Shavasia K. Carroll
Current Issues in OB
Diversity Management and Cultural Intelligence
Diversity Management and cultural intelligence is the crucial keys in today’s workforce to successfully compete in a global marketplace. Corporations can no longer use lack of cultural intelligence as an excuse. Organizations pursuing global success must embrace diversity in their thoughts, actions, and innovations. Diversity doesn’t just focus on making the numbers, but how the organization’s business model is rooted authentically with its people. More and more leaders are realizing that they just don’t connect naturally with the changing face of global consumers. In today’s global workplace, diversity management and cultural intelligence are an instance business necessity. Diversity management, known originally as a US concept, is defined in Managing
Diversity towards a Global Inclusive Workplace
by Michalle E. Mor Barack as “the voluntary
organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational structures through deliberate policies and programs”. Operating as a strategic approach to human resource management, diversity management uses top practices in recruitment and retention, resource groups and mentoring, diversity management enhances talent development and workforce diversity through application of diversity metrics and diversity benchmarking. Not only referring to previous discriminated or unprivileged groups, diversity management is a combination of similarities, differences, and strains that could exist among a
multicultural concoction (Mor-Barak, 2011).
by Christopher Earley and Elaine Mosakowski,
“cultural intelligence picks up where emotional intelligence leaves off”. Cultural intelligence, or CQ, is understanding and recognizing the beliefs, values, attitudes, and behavior of others and applying it towards a goal. It teaches strategies to improve cultural perception in order to separate behaviors driven by individuals from different cultures, suggesting that the knowledge and appreciation of the differences result in better global business practices. CQ is developed through cognitive, physical, and motivational means. Cognitive relates to learning about your own and others culture. Physical relates to using your sensing and adjusting your body language to blend in. Motivational means relates to gaining rewards and satisfaction from acceptance and success. In today’s global marketplace, you must be culturally intelligent. More corporations are becoming more aware of this need. They are supplementing a real strategy by supporting diversity associations, but when it comes to being authentic in how they integrate cultural intelligence into their business model, this is where the leaders begin to get uncomfortable (Earley, 2004).
There are four stages of diversity management, which I call realization, action plan, accountability, and competitiveness. Along with four stages that develops cultural intelligence, which are drive, knowledge, strategy and action. The first step of diversity management, realization is when the organization recognizes the value of diversity. The first step of cultural intelligence is drive when the individual possess a high level of interest and motivation to adapt cross-culturally
(Mor-Barak, 2011). The organization and individual both understands that separation is the less efficient way to interact with culturally diverse people. The goal of realization and drive is keeping an open mind to change the organizational culture by changing the demographic makeup of the workforce and instead of seeing difference as a difficulty, see it as something that can be learned about (Cultural, 2012).
Knowledge is having a strong understanding about how cultures are similar and different. It means learning about how...
Cited: Bernardi, E., & De Toni, A. F. (2009). MANAGING CULTURAL DIVERSITY: INTEGRATION
VALUES AND MANAGEMENT SKILLS
Llopis, G. (2011). Diversity Management Is the Key to Growth: Make It Authentic.
Earley, P., & Mosakowski, E. (2004). Cultural Intelligence.
Harvard Business Review
Cultural Intelligence (2012).
Working Successfully With Diverse Groups.
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