Managing Workplace Diversity

CULTURAL & ETHNIC HERITAGE

Managing Workplace Diversity
Cultural Discrimination & Difference in Workplace
To
Paul R. Dix

Siddharth Gupta B.A. (Hons) Business and Management 77093992

1|Page

CULTURAL & ETHNIC HERITAGE

Contents
1. Abstract 2. Introduction 3. Workplace Diversity 4. Origin of Managing Workplace Diversity 5. Discrimination
5.1Types of Discrimination

6. Culture
6.1 Component of Culture and Heritage

7. Cultural Diversity in workplace
7.1 Drawbacks and Benefits 7.2 Strategies for promoting Diversity

8. Some Live Examples 9. Policies and Laws/Acts against Cultural Discrimination
9.1 Australia 9.2 Canada 9.3 Hong Kong 9.4 United Kingdom 9.5 United States 9.6 Others

10. Conclusion 11. Bibliography

2|Page

CULTURAL & ETHNIC HERITAGE

1. Abstract
Conventional wisdom has it that the world is undergoing rapid globalization. Due to this there is a rapid increase in social, technological, cross-border economic and cultural exchange which diversifies the place. This leads to large moment of the people with different culture and background (heritage) and have to work under one roof. In this way the workplace becomes diversified & culturally rich which marks the beginning of discriminations and conflicts on the basis of the same. This document shows how diversity affects the workplace. As every employee brings new beliefs and background which creates a new diversity. With the help of this new understanding can be created to sharpen the skill of understanding the global market. This mixing up of culture can be a positive addition to company’s success. This document helps to understand that there are many ways of looking at an issue. Always the organisation should look for common ground which reduces the chances of conflicts. Document also produces different ways of handling the conflicts and cultural diversity. It also contains data about laws and policies which prevails in different countries against cultural discrimination and heritage.

2. Introduction
The present global economy is filled by new development in technology and trade agreements. This new growing economy has also transformed the landscaping of the workforce. The upcoming generation workforce is full of global talent, they are not from your neighbour but from around the world. To generate modest benefit for the firm, enterprises must come up with new strategies that focus on utilizing the diversity as an asset of the business. When the diversified organisation meets their customer demand, positive impacts can be seen and challenges can be bought down to the bottom-line of the organisation. While dealing with the above issues/problems new concept raised name Managing Workplace Diversity. (Anon, 2008)

3|Page

CULTURAL & ETHNIC HERITAGE

3. Workplace Diversity
Diversity is inclusion of things, people and place with different origin. Workplace is truly a mosaic of different,        Origin Culture Race Gender Age Religion Sex

As a manager or supervisor it is his responsibility to ensure that different pieces of mosaic fit together in hormones and coordinated way and to utilize the ability and talent of the employee. (eHOW.com, 2010)

4. Origin of Managing Workplace Diversity
The theme diversity in workplace started in United States. Virtually it was not in existence for the first 150years after the country’s founding. In 1920s (World War I) majority of labour changes their workplace from white male domain to reflect as a multicultural society. Since then the racial and gender equality among the employee in the work place has started which lead to the formation of the activist groups and laws and policies. (eHow.com, 2008)

5. Discrimination
The word discrimination is the deleterious treatment of an individual based on their group or category like cast, race, sex, age etc. This involves the behaviour of those groups who is excluded or restricted to some opportunity or progress or rewards while the other group can avail it. This sort of doing is listed as discrimination.

