Multicultural Management - publié le 05/06/2019

Résumé du document

This paper discusses the theme of multicultural management. The presence of multicultural and diversity management in the workplace has been depicted as the existence of conceptual and operational policies and programs within the organizations that ensure that the various groups that exists in the societal spectrum are able to effectively participate in the various levels that exists in the organizations.

Extraits

[...] Globish is a good way for enabling communications across borders words are enough to say what businessmen need to express. Finally, globalization introduced a way of speaking that makes communications easier: all in all, multiculturalism managed to transcend cultural differences and employees can adapt better and quickly. Nonetheless, language is not enough to fully adapt to cultural differences. In each continent and each country, there are values and norms that differ and that shape the way how people behave. Managers who want to evolve in multicultural contexts have to understand and respect attitudes whose they are not used to. [...]

[...] This bias may jeopardize businesses' shift to a multicultural management when teams are not enough prepared to tackle this issue. To conclude, I think multicultural management has become essential for companies in order to compete in a globalized world, they must understand what their customers want to and consequently, they must have teams that are able to meet their expectations. Even if this phenomenon especially concern large and globalized companies, the smallest ones may have to address this challenge over the next few years. [...]

[...] Grunitzky, I wonder if managers are not following that way. Indeed, facing multiculturalism has become crucial for a company in order to compete in globalization. L'Oréal, a French company specialized in cosmetics, was facing a dilemma on how to make economies of scale while differentiating in local markets, that's an issue called "global-local tension" (Hae-Jung, Doz, 2013). L'Oréal remarkably succeeds to address this tension by having management team rooted in local countries and by developing products suited for each market L'Oréal entered. [...]

[...] That's the path followed by large companies such as Carrefour or PwC which have graduate programs for talented young people in order to make them discover international contexts beyond the country where they come from. With a workforce that can move in international contexts, businesses become more flexible in a world that change quickly. I must point out companies that implemented a multicultural management are often better perceived by customers. Sodexo, a French food service company, well understood the importance of diversity and multiculturalism when a chief diversity officer was appointed. [...]

[...] Multicultural Management Multicultural management refers to the ability to manage the workforce and enter markets characterized by a wide range of cultural differences. Gender, age, ethnicity as well as revenue may lie in those differences. Over the past few years, businesses have been very interested in multicultural management because they realized that it is a success factor. I decided to focus my logbook on how multicultural management is a factor that enables business to perform well in a global perspective and how to manage multicultural teams. [...]