Management of Personnel from Different Ethnic and Cultural Backgrounds

Management of Personnel from Different Ethnic and Cultural Backgrounds Different cultures have varying perspectives. Some perspectives and attributes can affect the operations and performances of an organization (Kossek, Lobel, Brown, 2006, p.58). For example, some cultural practices and attributes can dictate what to do and what not to do. Companies should focus on managing this diversity in people for the betterment of giving a good value to the operations of the company (Aghazadeh, 2004, p.522).Advertising We will write a custom essay sample on Management of Personnel from Different Ethnic and Cultural Backgrounds specifically for you for only $16.05 $11/page Learn More According to Anca and Vazquez (2007, p. 13), companies should focus on identifying dominant as well as rising values in the people. These values should be enhanced for the betterment of maintaining cohesiveness. This cohesiveness in workplace is vital for organizational performance. Hospitality industry provides a perfect means of effective management of div ersity in workplace. This is because this industry attracts employees from diverse backgrounds (Maxwell, McDougall, Blair, 2000, p. 368). This is as opposed to regional companies whose workplace staff is likely to be from one region. Hotels and restaurants are most visible in hospitality industries. The paper looks at ways and means of managing workplace diversity in an international hotel. There are some difficulties that are associated with management of workplace diversity, especially diversity based on culture (Child, 1993, p.10). There also exist a number of benefits accrued out of management of workplace diversity. This paper discusses a number of benefits that are attached to management of workplace cultural diversity in a hotel. Management of this diversity can optimize user experience (Maxwell, McDougall, Blair, 2000, p.369). It is possible to facilitate exchanges of cultures among people in an organization. Management of this diversity can help in identifying as well as removing barriers associated with equal opportunities. Workplace diversity can enhance team performance and operations of the organization when it is managed well. It can encourage the employees to enhance their talents and provide an opportunity for managers to retain the talents (Kossek, Lobel, Brown, 2006). Holden (2002, p. 95) writes that management of cultural diversity in workplace is the same as managing innovative knowledge. People in the organization have different talents, the same way they have different cultural perspectives. Management of talent ensures that performance of organizational operations is enhanced. In countries such as China, cultural influences on performance are huge (Holden, 2002, p. 158).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are some means of managing this workplace diversity in the organization. Phillip (2006, p. 36) lists some of m eans as enhancing a psychological contract, enhancing personal motivations, giving referrals to the employees and building employment relationships plus confidence in employees. This paper specifically analyzes management of recruitments and utilizations of people and personnel from different ethnic and cultural backgrounds. A typical international hotel has people from the whole world visiting and spending some nights in it. For this therefore, the kind of employees in the organization to serve these people must be well trained. They must be thinking on the same line so as not to cause confusion to the visitors. The cultures of these people must be enhanced and given an organizational outlook. This is where cultures belonging to the employees are directed to have similarity with organizational policy (Mwaura, Sutton, Roberts, 1998, p.215). There are however various difficulties that come with various practices of managing workplace diversity. Management of workplace diversity in a n international hotel Diversity in cultures in a hotel is a major factor. According to Deresky (2002, p. 34), management of diversity in culture in an international hotel or restaurant provides a classic example of international human resource management. The same way an organization can put measures of managing people from different countries is the same way an organization can manage people of varying cultural and religious backgrounds (Grà ¶schl, 2011, p.226). Two most popular areas of management of diversity are in recruitments and utilizing people from different backgrounds. Recruitment as an area of management of diversity Recruitment in an organization is a way of adding human resource in the organization. It helps the company add to potentiality of performing in the competitive market. For an international hotel, recruitment is a way of adding human resource and knowledge in the company to manage visitors in the hotel/restaurant (Grà ¶schl, 2011, p. 230). Recruitment is cr itical and should