Challenges Faced by Team Leaders in Managing Cultural Diversity in the UK Automotive Manufacturing Sector
Added on 2023-01-10
27 Pages6051 Words38 Views
Leadership ManagementData Science and Big Data
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RESEARCH PROJECT
Table of Contents
INTRODUCTION.......................................................................................................................................3
IMPORTANCE OF THE STUDY..............................................................................................................4
LITERATURE REVIEW............................................................................................................................5
SUMMARY OF LITERATURE REVIEW.................................................................................................8
METHODOLOGY......................................................................................................................................9
PROPOSED TIME SCALE (GANT CHART)..........................................................................................10
PRELIMINARY RESULTS (DATA ANALYSIS AND INTERPRETATION).......................................11
RESULTS AND DISCUSSION................................................................................................................21
EVALUATION OF THE RESEARCH METHODS AND APPROACHES.............................................23
PERSONAL REFLECTION OF THE RESEARCH.................................................................................23
RECOMMENDATIONS ON AREAS FOR IMPROVEMENT................................................................23
AREAS FOR FUTURE RESEARCH.......................................................................................................24
CONCLUSION.........................................................................................................................................24
REFERENCES..........................................................................................................................................25
INTRODUCTION
Background of research
Workplace diversity is explained as variations in institutions and individuals. Sounds
basic but diversity includes race, sex, community of people, age, temperament, style of
cognition, tenure, organizational structure, employment, history and more. Diversity includes not
just the perception of men, but also the perception of others. These perceptions influence their
relationships. For wide range of staff to work efficiently as an organisation, workers need to
tackle problems like communication, ability to adapt and change effectively. Ford UK is British
owned subsidiary of the Blue oval Holdings and subsidiary of the Ford International Capital LLC
INTRODUCTION.......................................................................................................................................3
IMPORTANCE OF THE STUDY..............................................................................................................4
LITERATURE REVIEW............................................................................................................................5
SUMMARY OF LITERATURE REVIEW.................................................................................................8
METHODOLOGY......................................................................................................................................9
PROPOSED TIME SCALE (GANT CHART)..........................................................................................10
PRELIMINARY RESULTS (DATA ANALYSIS AND INTERPRETATION).......................................11
RESULTS AND DISCUSSION................................................................................................................21
EVALUATION OF THE RESEARCH METHODS AND APPROACHES.............................................23
PERSONAL REFLECTION OF THE RESEARCH.................................................................................23
RECOMMENDATIONS ON AREAS FOR IMPROVEMENT................................................................23
AREAS FOR FUTURE RESEARCH.......................................................................................................24
CONCLUSION.........................................................................................................................................24
REFERENCES..........................................................................................................................................25
INTRODUCTION
Background of research
Workplace diversity is explained as variations in institutions and individuals. Sounds
basic but diversity includes race, sex, community of people, age, temperament, style of
cognition, tenure, organizational structure, employment, history and more. Diversity includes not
just the perception of men, but also the perception of others. These perceptions influence their
relationships. For wide range of staff to work efficiently as an organisation, workers need to
tackle problems like communication, ability to adapt and change effectively. Ford UK is British
owned subsidiary of the Blue oval Holdings and subsidiary of the Ford International Capital LLC
that is subsidiary of the Ford Motor firm. In this company, there are large numbers of employees
working from the different backgrounds (Al-Jenaibi, 2017). Attracting, developing and
sustaining diverse workforce. This company develops the diverse groups at all level of company.
Rationale of Research
Present work is focused on problems faced by team members in the UK automotive
manufacturing sector in the management of cultural diversity. Conduct this analysis in a personal
and professional setting. Researcher in his personal knowledge and knowledge of the particular
topic in a personal context. In the professional sense, investigator want to know the advantages
of cultural diversity in the workplace and the problems that team leader primarily tackles in an
organization from its cultural diversity. This work would allow the researcher to develop his
analysis and analytical abilities. I will carry out the work in the future (Barak, 2016).
Aim
To determine the challenges faced by team leaders in managing cultural diversity in the
UK Automotive manufacturing sector. A case study of team leaders at Ford UK.
Objectives
To examine the benefits of cultural diversity to organisation.
To analyse the dimensions of differences in cultural values.
To identify challenges faced by team leaders in managing cultural diversity in the UK
Automotive manufacturing sector.
