Multicultural in Organization

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I. Abstract

The term “multicultural” in this study refers to the form of culture (language and information) and social interaction in an organization that may have an impact in the growth of an individual. Also, when referring to cultures of different companies or countries it may denote to the perspectives of each individual. For multicultural interaction to be successful it is important that we understand the cultures, norms, and what is acceptable and what is not. Organizations diversity goal refers to the trainings and learning of an individual for a multicultural operation. Social justice come into the picture that involves addressing issues of equity, power relations and institutionalized oppression. Organizations’ dedication to increase workforce diversity tends to go through several clear stages, with distinctive focus and programs in each (Erickson, T., 2011). The aspiration of this study is to include the important component of organizations’ diversity goals that may have an impact on development of each individual.

II. Introduction

I got fascinated with the Moral Recovery Program and Senate Resolution No. 10 of Former Senator Leticia Shahani, which directed into the strengths and weaknesses of the Filipino character with a view of solving the social ills and strengthening the nation’s moral fiber. The need for change not just economical but as well as moral can be one way to solve social ills plaguing the country (i.e., has an impact on the industrial diversity). The strengths were analyzed as the following: Pakikipagkapwa-Tao, Family Orientation, Joy and Humor, Flexibility, Adaptability and Creativity, Hard Work and industry, Faith and Religiosity and the Ability to Survive. However, there were weaknesses illustrated as follows: Extreme personalism, Extreme Family Centredness, Lack of Discipline, Passivity and Lack of Initiative, Colonial Mentality, Kanya-Kanya Syndrome and Lack of Self-analysis and Self-reflection. It is the moral character which determines the destiny of an individual as well as that of the nation (i.e., every organization). For an individual and organization to survive with dignity and prosperity these characters has to be based on moral and ethical values. Moreover, to develop knowledge, skills, and attitudes necessary for multicultural interactions, training must first take us back to the fundamentals- defining cultures, learning about our own culture and others, helping us to understand our own feelings, concerns, emotions and unconscious responses between our culture and others. Culture provides an outline to show individuals how to perceive, think, and act in a social environment. Each of us carries stereotypes, whether consciously or subconsciously, based on our previous experiences or media-based cultural portrayals, and these stereotypes can potentially impact our interactions with other cultures. Similar to national cultures, organizational culture establish rules about how to behave and what attitudes to adopt and how rank is significant (Varner & Beamer, 1995). Organizations have their own heroes and symbols, their own vocabularies, their own histories of events that contain the values, attitudes, beliefs and behaviours they wish to have individuals learn. Rituals and myths also play a part in organizational culture. Germans are impolite. Americans are egotistical. Asians are geek. These are some typecast known to other cultures. A multicultural workforce is inevitable (Stone, Stone-Romero, 2008). This shift is demonstrated by the growing popularity of new technologies such as distributed capabilities (e.g telecommuting), which improve the chance of interaction of employees from different national cultures. The likelihood of multicultural teams (i.e., two or more individuals from at least two different national cultures who must work inter-independently to reach the team’s goal) being develop in organization is greater than ever (Dwyer,...
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