4|Page

CULTURAL & ETHNIC HERITAGE

5.1Types of Discrimination
        Reverse Discrimination Employment Discrimination Military status Discrimination Religious Discrimination Physical Discrimination Age Discrimination Sex and Gender Discrimination National Origin Discrimination. (book)

6. Culture
Culture is derived from the Latin word ‘Cultura’. Culture is a very different study from anthropological perspective. As per anthropologists culture comprises of at least three components: what they do, what people thinks and materialistic product they produce. Since decades anthropologists have discussed and debated for the definition of culture. In late 1952 two anthropologists Alfred and Clyde published a volume with different definitions of culture. It comprises of 160 different definitions under 8 categories. (Douglas,2001) More precisely culture can be defined as set of ethics, standards and believes that have been moulded up to fulfil the prevailing population and environment. This helps in distinguishing one group of people from another group. Behaviour of a person is the shape of its original domain which is reflected by him/her. It is not something new but it is the environment or the region that one group of people share in their native or natural habitat. (Hofstede, 2007)

6.1 Component of Culture and Heritage
 Clothing: Different cultures have different clothing style. Appearance of the same also differs. Like it can be seen below, difference between Native American and Native Chinese clothing.

5|Page

CULTURAL & ETHNIC HERITAGE



Art: Different community have their own art.



Language: Different cultures have their own way of writing.



Food: Difference in the food can also been seen, as the appearance is different. In the same way the making procedure and taste is also different. Below there is a Chinese meal and Italian Pizza.

7. Cultural Diversity in workplace
7.1 Drawbacks and Benefits In a diversified workplace Intercultural communication can help in team building process and can improve the conflict resolution skills which will enhance the relationship within the organisation. In the workplace every new person brings new beliefs and background with himself which creates a new culture. They have their own set of principles and values which differ from each other and can be notified easily. These differences later on become the reason of conflicts, arguments or collision. Basically it happens when the there is less knowledge of the opposite culture. In order to proof them self-superior they argue with each other and put their beliefs forward. Sometime they collide also.

6|Page

CULTURAL & ETHNIC HERITAGE

To understand and learn about personal awareness one must try to know about the opposite culture first. We all are in journey of life and our beliefs and understanding increases as we grew and learn. Better training and assessments of archetype can increase our understanding of instinctual level which helps in motivation and brings changes in the employees. In order to attract the future workforce it is important for the company to attract and retain the best talent with them. In this way companies will value their employees more and will be bounded to build such criteria. Diversity in the workplace creates innovations and creative ideas. This happens only when by good understanding and valuing the difference between the culture and in all helps the organisation to grow. Culture is the value, ideas, norms that the person possesses from the childhood. Some times this diversified people also provide the organisation with new ways of doing thing. In other words it can be said that they come up with innovative and creative ideas and create a competitive environment in the organisation. This helps the employee and the employer to discover new values, awareness, beliefs and behaviour. It is recommended that organisation should conduct diversity awareness training.

7.2 Strategies for promoting Diversity There are two phases of achieving the diversity. The first is to identify/realise the benefits that minimizes the cost and second is moving from non-diversified to a diversified environment (workforce). Components that help in achieving diversity are listed:      Demographics Globalisation Immigrations Range of customer needs Talent storage

7|Page

CULTURAL & ETHNIC HERITAGE

8. Some Live Examples
A Petro-Canada is a leading brand in petroleum services. It is about one of its site in Vancouver 's (Chinese community) locality. They posted their signs in English and Mandarin to increase the company’s presence in the community. The sale association of the company determined that they had to speak their language as well (for better sales). After observing the things staff was changed accordingly. All this resulted with15 % incensement in the kiosk sale and the sale of the gasoline increased from 2.7 million litres to 3.1 million litres at main and some terminal stations. In this way the company took the advantage of diversity and now it is the essential part of it. (Petro-Canada, 1995) The McGraw-Hill Companies highlights diverse talent management or beliefs in diversified workplace. They developed a programme called Associate Development Program (ADP) which helps them to do so and manage their talent (of workers). This programme started in 1993, and has attracted individuals from all over the globe with different ethics, race and experience to build diversified workplace. (Mc-Graw Hill, n.d.)

