MBA502 Cultural Diversity in Workplace
Added on 2020-05-08
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Running head: CULTURAL DIVERSITY Cultural DiversityName of the Student:Name of the University:Author note:
1CULTURAL DIVERSITYExecutive Summary: In the era of globalization, it is quite common that the employees are sent from one country tothe other for collaboration required on temporary projects. However, in case of most of theorganizations, the management authority soon start facing noticing certain cultural challenges,which remain at the heart if their cross-cultural business, that they are unable to resolve. Hewittsoon found miscommunication and tension growing as a result of cultural differences amongstthe native Australian employees and the expatriate ones. The managers of the countries in theEast such as India or China had an altogether different approach while framing managementpolicy or handling clients, than those of Australia and the US. Hence, the purpose of the report isto analyse cross-cultural strategies undertaken by reputed organizations Tesco and Red Cross tosolve cultural conflicts at workplace, and to offer necessary recommendations, for the companyat hand.
2CULTURAL DIVERSITYTable of ContentsIntroduction......................................................................................................................................3Summary of the Two Firms.............................................................................................................4Analysis...........................................................................................................................................4Recommendation.............................................................................................................................7Conclusion.......................................................................................................................................8Reference List................................................................................................................................10
3CULTURAL DIVERSITYIntroduction:Hewitt is one of the emerging consulting firms in Australia, that has been offeringprofessional service and industry-specialized assistance to other organizations since the year of2001. Headquartered in Melbourne, the company soon started witnessing a quick expansion inother parts of the world, including India, China, the US and Mexico. The employees are oftensent from one country to the other for collaboration required on temporary projects. However,just like any other global organization, the management authority started noticing certain culturalchallenges, which remain at the heart if their cross-cultural business, that they are unable toresolve. Hewitt soon found miscommunication and tension growing as a result of culturaldifferences amongst the native Australian employees and the expatriate ones. The managers ofthe countries in the East such as India or China had an altogether different approach whileframing management policy or handling clients, than those of Australia and the US. Whiledifference in opinions has led to more than one instance of direct abuse of the other party, whichhas not only affected employee morale, but has also led to the creation of a hostile environment.However, more importantly, cultural differences and subsequent clash and conflicts amongst theemployees have created an ambient cultural disharmony, whereby even if many employees arenot experiencing any first-hand abuse, the atmosphere of cultural conflict as perceived by them,has had a deep impact o their minds. By simply watching the team leads or operational managerssquabble, or disagree, the junior employees have started feeling bad about each other. This hasnegatively affected the productivity, efficiency rate of the employees as well as their creativity.In absence of in-group harmony, many employees have already left the organization, with abitter feeling that their opinions were not being taken into consideration owing to cultural
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