| Introduction: Definition Cultural Diversity From our increasingly diverse domestic workforce to the globalization of business, cultural competence is arguably the most important skill for effective work performance in the 21st century. According to de Woot (2000), companies in the industrial, financial and service sectors have to cleared most obstacles in the globalization process: that of size, that of time, that of complexity, and finally that of information and communication. Because
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Introduction: Diversity in the workplace is natural to Canada with its multicultural population and more than 250,000 newcomers entering the country every year (Government of Canada). One of the distinguished features of Canada’s current workforce is its growing diversity. As a concept, diversity refers to a broader set of qualities than race and gender. Its dimensions include, but are not limited to, age, ethnicity, educational background, geographic location, income, marital and parental status
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NEEDS OF PUBLIC PERSONNEL TODAY Sandra M. Brooks Professor Shelley Tatlor Public Administration 530 January 22, 2012 Abstract Parallel with the changes in the global arena, the qualifications of the workforce has been changed. The changes of the workforce required a shift from traditional personnel management to human resource management. With the evolution of human resource management, this field has gained a more strategic perspective in both academic literature and practice
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become an important issue for management today. Since managing diversity remains a significant organizational challenge, managers must learn the managerial skills needed in a multicultural work environment. Supervisors and managers must be prepared to teach themselves and others within their organizations to value multicultural differences in both associates and customers so that everyone is treated with dignity. Diversity issues are now considered important and are projected to become even more important
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EXERCISE 5-G 1. The one or two areas regarding understanding or managing diversity in which I am most strong. Diversity can be defined as any attribute relevant to an individual that creates or reinforces a perception that he/she is different from another individual (Williams, 1998). Managing diversity is an on-going process that unleashes the various talents and capabilities which a diverse population bring to an organization, community or society, so as to create a wholesome, inclusive
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Teladoc Inc.: Core Competencies Core competencies include distinguishable qualities and skills that an organization must possess that helps the business develop products to meet a target market. Penn (2016) explained that core competencies provide access to a wide variety of markets, the value behind end-product benefits, and provides unique attributes that make it difficult for competitors to imitate. Businesses leverage core competencies to delivery premium value to customers while also establishing
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has created some challenges involving the scarcity of Chinese skilled employees. Whereas leadership attempts alternative solutions to synergize the company’s strategies to address the situation, Riordan recognizes that the integration of a diverse workforce has the potential to alter the company’s performance (University of Phoenix, 2009). Accordingly, in analyzing cultural synergy strategies to help mitigate undesirable outcomes takes extra consideration, yet it is a necessary task (Hodgetts, Luthans
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INTRODUCTION With globalisation, it is inevitable to have workforce diversity. Workforce diversity is the significance differences of each individual that distinguish them at their working environment. This report explores the study of workforce diversity and brings about an understanding of surface-level and deep-level diversity. Furthermore, the report highlights the importance of managing for diversity and explores the characteristics of both Singapore employees and expatriates. SURFACE-LEVEL
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Guidelines on Multicultural Education, Training, Research, Practice, and Organizational Change for Psychologists American Psychological Association Approved as APA Policy by the APA Council of Representatives, August, 2002 Copyright, American Psychological Association, 2002 Author Note: This document was approved as policy of the American Psychological Association (APA) by the APA Council of Representatives in August, 2002. This document was drafted by a joint Task Force of APA Divisions
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learning organization. Truly global organizations have moved beyond “think globally, act locally.” They have acquired the ability to continually learn from the global environment and to support the virtual third cultures necessary for effective multicultural communication. One of the things we have
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