multiculture-CHANGE MANAGEMENT

TITLE: MULTICULTURAL EXPERIENCES AT WORK

1. INTRODUCTION
Attempts to promote multicultural practices and focus on working don’t necessarily create safety or an environment that supports production. The challenge is to identify what might make a difference.

If organizations create more opportunities for connection, employees may be able to talk about their problems rather than seeking attention through discrimination of others’ culture. Even when employees are in the workplace, it may be hard for those with different cultural practices to stay “present” enough to work.

Furthermore, employees display discrimination at work for a variety of reasons, e.g. boredom, inability to do the work, low academic self-esteem, emotional difficulties, poor attitudes, etc. Nevertheless, a well-managed lesson coupled with a relationship based on mutual respect and rapport will do much to minimize discrimination in our workplace.
This research aims at coming up with better teaching techniques as a way to discipline employees and management in promoting multicultural environment. This paper aims to explore multicultural experience in the workplace and provide recommendations for future research in the above subject.

2. PROBLEM STATEMENT
 Exploring multiculturalism and inclusiveness as an important “tool” in the workplace.
I consider very important to investigate the role of multicultural organization and its relation to the workplace, the various kinds of multicultural behavior (practices) and most importantly how to overcome obstacles. As human beings, we need to learn the techniques of dealing with multiculturalism in the workplace and creating a conducive climate in the workplace that will enable effective production and/ or service delivery.

3. LITERATURE REVIEW
According to Kumar (2009:253), “Culture is a combination of learned beliefs, values and customs. These learned values and customs are further handed down from one generation to another in a certain group of people”.

Furthermore, according to Ferreira et al. (2010:427), the cultural dimension of diversity in South Africa overshadows the general dimensions of diversity (e.g. gender issues, age, marital status and physical ability). However, the significance and effective management of cultural diversity begin with an understanding of the elements of culture. The most important cultural characteristics related to the workplace as follows: The ways in which members of a cultural group communicate to each other Attitude to power Attitude to conflict Tolerance to uncertainty Dominance of certain values Characteristics which revolves around individualism and collectivism”.

Multiculturalism and Diversity
Multiculturalism brings diversity to the workplace. According to Rose (2009) “diversity as the unique characteristics and experiences people bring to the work force. Diversity may include, but is not limited to, many different facets of individuals and team members within a work place, such as race, gender, religion, age, disability, and national origin. Other elements that affect a diverse work force include an employee’s communication ability, geographical culture, socioeconomic status, and individual work style.
Policies and Procedures
Multiculturalism has effects on policies and procedures within organizations. Organizations have to develop policies that accommodate a diverse work force and that reflect the need to respect that diversity. Policies need to be positive and address possible harassment, which is always a concern when bringing people from many different cultures and backgrounds into a formerly static work environment. The Commerce Department recommends that organizations implement policies that foster inclusiveness, organizational effectiveness, productivity, customer service and day-to-day efficiency. This includes adopting employee training measures that reinforce the importance of diversity.
Recruitment and Hiring
Multiculturalism in the workplace has effects on recruitment and hiring. According to the Commerce Department, employers must work to increase the richness of diversity in their work force, and use creative strategies to recruit and retain the best employees. Recruitment efforts should highlight a businesses ' efforts to promote diversity in their workplace, and recruiting should include as many different programs and resources as possible when seeking multicultural candidates.
Training
Multiculturalism also affects employee training. Training programs must focus on organizational mission statements, which should incorporate elements of diversity and inclusion, as well as the company’s stance on harassment and intolerance for any type of discrimination. The company that has truly embraced a multicultural philosophy will implement policies and training that build teamwork and include activities that encourage employees to work together for a common cause; while also fostering individual team goals and independent successes”.

Related to the above, according to Jackson et al (2012: 2) “multiculturalism in the workplace refers to the co-existence and integration of the diverse cultures represented in the workforce. Multiculturalism is an ideology designed for dealing with cultural diversity, entailing the quality and positive evaluation of different groups within a society”
Multiculturalism in the workplace can create a sense of cultural awareness among workers. Employees who are exposed to others ' ideas and points of view will learn to think outside the box when faced with a problem. Once a worker has been exposed to beliefs of someone whose ideas seem foreign to him, he can begin to reflect on the narrowness of his world view and how it adversely affects his ability to think and solve problems. Multiculturalism allows workers to all contribute based on their own cultural background, experience and other qualifications. When a variety of viewpoints are thrown into the problem-solving mix, new and innovative solutions can be reached (Lewis; 2009).
Related to the above, it is believed that employees exposed to different viewpoints and cultures in the office or workplace will be more likely to practice toleration. Employees who are tolerant of different views are more likely to cooperate with one-another or reach a compromise when differences exist. This can have a profound effect on employee relations, making it possible for employees of different cultures to not only coexist, but also thrive. Furthermore, employees who become aware of the culture of others in the workplace may want to learn more about that culture. A curiosity about someone else 's culture can lead to a lifelong or a short-term pursuit of learning. Knowledge of another culture will stimulate tolerance in the workplace and also encourage workers to use knowledge of other cultures when they do their jobs.
In addition, companies that have a culturally diverse workforce may benefit from such diversity because they create a workforce with a larger social network than just one ethnic group. This can generate an interest for products and services in many ethnic communities within the larger community. Businesses that offer goods and services that appeal to several ethnic groups are more likely to benefit from a multicultural workforce whose members can communicate with people in those ethnic groups (Lewis; 2009).

