CHAPTER 6

CULTURAL ADAPTATION AND CULTURAL COMPETENCE

Cultural Adaptation - Relatively new concept that explains humans' and

civilizations' capacity to adapt.

Culture Shock - psychological disorient that most people experience when they are
exposed to different culture.

5 Sense of meaning in life

- Identity
- Self Worth
- Competence
- Security
- Belonging

6 Contact with unfamiliar ways of doing things and unfamiliar social signals
undermines
- Anxiety
- Fatigue of constantly adapting
- Negative emotions such as loss, rejection
- Discomfort
- Incompetence
- Confusion of values and identity

Stages of Cultural Adaptation

1. Honeymoon or Contact Stage - This phase is the initial stage in which a

person learns about a new culture.
2. Disintegration/Disorientation - New environment shocks the individual's
culture at this time.
3. Reintegration/Irritation and Hostility - Stage is influenced by personality of
the individual as well as the duration of their stay.
4. Autonomy/Adjustment and Integration - Stage is effectively accomplished,
a person has overcome their difficulties and developed an integration strategy.
5. Independence/Biculturality - Individuals are required to return to their home
town at the end of their stay.

Cultural Competence

Cultural Competence - defined as the awareness, knowledge, skills, practices, and

processes needed to function effectively.

Cultural competence is needed at four levels:

1. Systemic cultural competence - requires proper norms and procedures,
monitoring mechanisms, and sufficient resources to encourage culturally competent
behavior and practices at all levels.
2. Cultural competence in the workplace - requires the skills and resources to
satisfy the variety of customers, as well as a corporate culture that fosters, develops,
and evaluates cultural competency as a core business function.
3. Professional cultural competence - is founded on education and
professional development, cultural competence standards are required to guide
individuals in their work lives.
4. Individual cultural competence - requires the maximum of knowledge,
attitudes, and behaviors inside company, allowing individuals to cooperate with a
diverse variety of colleagues and customers.

Individual and team cultural competence is a continual process of learning

about cultures, cultural adaptation, and cross-cultural communication.
1. Plan ahead of time - Discover various civilizations and cross-cultural
relationships.
2. Be aware of your own cultural beliefs, expectations, and biases.
3. Explain key differences as needed - The most essential ones are often
overlooked.
4. Assist immigrants in assimilating into the society; involve them in the
communication process; work with ethnic groupings.

Benefits of Cultural Competence

1. Cultural Self-Awareness - better understanding of our own worldviews and

how we come to hold them.
2. Confidence - Improved control and competence in cross-cultural
relationships.
3. Mutual Knowledge and Openness - People who understand one another
better have a higher level of confidence in one another.
4. Interpersonal Skills - Improved listening and communication abilities.
Improved ability to build bridges between people from different cultures.
5. The four pillars of FUNCTIONAL FITNESS
a. learning,
b. effective communication,
c. compatibility, and
d. adaptability.
6. Psychological Health - Defensiveness and stress are decreased.
7. Discovering the 'third culture' via intercultural identity - Both parties in an
intercultural encounter learn and utilize cross-cultural communication skills, we meet
as equals in a "third culture."

CHAPTER 7
BUSINESS CASE FOR MANAGING CULTURAL DIVERSITY

Categories of Business Case for Managing Cultural Diversity

An old formula for productivity states:

Actual Productivity = Potential Productivity - Faculty Process
Overall business and specific project processes, which fall into three categories:
COMPLIANCE FACTORS ORGANIZATIONAL MARKET FACTORS
FACTORS
Equal Opportunity Organizational Industry Relations
Development
Access & Equity People Management Government Relations

Discrimination Knowledge Management Community Relations

Harassment Product and Service Domestic Marketing

Development
Health and Safety Customer Service International Marketing
Systems

A. Compliance Factors - Investing in compliance is a smart business choice.

Failure to comply carries immediate pecuniary repercussions as well as a plethora of
indirect ones.

1. Equal Opportunity - As a form of “fair competition among individuals for

unequal positions in society” the idea of equality of opportunity is composed of
two separate and allegedly incompatible principles:

a. The principle of non-discrimination - guarantees that all individuals have

equal access to advanced social positions independent of morally arbitrary factor
such as gender, social and cultural background, religion, country origin, physical and
mental health, and so on.

b. The principle of levelling the playing field - The basic aim of the second
principle associated with the notion of equality of opportunity (the “levelling
the playing field” principle) is to neutralize, reduce, relieve, or even eliminate
both possible benefits and barriers to those who may be disadvantaged.