Once a group of women point that they cannot find a good aerobics shoe. By getting through this Reebok began marketing for aerobics shoe and in few years the result were like this the sale of shoe went from $12 million/year $3 billion/year. Since then the company CEO Paul Fireman recognized the importance of diversity and make it a corporate priority. He also said that in order to become a diversified company must find people with different culture at every step of employment. (Reebok, n.d.)

Exxon Mobil Chemical initiated a group called Diversity Pioneers in which it employed 2000 employee in Baytown, Texas plant. This was a diversified group which encourages the employee and helps to understand the difference among them. Before this Exxon did not have effective workers as there was no policy regarding this. Now the company follows the policy and implement it for choosing the supervisors and technicians. If any employee t at any stage he/she has to give explanation. This makes a special contribution for the company to achieve the goal. (Exxon, n.d.)

IBM has diverse heritage since many decades. This acts as a bridge between the ‘workplace and the marketplace’ that’s why it use to win the global marketplace. Diversity of IBM workplace is like this 57% of IBM’s director are women and is multicultural and many are non U.S. born. 40% of top executives are women who have the revenue responsibility, 30 members of which guide the wide diversity present in workplace. They are responsible for the recruitment process and advancement of the talent in IMB employee. (IBM, n.d.)

8|Page

CULTURAL & ETHNIC HERITAGE

Levi Strauss & Co mark diversity at up most priority. Because it believes that it is an expression of the company. This rights its community, business and family. Their workplace id divided into our component on the basis of beliefs and managing diversity strategy.     Sourcing diverse talent Empathetic marketing: "If you are who you serve, [then] you will be a better marketer." Creativity and innovation Community involvement (Levis, n.d.)

Coca-Cola defines it culture by several core values like passion, integrity, quality, accountability. They consider their people and their brand as a very important asset. Coca-Cola is has worldwide workplace and comprises of diverse people, talent and ideas. Their ability to understand and operate in a multifunctional world (both in marketplace and workplace) is by the sustainability of the diverse workforce. Its diversity workplace strategy includes many programs to retain, attract and develop talent, to provide support to people with diverse backgrounds and educate them so that they could become master to achieve the goal/growth.

(Coca-Cola, 2012)

For more than 170 years P&G brand has touched the people and improved their life. For them their people and customer are the greatest asset, and together, they provide company a tremendous power to grow. To accelerate growth P&G’s President and CEO has launched Organization 2005 programme in July 1999. This programs aims to deal with the varied culture people in the organisation and to make out best form them. It was a 6 year long program which involves a radical revamping of P&G organizational culture. It also aimed to increase the revenue from $38 billion in 1999 to %70 billion by 2005. (McGee, 2001)

9|Page

CULTURAL & ETHNIC HERITAGE

9. Policies and Laws/Acts against Cultural Discrimination
Globally, constitutions of many countries have established various acts for the protection of the workforce/ people in their country from discrimination which were listed in the beginning. These acts/laws concentrate on discrimination done on any basis and also provide protection against on the basis of discrimination. Weather it is inside of outside of the workplace.
Following Acts were introduced to protect the people from discrimination in different countries:

9.1 Australia
  

Sex Discrimination Act 1984- Discrimination on the basis of marital status or against man or women domain. Doing this is illegal in workplace. Australian Human Right Commission 1975- All people in Australia have right to feel safe, respected and live freely. Racial Discrimination Act 1975- It is ensured that people from different backgrounds are treated equally. (Australian Govt., 2012)

9.2 Canada
 

Ontario Human Rights Code 1962 Canadian Human Rights Act 1977 (Christopher J., 2004)

9.3 Hong Kong


Sex Discrimination Ordinance (1996) (EOC, n.d.)

