MGMT 101: Effective Management of Cultural Diversity in the Workplace

This essay delves into the critical role of management in navigating the complexities of cultural diversity within organizations. It highlights the increasing diversity in the workplace due to globalization and the subsequent challenges managers face in unifying employees from various backgrounds. The essay emphasizes the importance of effective communication, fostering an inclusive environment where all employees feel valued, and avoiding cultural dominance. It stresses the need for managers to leverage the diverse expertise and perspectives of employees to enhance organizational output and achieve common goals. The essay also explores the importance of open communication channels, employee empowerment, and the development of a common work culture that respects individual differences while promoting collaboration and productivity. Ultimately, the essay underscores the manager's role in turning cultural diversity into a strength for the organization, ensuring that all employees are motivated and aligned with the company's objectives.

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author note

1MANAGEMENT
Management is one of the most varied functions in an organization. The manager is
imbibed with many responsibilities and shoulders the performance of the entire organization.
The role of the manager is varied and the individual has to deal with various situations in the
organization effectively so that the performance excels (Beverungen, Böhm and Land 2015).
The manager has a variety of duties to perform and is faced with new challenges on a daily
basis. The main aspect that will be dealt with in this essay is the management of cultural
diversity and how it can be dealt with in an effective way by the manager.
The workplace is growing diverse in nature due the phenomenon of globalization that
is spreading rapidly. The organizations recruit people from various backgrounds and the
employee bas diverse immensely in terms of culture. The management of cultural diversity
remains one of the biggest challenges that an organization is faced with in this period of
globalization (Guillaume et al. 2017). The employees have different ideas and conceptions
and such variation may lead to many conflicts in the organizational processes. The manager
has to make sure that all the employees are on the same page in a certain topic and that
common consensus is achieved in order to secure organizational excellence. The role of the
manager remains in the fact that the person has to bring together all the employees together
and each of them should be given importance. Any kind of cultural dominance should be
avoided in the organization so that every employee feels free in the working environment.
The effective management has to be ensured by making sure that the management works
towards unifying the employee base. The manager has to ensure that the in house
communication of the organization is efficient and every employee is well connected with the
management. The grievances of the employees should be directly communicated to the
manager and the required steps should be taken so as to ensure that trust is built in the
organization. The manager has to make sure that the company enacts the open door policy so
that anyone can walk up to the manager and speak of any problem that the person might be

2MANAGEMENT
facing in relation to the work environment. Effective management qualities to manage the
culture diversity in the employee base will to make sure that each of the employees has an
equal voice in the organizational decisions. The diversity in the work environment can cause
several issues but the manager has to ensure that the diversity is used positively instead.
Cultural diversity will mean that people will have different views on certain topics and the
working style will also vary from the traditional practice (Bellini et al. 2013). Though it is
essential to make sure that the diversity of the employees is respected and there is no
derogatory attitude towards any of the prevalent cultures in the organization, a common work
culture has to be formulated and each of the employees must adhere to it (Cascio 2018). The
diversity that is prevalent should be used to maximize the production of the organization. It is
to be noted that every culture has a certain positives and it can be seen that there can be
people from the varying culture who have certain expertise due to the different cultural
background. Such expertise and advantages should be used by the manager in favor of the
organization and this can lead to enhanced output from the employees.
The role of the manager is essential in making sure that employees work and bring
excellence to the organization. The diversity has to be managed and the employee base has to
be managed in such a way that the diversity becomes strength for the organization. The
perspectives of the individuals may vary from each other but it has to be made sure that the
pursuance of organizational goals remains the foremost concern. The work environment has
to be made motivating for all so that the employees do not hesitate to open up themselves and
make sure that the best results are delivered for the company. The cultural diversity will keep
growing each day and hence the manager has to be efficient and has to communicate more
with the employees so to get everyone on the same page.

3MANAGEMENT
Reference
Bellini, E., Ottaviano, G.I., Pinelli, D. and Prarolo, G., 2013. Cultural diversity and economic
performance: evidence from European regions. In Geography, institutions and regional
economic performance (pp. 121-141). Springer, Berlin, Heidelberg.
Beverungen, A., Böhm, S. and Land, C., 2015. Free labour, social media, management:
Challenging Marxist organization studies.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Guillaume, Y.R., Dawson, J.F., Otaye‐Ebede, L., Woods, S.A. and West, M.A., 2017.
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior, 38(2), pp.276-303.