2. Access & Equity - are most frequently associated with government

organizations, the principles that underlie them are as relevant to private sector
operations.

“Equity” refers to the quality of being fair, impartial, and just.

3. Discrimination - makes a distinction in favor or against a person or thing.

Types of Discrimination

a. Direct Discrimination - occurs when someone is treated unjustly

because of their perceived race, color, descent, national origin, or ethnic origin.
 b. Indirect Discrimination - a rule or regulation that applies to everyone yet
disadvantages a group of individuals who have similar traits.
c. Institutionalized Discrimination - cover or hidden discrimination against
certain groups (often unconscious) integrated into ostensibly neutral process
and regulations of a school or organization.

4. Harassment - as a consequence of upbringing, society, religion, media

messages, and life events, no one grows up without acquiring some degree of
stereotyping and prejudice.

5. Health and Safety - most business owners and managers are familiar with
Occupational Health and Safety regulations, as well as the business case for
preventing accidents.

B. Organizational Factors - drive the commercial case for managing cultural

diversity.

The main organizational factors are:

1. Organizational Development - that it is a vital business function for achieving

strategic and business goals.

2. Human Resorce Administration - Organizations that effectively manage cultural

diversity aand develop cultural competence reap a range of advantages in terms of
employee recruitment and retention, cooperation, and international people
management, making them more competitive in the labor market.

3. Information Management - knowledge management refers to the actions

involved in identifying, producing, continuously expanding, improving, and sharing
the information, experiences, and insights of organization’s employees.

4. Product and Service Development - Various companies may depend on the

skills and views of culturally diverse people in the development and redesign of
products and services.

5. Customer Service Systems - Businesses that understand the diversity of their

customer bases and potential markets are better equipped to adapt their products
and services to the needs and perceptions of various customer and market groups,
making them more competitive.

C. Market Factors - when diversity management ideas and techniques are utilized
to develop the most effective marketing strategies for an organization’s many
markets, a wide range of benefits are achieved.

1. Industry Partnerships - improved communication and relationships with

suppliers from various cultural backgrounds, as well as the breadth and
effectiveness of business networking.
2. Relationship with the Government - the importance of government relations
may be summed up as follows:

a. Enhanced ability to meet government procurement requirements for

access and equality in product design and service delivery.
b. A better reputation for servicing customers and clients from diverse
backgrounds.
c. Demonstrated cultural competence leads to more persuasive
recommendations to federal, state, and local government bodies.
d. More successful export market development grant applications as a
result of demonstrating cultural competence in international business operations and
knowledge of target market cultures.

3. Relationship with the Community - Culturally and linguistically relevant

advertising, marketing, and public relations, as well as a larger pool of diverse sales
and customer service employees, help to build a better reputation among other
groups.

4. Domestic Marketing - The following are some of advantages of domestic

marketing:
a. More accurate market demographic data and local knowledge contribute to
a more effective marketing plan.
b. Improved communication via the use of cultural and linguistic
knowledge, ethnic media, translations, and interpreters.
c. Improved market research and understanding of consumer behavior.

5. International Marketing - Some of the advantages of international marketing are

as follows;
a. Improved understanding of the target market, including national consumer
behaviors, informal institutions, and communication channels.
b. Lowering the likelihood of marketing errors via improved marketing design
and testing for cultural and linguistic accuracy.
c. Establishing long-term relationships and partnerships with foreign agents,
representatives, and marketing companies.

Summary: The Business Case for Managing Cultural Diversity.

Compliance Factors

a. Increased access and equity in service provision

b. Reduced discrimination and harassment
c. Reduced conflict, complaints and grievances
d. Improved opportunities for all employees
e. Increased diversity in leadership and teams
f. Happier, less stressed employees
g. Reduced staff turnover
h. Better reputation and public image
i. More customers and diverse markets
j. Less sickness, accidents and absenteeism
k. Lower costs, increased productivity, increased profits

Organizational Factors

a. Improved long-term planning accounting for demographic trends

b. Inclusive human resource management policies and practices
c. Improved work team interactions and relationships
d. Improved productivity and morale
e. Improved retention and development of employees
f. Improved performance in management and team functions
g. Improved acquisition and management of human resources
h. Enhanced flexibility in response to market changes
i. Reduced costs of faulty processes
j. Improved problem solving and decision making
k. Wider range of skills and perspectives available
l. Enhanced innovation and creativity

Market Factors

a. Better relationships with multicultural market segments

b. Better knowledge and understanding of culturally diverse market segments
c. More effective communications and marketing
d. Enhanced ability to serve a culturally diverse range of clients through staff
language skills and cultural knowledge
e. Improved customer satisfaction and increased referrals
f. Enhanced reputation with culturally diverse communities
g. Enhanced reputation as an employer in domestic and international labor markets

CHAPTER 8
WORKING IN A DIVERSE ENVIRONMENT

Working in a Diverse Environment - Bias has no place in the hospitality and

tourism industry, which is renowned for its strong service focus.