To determine ways through which the cultural diversity can be managed in Automotive
manufacturing sector.
Questions
Does cultural diversity is beneficial for company?
What are main dimensions of the differences in the cultural values?
Which kind of issues faced through the team leaders in the UK Automotive
manufacturing sector in context to managing the cultural diversity?
What are the effective ways to manage cultural diversity at workplace?
working from the different backgrounds (Al-Jenaibi, 2017). Attracting, developing and
sustaining diverse workforce. This company develops the diverse groups at all level of company.
Rationale of Research
Present work is focused on problems faced by team members in the UK automotive
manufacturing sector in the management of cultural diversity. Conduct this analysis in a personal
and professional setting. Researcher in his personal knowledge and knowledge of the particular
topic in a personal context. In the professional sense, investigator want to know the advantages
of cultural diversity in the workplace and the problems that team leader primarily tackles in an
organization from its cultural diversity. This work would allow the researcher to develop his
analysis and analytical abilities. I will carry out the work in the future (Barak, 2016).
Aim
To determine the challenges faced by team leaders in managing cultural diversity in the
UK Automotive manufacturing sector. A case study of team leaders at Ford UK.
Objectives
To examine the benefits of cultural diversity to organisation.
To analyse the dimensions of differences in cultural values.
To identify challenges faced by team leaders in managing cultural diversity in the UK
Automotive manufacturing sector.
To determine ways through which the cultural diversity can be managed in Automotive
manufacturing sector.
Questions
Does cultural diversity is beneficial for company?
What are main dimensions of the differences in the cultural values?
Which kind of issues faced through the team leaders in the UK Automotive
manufacturing sector in context to managing the cultural diversity?
What are the effective ways to manage cultural diversity at workplace?
IMPORTANCE OF THE STUDY
The core area of an enterprise is cultural diversity. Several workers of different
backgrounds and culture work in a business. Team Leader is responsible for managing all
employees who belong to various backgrounds and also know each other's different culture. This
contributes to the development of a good working environment. The aim of this research is to
know the difficulties that primarily the Company is facing in handling and addressing cultural
diversity (Bouncken, Brem and Kraus, 2016).
The core area of an enterprise is cultural diversity. Several workers of different
backgrounds and culture work in a business. Team Leader is responsible for managing all
employees who belong to various backgrounds and also know each other's different culture. This
contributes to the development of a good working environment. The aim of this research is to
know the difficulties that primarily the Company is facing in handling and addressing cultural
diversity (Bouncken, Brem and Kraus, 2016).
LITERATURE REVIEW
Benefits of cultural diversity to organisation
Dianne Shaddock (2020) stated that the effectiveness of a firm is rely on its opportunity
to take the benefits and take advantage of diversity. If companies systematically assess their
managing of issues related to organizational diversity, establish and execute diversity strategies,
numerous benefits such as:
Increased adaptability- The organizations with wide range of staff will provide more
solutions to service issues, recruitment and resource allocation. Staff from a range of
backgrounds brings different skills and perspectives to formulate solutions that are versatile to
respond to evolving conditions and consumer demands (Brown, 2017).
Variety of viewpoints- A diversified employee who is confident sharing multiple
viewpoints has a broader variety of thoughts and experiences. The company can leverage this
pool to more effectively respond to business strategy requirements and customers ' needs.
More effective execution- Businesses encourage diversity in workplace encourage all
staff members to do their best. Then, company-wide strategies can implemented, leading to
increased productivity, profit and investment returns.
Dimensions of differences in cultural values
On the basis of Melany Gallant (2020) Culture is knowledge, believing, attitudes and
standards system that is learned and shared. Culture therefore includes a great deal of behaviour.
Diversity rises in people's and organizations' daily lives because of globalization Seven aspects
(or faces) of cultural beliefs help to clarify how cultures vary.
Individualism vs. collectivism- Many societies assign greater significance and
importance than common good to personal interests and growth. Individualists claim their own
desires take precedence. The association or the working group is more concerned with
collectivists than with itself.
Benefits of cultural diversity to organisation
Dianne Shaddock (2020) stated that the effectiveness of a firm is rely on its opportunity
to take the benefits and take advantage of diversity. If companies systematically assess their
managing of issues related to organizational diversity, establish and execute diversity strategies,
numerous benefits such as:
Increased adaptability- The organizations with wide range of staff will provide more
solutions to service issues, recruitment and resource allocation. Staff from a range of
backgrounds brings different skills and perspectives to formulate solutions that are versatile to
respond to evolving conditions and consumer demands (Brown, 2017).
