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Tmhm10-Module 4

The document discusses the concept and factors of a multicultural organization. A multicultural organization recognizes cultural group contributions, eliminates social coercion, and gives diverse employees equal participation. It also discusses the structural, cultural, and behavioral changes organizations undergo to become multicultural as well as common interventions like training and mentoring programs. Becoming multicultural provides competitive advantages.

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Angelika Lastimado
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21 views

Tmhm10-Module 4

The document discusses the concept and factors of a multicultural organization. A multicultural organization recognizes cultural group contributions, eliminates social coercion, and gives diverse employees equal participation. It also discusses the structural, cultural, and behavioral changes organizations undergo to become multicultural as well as common interventions like training and mentoring programs. Becoming multicultural provides competitive advantages.

Uploaded by

Angelika Lastimado
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Multicultural Diversity in the Workplace for the Tourism Professional Module (TMHM 9 )

CHAPTER 4
MULTICULTURAL ORGANIZATION
Introduction
 A multicultural organization seeks for and values all forms of diversity, as well
as develops structures and work practices that encourage the success and
inclusion of individuals from all backgrounds.
 Equality, justice, and full participation are characteristics of multicultural
organizations at both the group and individual levels. In multicultural
organizations, differences of all kinds are actively sought after because their
inclusion provides critical opportunities for organizational improvement and
enhanced outcomes such as increased profitability, learning, creativity, flexibility,
change adaptation, and organizational growth.

Concept of Multicultural Organization

A multicultural organization is defined as one that:

1. recognizes the contributions of various cultural groups in its purpose, operations,


goods, or services.

2. which does not believe in lip service but rather in action to eliminate social coercion in
all forms within the organization.

3. which gives diverse employees an equal chance to participate in decisions that shape
the organization.

4. which follows up to ensure that all forms of social dominance are eliminated.

Only a tiny percentage of companies are genuinely multicultural, according to


academics who research and write about them. Most organizations, in contrast to
multicultural organizations, fall into one of two categories: monolithic or multiple.

1. Monolithic companies are characterized by:


a. a large number of white males who make up the majority of the total employee
population
b. few women or persons of color in managerial roles
c. high levels of occupational segregation; high levels of discrimination and
prejudice
d. an explicit value placed on one dominating group, culture, or style at the
expense of others.

2. There are many significant differences between a plural and a monolithic


organization. Plural organizations are distinguished by:
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Multicultural Diversity in the Workplace for the Tourism Professional Module (TMHM 9 )

a. a more diverse workforce;

b. policies and practices that are more inclusive of individuals who are not
members of the dominant group;

c. better incorporation of minority group members into informal networks;

d. lower levels of discrimination and prejudice.

Plural and monolithic organizations share these criteria:


a. Both are characterized by skewed integration of minorities across functions,
levels, and work groups.

b. Both assume that those who are different will assimilate to fit into the dominant
culture.

Factors of Multiculturalism

For a number of reasons, multiculturalism is capturing the attention of today's business


executives. Organizational interest in diversity is driven by two converging factors.

1. For starters, businesses are growing more diverse across the board: individuals of
different colors, genders, educational levels, sexual orientations, socioeconomic status,
religious affiliations, and a variety of other elements of diversity are merging at work. In
order to effectively manage and use this diverse workforce, organizations must pay
attention to the environment that is being created for it.

2. A second important factor is that businesses operate in an ever-changing


environment: technology advances, rapidly altering customer bases, and major
legislative changes and legal issues all have an effect on enterprises. Both of these
factors necessitate that organizational leaders examine the importance of diversity.

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Multicultural Diversity in the Workplace for the Tourism Professional Module (TMHM 9 )

Multicultural Change in the Organization

 The majority of study on multicultural businesses focuses on three kinds of


change: structural, cultural, and behavioral changes.

1. The formal procedures that guide and control the operations of the organization are
undergoing structural change.
Supporters of structural change emphasize recruitment, promotion, retention, and
career development, as well as other policies and/or procedures like as benefits, flexible
work hours, shorter workweeks, and job sharing and rotation.

2. Cultural change addresses fundamental assumptions, attitudes, ideas, and ideologies


that influence an organization's view of itself. Advocates for cultural change lead the
business by creating an environment that embraces a wide range of work styles and
behaviors and encourages diversity in thought, practice, and action.

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Multicultural Diversity in the Workplace for the Tourism Professional Module (TMHM 9 )

3. Behavioral change is focused with altering the individual and group-level behaviors,
attitudes, and beliefs that impede diversity goals. Those who advocate for behavioral
change urge the organization to investigate the intentional and unintentional
consequences of actions that disproportionately and negatively impact members
of minority groups. Each of the three kinds of change is necessary for converting a
monolithic company into a multicultural one; combining them provides a powerful
mechanism for leveraging many efforts.

Multicultural organizations use a number of different interventions to support their


employees. Common interventions include:

1. managing/valuing diversity training

2. orientation programs for new members

3. targeted career development programs

4. mentoring programs, focus groups, task forces

5. performance appraisal and reward systems that consider diversity; and

6. company-sponsored social events.

There is a temptation to pick and choose from among these many different interventions
at random. But multicultural organizations determine which interventions to use and
when to use them through a strategic and proactive planning process, often consisting
of the following five steps:

1. laying the groundwork and securing organizational leadership for intervention;

2. assessing organizational needs related to diversity;

3. developing and communicating a vision, goals, and strategic plan;

4. implementing selected interventions; and

5. monitoring and evaluating progress and results.

 Each step is important in equipping a company to undertake the challenging and


time-consuming job of promoting diversity. Being multicultural is not an easy
task, but it is one that is rewarding
 Given the ever-changing nature of work in the twenty-first century, multicultural
businesses have a competitive edge over monolithic and pluralistic

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Multicultural Diversity in the Workplace for the Tourism Professional Module (TMHM 9 )

organizations: the ability to provide a platform for fully supporting and drawing on
all of their human resources.

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