A. Respecting Physical Differences - People who have never interacted with

someone who has a mental or physical disability may find the experience
scary or nerve-racking.
B. Racial and Ethnic Differences - the cultural diversity of the global economy
creates a great deal of uncertainty in how to behave.
C. Sexual and Gender Differences - Everyone has the right to equality and
freedom from discrimination, regardless of sexual orientation, gender identity,
or sex characteristics.

CHAPTER 9
MANAGING CULTURALLY DIVERSE TEAM
Culture - referes to the persasive values, biliefs and attitudes that characterize
Gallagher and guide our practices.

“Culture is best defined by The Gallagher Way.”

Diversity - is about differences. Each of us is unique because of the characteristics

we are born with, the experiences we had and the decisions that we have made.

“Diversity is about everyone.”

Inclusion - When people feel they matter and are valued, respected, welcomed and
heard— they can be more productive and engaged, have a voice, and contribute to
Gallagher’s success.

“Inclusion is about acceptance and belonging.”

Key Actuon Areas in Managing Diverse Teams

There are four key action areas to consider.

A. Selecting and Structuring Teams

Step 1: Determing Workforce Diversity
Purpose: To understand the diversity of the whole workforce and to seek
more representative work teams to improve team performance.

Step 2: Consider Desired Work Outcomes

Purpose: To match team capabilities to goals and to identify the potential
benefits of team diversity in achieving the goals.

Step 3: Select Team Members

Purpose: To ensure team diversity and draw on the widest pool of canfidates,
skills sets, and expertise.

Step 4: Inform Team Members of the Business Case for Team Diversity
Purpose: To ensure understanding of the desired team dynamic required to
deliver the benefits of team diversity and reduce potentital animosity,
suspicion or conflict.

B. Working with Existing Diverse Teams

Step 1: Identify and Analyse Team Diversity
Purpose: To assess the diversity and status of the existing team and to
ensure that diversity is linked to team

Step 2: Assess Team Processes

Purpose: To match team capabilities to goals and to identify the potential
benefits of team diversity in achieving the goals.

C. Resourcing Teams
Step 1: Assess Team Needs
Purpose: To take stock of existing competencies and prioritize resourcing.
 Step 2: Provide Required Training
Purpose: To reduce communication problems and improve communication to
harness the benefits of diverse perspectives, mental models and
interpretations.

Step 3: Develop Team Identity

Purpose: To establish common goals and reduce the tendecy towards in-
group/outgroup behaviour.

Step 4: Give The Team Time

Purpose: To organize the life cycle of the team and allow time for the
appropriate team culture to develop, accepting potential ‘teething problems’.

D. Measuring Team Performance

Step 1: Clarify a Team Vision
Purpose: To establish clear and common goals and recognize the challenges
and opportunities of working with diversity.

Step 2: Set Goals that Encourage Diverse Skills

Purpose: To incorporate diversity competencies into team processes and
outcomes and develop on-going skills within organisation.

Step 3: Reward Teams

Purpose: To consolidate team identification and to match goals to rewards.

Basic Abilities in Using Effective Emotional Intelligence in the Workplace

Everyone processes “Emotional Intelligence” to varying degrees. It is the ability to

observe and understand your own and other people’s emotions and sentiments.

The most effective ways to use Emotional Intelligence on the job are three basic
abilities.

1. Developing Mutual Understanding - Each individual has unique perspective,

thoughts, and approachrd that are shaped by their life experiences, culture,
information, and contacts.
a. Pay attention to differences and how they may have developed.
b. Acknowledge differences without dismissing them.
c. Encourage people to share their ideas and approaches.
d. Investigate other people’s ideas and approaches.
e. View differences as opportunities to learn and expand one’s own thinking.

2. Expression of Empathy - “Seeing through the eyes of others” and

“understanding the sentiments of others without compromising one’s own
identity” are two definitions of empathy. Empathy is our “social radar.”
a. Listening for feelings, express or unspoken.
b. Avoiding judgement.
c. Acknowledging others’ thoughts and reasons.
d. Rephrasing what they say to show you heard them.
 e. Putting aside your personal emotional goals.