be done with utmost care. The company has a choice to either put people of homogenous backgrounds or people of diverse cultural backgrounds (Ward Kennedy, 1992). A well thought out recruitment process is capable of putting committed employees in the organization. Committed employees would put a working staff that is loyal to the management.Advertising We will write a custom essay sample on Management of Personnel from Different Ethnic and Cultural Backgrounds specifically for you for only $16.05 $11/page Learn More According to Healey (2002, p. 22), management of diversity is a crucial way of managing cohesiveness in an organization. This cohesiveness helps in removing some common barriers that come with organizational management (Iverson, 2000, p.8). A workforce that does not operate from one front is capable of developing some conflicts. These conflicts can affect the performance of the organization. For an international hotel, group co nflicts can alter how people and especially visitors value the organization. This cohesiveness and elimination of group conflicts can only be done if the recruitment process is fair and well balanced. Strategies of managing cultural diversity in recruitment for competitive advantage External recruitment for cultural diversity Price (2005, p. 570) qualifies external recruitment as the best form of recruitment in managing diversity. In a study involving 29 heads of departments in a health care provision center, use of external recruitment method was noted as the best. External recruitment is pitted against getting employees from relatives and friends of organizational employees (Jeremy, 2004, p.159). Price (2005, p. 570) notes that 21 of the participants supported this kind of recruitment on the basis that it will give fair representation in terms of cultural and religious diversity. Soliciting workforce amongst members of the workforce would mean that the kind of cultures in the empl oyees would be increased. In a hospitality industry, getting people outside makes the organization have a pool of cultures. Competitive advantage comes when a pool of talents is brought into the organization through different cultures in the organization (Iverson, 2000, p.8). Agency recruitment for cultural diversity Price (2005, p. 568) adds that external recruitment is largely carried out by agencies. The agencies carry out advertisements for available jobs and conduct interviews. Zanoni and Janssens (2007, p. 1386) write that agency recruitment is recognized as ideal form of recruitment. In study involving minority employees in the organization in terms of cultures, it was discovered that the use of agency recruitment goes for diversity in areas such as culture, religion and experience. This is opposed to using human resource department in the organization to get people.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Such a case may prompt employing people who are favored by some people in the organization and so resulting to homogenous kind of organizational culture (Jeremy, 2004, p.160). Utilization of personnel from different backgrounds Cox and Blake (1999, p. 53) write that there are some positive and negative issues that come with taking people from varying cultural backgrounds. However, it is recognized that utilizing people from varying cultural backgrounds is beneficial for enhancing balanced organizational performance (Cox and Blake, 1999, p. 53). It has become a trend in international management especially in considering people from different countries. Utilization of people from diverse cultural backgrounds is a way of management of competition in the company. This is because with diverse people, there are diverse talents (Cox and Blake, 1999, p. 45). The contemporary globalization trends, especially the business trends are making organizational managers turn to differences in cultur al backgrounds in the organization. Utilizing people who come from different backgrounds is beneficial because it makes the organization have a fair image among its publics. Wetherell (2008, p. 46) adds on this and writes that an organization that is full of homogenous people in terms of cultural backgrounds maintains the status quo. However, an organization that utilizes people of different backgrounds is capable of improving in performances. This is because there would be multiple talents carried by people of different backgrounds. Strategies of utilizing people of diverse cultural backgrounds Selective training opportunities for competitive advantage Lau (2006, p. 300) uses the example of preferential trainings for parents in hospitals by use of cultural adaptations. Some training is more adapted to particular cultures than others. In a hospitality organization, some communities or cultures are more suited to some professions than others. Lau (2006, p. 300) notes that adaptabilit y is not the same in various cultures. For example, there are some communities known for customer service while others