9.4 United Kingdom
   

Equal Pay Act 1970 – Used for monitoring that the workers are paid equaly. Sex Discrimination Act 1975 – Discrimination on the basis of marital status or against man or women domain. Doing this is illegal in workplace. Human Rights Act 1998 – provides more scope for redressing all forms of discriminatory imbalances. The Equality Act 2010- Helps in the treatment for discrimination and provide equal opportunities to people in workplace and wider society. (legislation.gov.uk, 2010)

10 | P a g e

CULTURAL & ETHNIC HERITAGE

9.5 United States
    

Equal Pay Act of 1963 – This helps in discriminating discrimination on wage or sex by the employer or any labour based organisation. Civil Rights Act of 1964– Prohibits discrimination on the basis of sexual harassment, workforce, hiring, etc. Act of 1968 prohibited- Used for eliminating the discrimination in the sale or rental of housing, based of colour, national origin, religion, sex, race, familial status, or disability. Pregnancy Discrimination Act- Prohibits discrimination based on the pregnancy in the workplace. Violence Against Women Act (Finduslaw, 2006)

9.6 Others Following acts are used in India to protect the heritage and conserve them.   Cultural Heritage Act 2003 Cultural heritage Act 2009

9.7 Law to protect heritage in India
NEW DELHI: A tough new law to protect ancient monuments passed by Parliament recently may have some unintended consequences. It can make alterations, repairs or additions in existing properties. The above Heritage Act helps in prohibiting issues.

10. Conclusion
In the present constantly and quickly changing and diversifying world, the foremost organizations of the 21st Century era will create a continuous line-up of newly developed innovative goods and services, capturing more and more customers and earning their loyalty through outstanding performance. The skills required to do this is possessed by no single group or person. Diversity is not only about the people who look different – it is also about the people who have been through different experiences and possess different skills and qualities. By identifying the competitive advantages of accepting and implementing diversity, many organizations have successfully implemented these important and non-exceptional programs. Thus, the commitment of an organization 's towards diversity must be sustained. This governing commitment cannot be implemented without the establishment of major priorities and realistic objectives, the development and assessment of policies and practices to fulfil the particular diversity needs of the organization and providing required training and support to the management and the employees. There are numerous laws all over the world to support and protect the individuals from unwanted discrimination of different origins and types in different countries. The government of every country and now mostly people as well are smart enough and all have same interest of treating all individuals equally. Whereas, on the other hand, all the people should be aware of the laws and the acts that help in protesting against discrimination.

11 | P a g e

CULTURAL & ETHNIC HERITAGE

11. Bibliography
1. Anon. (2008) Diversity Training - The Global Workplace. [internet]Available at: [Accessed: 27th April 2012]. 2. Ehow.com (2010) What Is the Definition of Workplace Diversity? | eHow.com. [online] Available at: http://www.ehow.com/about_5154350_definition-workplacediversity.html [Accessed: 27th April 2012]. 3. Ehow.com (2008) The History of Diversity in the Workplace | eHow.com. [online] Available at: http://www.ehow.com/about_5463620_history-diversityworkplace.html [Accessed: 27th April 2012]. 4. Introduction to sociology. 7th ed. New York: W. W. Norton & Company Inc, 2009. page 324. Print. 5.
Harper,Douglas. (2001) What is a culture.[internet] Available

at: [Accessed on 27th April 2012].

6. Stephen Cahn, (1995) On the History of Affirmative Action. [internet[ Available at: [Accessed on 29th April 2012]. 7. Mc-Graw Hill, (n.d.) About Mcgraw Hill. [Internet] Available from: [Accessed on 29th April 2012]. 8. Reebok, (n.d.) Reebok view of diversity. [Internet] Available from: [Accessed on 29th April 2012]. 9. Exxon, (n.d.) Who are we. [Internet] Available from: [Accessed on 29th April 2012]. 10. Melanie Goetz, Workforce Diversity (2001). 11. IBM, (n.d.) Diversity policy of IBM. [Internet] Available from: [Accessed on 29th April 2012]. 12. Anon, (n.d.) Social Responsibility. [Internet] Available from: [Accessed on 29th April 2012]. 13. McGee, (2001) Managing Cultural changes at P&G. [Internet] Available from: [Accessed on 29th April 2012]. 14. Levis, (n.d.) Levi Strauss strategy [Internet] Available from: [Accessed on 29th April 2012].