3. Expanding Inclusion - Mutual respect and empathy foster an environment that

encourages people to participate.

You can promote inclusion in all talks by doing the following:

a. Investigating concepts and ideas through open-ended rather that closed
inquires.
b. Expressing a desire to hear different points of view.
c. Seeking ideas before telling your own.

CHAPTER 10
MANAGING CONFLICTS AND CROSS-CULTURAL COMMUNICATION

Conflicts in Cross Cultural Exchanges

1. Assumption of Similarities - This is our tendency to believe that the way we

act and behave is a universally accepted rule.
2. Language Differences - Problems arise when one party is unable to
understand what the other is saying because they speak different languages.
3. Nonverbal Misinterpretation - Our clothing, body language, eye contact, and
gestures all communicate something.
4. Stereotypes and Preconceptions - Our knowledge or perception is based
on how we imagine they are or should be.
5. Tendacy to Evaluate - Humans have a tendacy to make sense of other
people’s behavior and communication by evaluating it from their own cultural
perspective, without considereing why the other person is acting or speaking
in w certain way.
6. High Anxiety - When confronted with a foreign cultural perspecive, an
individual may become concerned because they are unsure of how respond
or behave, or what is considered proper.

Five Types of Conflicts in the Workplace

1. Interdependence Conflicts - arise when one person relies on the cooperation,

output, or input of another to complete a task. Conflicts can ofteb be avoided by
ensuring that:
a. People have strong delegation skills
b. People understand how to have difficult conversations.
c. Both natural and forced consequences are used; for example, if a
salesperson is late with his or her input, a bonus reduction may imposed.

Deligation is a skill that all high-performance “rock star” leaders learn.

2. Distinctive Personalities - people’s differing perspectives on how to complete

tasks frequently lead to conflict
3. Differences in Background/Gender - age, educationwl backgrounds, personal
experiences, ethnic heritages, gender, and political inclunations can all lead to
conflict.

4. Differences in Leadership Styles - lead their teams in different ways, and team
members who have to deal with multiple leaders throughout the day can become
confused and angry.

5. Personality Conflicts - emotiond and judgements about the motives and

character of others are frequently the source of workplace.

Managing Conflicts in the Workplace

1. Awareness - recognizing and appreciating one’s own unique culture will go a long
way towards managing and avoiding conflicts.

2. Listening - nonverbal cues such as facial expression, posture, and eye contact
should be observed.

3. Clarify - the disagreement may not be due to a cultural difference, but rather to a
misunderstanding, which is why feedback is critical to determining whether both
parties are on the same page.

4. Empathize - try to imagine how each individual feels in the context of their culture
and encourage them to do the same.

Basic Elements of Cross-Cultural Communication

1. Awareness - it all starts with realizing that other countries have different ways of
doing things and different times of day.

2. Preparation - take some time before meeting your foreign colleague to study
about their country’s traditions and etiquette.

3. Language - is one of culture’s most obvious expressions.

4. Humor - it is frequently stated that joked do not translate, and this is true.

5. Openness - it is not a sign of weaknrss to admit that you are nervous because
you do not want to make mistakes.

CHAPTER 11
HOSPITALITY AND TOURISM WORKPLACE DIVERSITY

Workplace Diversity in Hospitality and Tourism

Workplace diversity encourages and develops understanding of various cultures
and cultural backgrounds, as well as enchancing hospitality by enabling workers to
engage with individuals from diverse cultures.

Ways to Cultivate Diversity in the Hospitality and Tourism Business

1. Start by asking yourself some questions - When hiring, firing, or promoting

someone, consider if you would make the same decision if the person’s
cultural background was the polar opposite of what it is now.
2. Accept and recognize variety - it is not bad for people to be distinct from
one another.
3. Identify and train mentors for your staff - if you have underrespresented
workers, locate them a mentor with a similar background, ideally from inside
your own organization.
4. Play around with being blind - Practice solely assessing applicants for
department heads based on their credentials.
5. Think about Implicit Bias Training - This training helps see and
acknowledge when cultural—and sometimes unconscious—biases influence
their decision-making
6. Encourage your executive team to self-assess - insist that your leaders
review their social media profiles.
7. Recognize the value of a diversity of point of view - a diversified workforce
gives you access to a wide range of perspectives.
8. Increasing workplace diversity has measurable benefits, but it requires
time and commitment - there is always room for advancement, and bear in
mind that you are making a long-term commitment.