Variety of viewpoints- A diversified employee who is confident sharing multiple
viewpoints has a broader variety of thoughts and experiences. The company can leverage this
pool to more effectively respond to business strategy requirements and customers ' needs.
More effective execution- Businesses encourage diversity in workplace encourage all
staff members to do their best. Then, company-wide strategies can implemented, leading to
increased productivity, profit and investment returns.
Dimensions of differences in cultural values
On the basis of Melany Gallant (2020) Culture is knowledge, believing, attitudes and
standards system that is learned and shared. Culture therefore includes a great deal of behaviour.
Diversity rises in people's and organizations' daily lives because of globalization Seven aspects
(or faces) of cultural beliefs help to clarify how cultures vary.
Individualism vs. collectivism- Many societies assign greater significance and
importance than common good to personal interests and growth. Individualists claim their own
desires take precedence. The association or the working group is more concerned with
collectivists than with itself.
Acceptance of power and authority- Many people embrace a gap of power at different
levels; others do not understand power in certain cultures hierarchy (Davis, Frolova and
Callahan, 2016). There are communities in which individuals work as team. Automotive
manufacturing sector have a hierarchy of authority in culture.
Materialism vs. concern for others- Some religions emphasizes recognition and
purchase of money as well as artifacts. Other end of continuum focuses on the interests of others,
personal relations and common well-being.
Formality vs. informality- A nation that attaches great value to formality, ritual,
ceremonies, social rules and rankings. In comparison, informality relates to relaxed attitude
towards the same cultural aspects. There are more methodical people than others.
Urgent time orientation vs. casual time orientation- People from countries with a limited
emphasis on time see time as a resource and also appear impatient. Persons with an informal
time emphasis regard time as infinite and constant resource and prefer to be cautious.
Work orientation vs. leisure orientation-
A major cultural disparity is the amount of hours a week and perceptions of employment
in careers and leisure sports and other non-working behaviors. The conduct of leisure is less
successful in general.
High context vs. low-context cultures- Many cultures are high in contexts, and some are
small in contexts. In underlying cultures, people rarely take time to develop experience and
creating trust in business transactions (Frijns, Dodd and Cimerova, 2016).
Challenges faced by team leaders in managing cultural diversity in the UK Automotive
manufacturing sector
According to Kimberlee Leonard (2020) Organizations face the issue of diversity and it
develops the negative impact of organizational productivity. Team leaders play a necessary role
in business and their focus on managing the diverse workplace at workplace. There are some
issues faced through team leaders in managing cultural diversity in the UK Automotive
manufacturing sector mention below:
levels; others do not understand power in certain cultures hierarchy (Davis, Frolova and
Callahan, 2016). There are communities in which individuals work as team. Automotive
manufacturing sector have a hierarchy of authority in culture.
Materialism vs. concern for others- Some religions emphasizes recognition and
purchase of money as well as artifacts. Other end of continuum focuses on the interests of others,
personal relations and common well-being.
Formality vs. informality- A nation that attaches great value to formality, ritual,
ceremonies, social rules and rankings. In comparison, informality relates to relaxed attitude
towards the same cultural aspects. There are more methodical people than others.
Urgent time orientation vs. casual time orientation- People from countries with a limited
emphasis on time see time as a resource and also appear impatient. Persons with an informal
time emphasis regard time as infinite and constant resource and prefer to be cautious.
Work orientation vs. leisure orientation-
A major cultural disparity is the amount of hours a week and perceptions of employment
in careers and leisure sports and other non-working behaviors. The conduct of leisure is less
successful in general.
High context vs. low-context cultures- Many cultures are high in contexts, and some are
small in contexts. In underlying cultures, people rarely take time to develop experience and
creating trust in business transactions (Frijns, Dodd and Cimerova, 2016).
Challenges faced by team leaders in managing cultural diversity in the UK Automotive
manufacturing sector
According to Kimberlee Leonard (2020) Organizations face the issue of diversity and it
develops the negative impact of organizational productivity. Team leaders play a necessary role
in business and their focus on managing the diverse workplace at workplace. There are some
issues faced through team leaders in managing cultural diversity in the UK Automotive
manufacturing sector mention below:
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