

I declare the following to be my own work, unless otherwise referenced, as defined by the University's policy on plagiarism.

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Table of Contents

Introduction5

Discussion6

Intercultural competence dimensions9

Conclusions12

Cultural Diversity

Introduction

Globalization, regional integration, migration and demographic changes create new preconditions for inter-mingling of individuals and cultures, pose new challenges to organizations, which encounter representatives of different cultures and social groups in domestic and global markets. The society is not homogeneous; i.e., in different activities, individuals from other cultures, companies with different organizational culture, of other sexes or minority groups are met. Cultural diversity management is a relatively new concept of company management (Sedlacekand & Brooks, 2007, 971-980 ), which emerged in the USA and two decades ago its application commenced in Europe.

According to scientific sources (Sedlacek, 2003, 95-103; Sedlacek, 2006, 200-209), the notion of 'diversity' encompasses the existing differences as well as similarities, the perception of diversity and its social constructs; hence, it is important to define its dimensions. Traditionally, cultural diversity encompasses two dimensions: ethnic belonging and nationality, which point directly to the individual's belonging to a specific culture. That is why 'diversity' used to be called 'cultural diversity'. EU Racial Equality Directive and EU Employment Equality Directive stipulate that cultural diversity encompasses six dimensions - age, physical capabilities / disability, culture, sex, religion and sexual orientation. Other classifications of cultural diversity dimensions can be found in scientific literature, too: 'superficial diversity' (age, sex, belonging to an ethnic group, religion, education) and 'deep (hidden) diversity' (culture values) (Cox & Blake, 1991); main (race, ethnicity, sex, physical or cognitive abilities) and secondary (individual's attitudes, mother tongue, social-economic status, education and professional experience) dimensions of cultural diversity (Parekh, 2000, 127-135); task-associated dimensions of cultural diversity (dependence of to a division, hierarchical level, duration of employment with the organization, professional group, knowledge, abilities and skills, experience, education) and relationship-oriented dimensions (nationality, ethnic dependability, sex, age, religion, disability, race, attitude, values, personal qualities, social status) (Kluckhohn, 2004, 151-157).

Discussion

For the purposes of organization's success, it is important to turn the culture dissimilarity problems into advantages. Consequently, scientific context emphasizes the significance of cultural diversity management, seeing as masterfully managed, cultural diversity can become a resource, providing economic benefit and competitive advantage to the company. Cultural diversity management first of all is associated with the assurance of equal opportunities for representatives of different cultures and social groups and this refers to more than just the observance of anti-discrimination guidelines (Kavanagh & Kennedy, 2002, 15-21). Moreover, cultural diversity management is an expedient and constructive use of diversity, mobilizing the potential of the staff, ensuring equal opportunities, yielding ...