are known for manual operations. This is good for gaining a competitive niche. Some people would be used for capturing the market in some ways or means while other communities would be used for other ways. However, all trainings should be evidences from parent training. John Wiley publication , 13(4), 295-310. Maxwell, G, McDougall, M, Blair, S. (2000) Managing diversity in the hotel sector: the emergence of a service quality opportunity. Managing Service Quality , 10(6), 367-73. Morden, T. (1995) National culture and culture of organizations. International Journal of Cross Cultural Management , 2(2), 3-12. Mwaura, G, Sutton, J, Roberts, D. (1998) Corporate and national culture an irreconcilable dilemma for the hospitality manager? International Journal of Contemporary Hospitality Management , 10(6),212-220. Philip, G. (1996) Managing workforce diversity a respo nse to skill shortages? Journal of Health Manpower Management , 22 (6), 34 -37. Price, E. (2005) The role of cultural diversity climate in recruitment, promotion, and retention of faculty in academic medicine. Journal of general internal medicine , 20(7), 565-571. Ralston, F. (1995) Hidden Dynamics: How Emotions Affect Business Performance and How You Can Harness Their Power for Positive Results. New York, NY, American Management Association. Schein, E. (1980) Organizational Psychology. Englewood Cliffs, NJ, Prentice-Hall. Umans, T. (2009) Research angels on cultural diversity in top management teams. Journal of problems and perspectives in management , 7(1), 90-101. Uwaje, A. (2009) Culture shock, Re-Integration and Re-Entry culture shock Managing Cultural, from Munich Business School. Web. Ward, C, Kennedy, A. (1992) Locus of control, mood disturbance and social difficulty during cross-cultural transitions. International Journal of Intercultural Relations , 16(2),175-94. Wethere ll, M. (2008) Identity, Ethnicity, Diversity and Community Cohesion. Singapore, Sage Publications. Zanoni, P, Janssens, M. (2007) Minority employees engaging with (diversity) management: An analysis of control, agency, and micro-emancipation. Journal of management studies , 44(8), 1371-1397.

The Dash Familys Roles

The Dash Familys Roles The Dash Familys Roles The Dash Familys Roles By Mark Nichol The en dash is the oft-neglected middle sibling of the horizontal-line family of symbols that serve to connect words and numbers for various reasons. The em dash (- ) is the dashing member of the brood, used somewhat sparingly to indicate a sudden break in syntax- either to signal a shift in sentence construction, as here, or joining with a twin to frame a parenthetical word or phrase (just as a pair of commas would be used in the midst of a sentence or two parentheses would be employed anywhere). The smallest, the hyphen (-), is the busiest, indicating connections between words, such as when the phrase â€Å"highest scoring† is hyphenated to signal its combined modification of the word that follows in the phrase â€Å"highest-scoring player† or to link two numbers in reference to a score or vote. The en dash (–), however, sometimes steps in to take the place of the hyphen: It is employed when an open compound is part of the phrasal adjective, signaling that the entire compound, not just the last word in the compound, is linked to the next word, as in â€Å"Civil War–era artifacts† (rather than â€Å"Civil War-era† or â€Å"Civil-War-era†) or â€Å"Los Angeles–to–San Francisco flight† (rather than in â€Å"Los Angeles-to-San Francisco flight† or â€Å"Los-Angeles-to-San-Francisco flight†). Note, however, that open compounds need not be proper nouns, as this quip about an advertising agency with a name consisting of a sequence of initials demonstrates: â€Å"This alphabet soup–named firm helps get clients on the gravy train.† If a hyphen were used in place of an en dash here, the reference would (confusingly) be to a soup-named agency of an alphabet nature. (Also, some publishers, presumably for aesthetic reasons, employ en dashes in place of em dashes.) The other major function of an en dash, by the way, is to replace to to indicate a number range, as in â€Å"Answer quiz questions 1–10.† (Remember that because scores are not number ranges, a hyphen is the correct symbol for linking two totals.) In both types of usage, a hyphen is often erroneously employed in place of an en dash (though for the sake of simplicity, some publications, especially newspapers, deliberately avoid use of the en dash). Also, note that although both hyphens and en dashes are employed as minus signs, the minus sign is technically a distinct symbol that in formal publishing is set using a distinct code. In informal usage, an en dash, more equivalent in size to plus and equal signs than a hyphen, is preferable. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Punctuation category, check our popular posts, or choose a related post below:12 Signs and Symbols You Should KnowEmpathy "With" or Empathy "For"?45 Idioms About the Number One