12 | P a g e

CULTURAL & ETHNIC HERITAGE

15. Coca-Cola, (2012) Workplace Culture [Internet] Available from: [Accessed on 29th April 2012]. 16. Australian Government, (2012) Sex Discrimination Act [Internet] Available from: < http://www.comlaw.gov.au/Details/C2004A02868> [Accessed on 1st May 2012]. 17. Christopher J. (2004). "A Profile of Visible Minority Offenders in the Federal Canadian Correctional System". Research Branch, Correctional Service of Canada. 18. Equal Opportunity Commission, (n.d.) Sex Discrimination Ordinance [Internet] Available from: [Accessed on 1st May 2012]. 19. Equal Opportunity Commission, (n.d.) Sex Discrimination Ordinance [Internet] Available from: [Accessed on 1st May 2012]. 20. Finduslaw, (2006) Civil Right Act 1964. [Internet] Available from: [Accessed on 1st May 2012].

13 | P a g e

Bibliography: 1. Anon. (2008) Diversity Training - The Global Workplace. [internet]Available at: [Accessed: 27th April 2012]. 2. Ehow.com (2010) What Is the Definition of Workplace Diversity? | eHow.com. [online] Available at: http://www.ehow.com/about_5154350_definition-workplacediversity.html [Accessed: 27th April 2012]. 3. Ehow.com (2008) The History of Diversity in the Workplace | eHow.com. [online] Available at: http://www.ehow.com/about_5463620_history-diversityworkplace.html [Accessed: 27th April 2012]. 4. Introduction to sociology. 7th ed. New York: W. W. Norton & Company Inc, 2009. page 324. Print. 5. Harper,Douglas. (2001) What is a culture.[internet] Available at: [Accessed on 27th April 2012]. 6. Stephen Cahn, (1995) On the History of Affirmative Action. [internet[ Available at: [Accessed on 29th April 2012]. 7. Mc-Graw Hill, (n.d.) About Mcgraw Hill. [Internet] Available from: [Accessed on 29th April 2012]. 8. Reebok, (n.d.) Reebok view of diversity. [Internet] Available from: [Accessed on 29th April 2012]. 9. Exxon, (n.d.) Who are we. [Internet] Available from: [Accessed on 29th April 2012]. 10. Melanie Goetz, Workforce Diversity (2001). 11. IBM, (n.d.) Diversity policy of IBM. [Internet] Available from: [Accessed on 29th April 2012]. 12. Anon, (n.d.) Social Responsibility. [Internet] Available from: [Accessed on 29th April 2012]. 13. McGee, (2001) Managing Cultural changes at P&G. [Internet] Available from: [Accessed on 29th April 2012]. 14. Levis, (n.d.) Levi Strauss strategy [Internet] Available from: [Accessed on 29th April 2012]. 12 | P a g e CULTURAL & ETHNIC HERITAGE 15. Coca-Cola, (2012) Workplace Culture [Internet] Available from: [Accessed on 29th April 2012]. 16. Australian Government, (2012) Sex Discrimination Act [Internet] Available from: < http://www.comlaw.gov.au/Details/C2004A02868> [Accessed on 1st May 2012]. 17. Christopher J. (2004). "A Profile of Visible Minority Offenders in the Federal Canadian Correctional System". Research Branch, Correctional Service of Canada. 18. Equal Opportunity Commission, (n.d.) Sex Discrimination Ordinance [Internet] Available from: [Accessed on 1st May 2012]. 19. Equal Opportunity Commission, (n.d.) Sex Discrimination Ordinance [Internet] Available from: [Accessed on 1st May 2012]. 20. Finduslaw, (2006) Civil Right Act 1964. [Internet] Available from: [Accessed on 1st May 2012]. 13 | P a g e