4. RESEARCH QUESTIONS
How do experiences of multiculturalism affect employees’ job?
How can employers support different cultures to work successfully in groups and/ or team?

5. METHOD OF RESEARCH
5.1 Research Design
Mouton (as sited in Hult, 2005) defines research design as a plan of how you intend to conduct research. In this research, we used Qualitative Research Design because we gathered information from questionnaires.

According to Neuman (2003:331) a qualitative researcher may use a case study approach, might gather a large amount of information on one or more details on the cases being examined.
5.2 SAMPLE
According to Neuman (2003:202) sampling is a process of systematically selecting cases for inclusion in a research project. A research draws a sample from a longer pool of cases or elements. A sampling element is the unit of analyses or a case in a population.

We used non-probability sampling strategy. We chose Purposive Sampling because it is an acceptable kind of sampling for special situations. Here people are chosen for a particular purpose. After all, we are in contact with employees on day-to-day basis. We sampled 5 “black” female employees and 5 “black” male employees, from City of Matlosana’s corporate services directorate, Labour Relations Unit. 5.3 DATA COLLECTION
Every researcher collects data using one or more techniques. We used open-ended questionnaires with employees in my workplace. The basic objective of the questionnaires was to obtain facts and opinions about effects of multiculturalism on building a long lasting relationship between different race, gender age, sex, belief, ethnicity and culture and the employees’ opinions on applying different strategies on how to help increase and promote multiculturalism in the workplace.

6. RESULTS AND DISCUSSION
All ten responded (participants) filled and returned the questionnaires on time. Common themes were identified and examined in relation to discrimination, factors that influence production and service delivery, how to overcome barriers to discipline.
It appears that despite Employment Equity Act employees from different culture continue to experience prejudice in the workplace and some of them are not aware of their rights as guided by the constitution and other legislations.

Some responded indicated that employers and employees as the drivers of multiculturalism need to come up with good reasons that will prevent bad behaviours. Employees are of the opinion that policy regarding workplace multiculture should be drafted and adopted. Some participants also stated that educating staff and managers with regard to the legal and organizational policies and procedures will help. Management should also ensure that there are formal, effective structures in place to investigate and act on accusations of discrimination of other culture.

7. RECOMMENDATIONS FOR THE ORGANISATION AND FUTURE RESEARCH
Tools and methods that are available to the employers to ensure multiculturalism and equality. Some key interventions include (Jeremy Seekings; 2008:37):
• “Ensuring that the organization has a clearly articulated policy regarding workplace multiculturalism and that it is supported at the highest level.
• Educating staff and managers with regard to the legal and organizational policies and procedures, as well as consciousness-raising and sensitization regarding stereotypes and offensive behaviour.
• Ensuring that there are formal, effective structures in place to promote multiculturalism and equality in the workplace.

8. CONCLUSION
Multiculturalism will always be an issue at the workplace. An awareness of its significance and impact, in combination with a fair and consistently applied discipline plan, will facilitate the promotion and management of multiculturalism.

As today 's world becomes increasingly global in its outlook and as the marketplace becomes increasingly global in nature, multiculturalism in the workplace most likely will grow. Although the transition to a multicultural workplace could result in issues related acclimation for workers and their employers, multiculturalism at work provides many advantages that can help a company prosper.

How multiculturalism is dealt with in the work environment has a significant impact on the kinds of production results will become. Management is one of the major stakeholders in the company and therefore their responsibility to restore respect and discipline in the organization plays a big role.
We must strive to work together to create a safe working environment for ourselves. Technology and globalization have changed the way we work and live. Increasingly, the work force is becoming a multicultural landscape. After all, South Africa is a rainbow nation. BIBLIOGRAPHY:
Aronson, E., Wilson, T., and Arkert, R. 2005. Social Psychology: International Edition. 5th edition. Pearson: Prentice Hall. P433
Ferreira, E.J., Erasmus, A.W. &Groenewald, D. 2010.Administrative management. Cape Town: Juta
Hult, C. A. 2005. Researching and writing in sciences and technology. Boston: Allyn & Bacon.
Jackson,T.B. van de Vijver,J.R. &Ali,S. 2012. Positive acculturation conditions and well being in the mine in North West Province. North West University: Potchefstroom Campus. South Africa.
Kumar, S.R. 2009. Consumer behaviour and branding. New Delhi: Pearson education.
Lewis, J. 2009. The Advantages of Multiculturalism in the Workplace. Demand Media. http://smallbusiness.chron.com/advantages-multiculturalism-workplace-15239.html. accessed 10 October 2013
Neuman, W. L. (2003). Social research methods: Qualitative and Quantitative approaches (5th ed.). Boston: Allyn & Bacon. P 331

Bibliography: Aronson, E., Wilson, T., and Arkert, R. 2005. Social Psychology: International Edition. 5th edition. Pearson: Prentice Hall. P433 Ferreira, E.J., Erasmus, A.W. &Groenewald, D. 2010.Administrative management. Cape Town: Juta Hult, C. A. 2005. Researching and writing in sciences and technology. Boston: Allyn & Bacon. Jackson,T.B. van de Vijver,J.R. &Ali,S. 2012. Positive acculturation conditions and well being in the mine in North West Province. North West University: Potchefstroom Campus. South Africa. Kumar, S.R. 2009. Consumer behaviour and branding. New Delhi: Pearson education. Lewis, J. 2009. The Advantages of Multiculturalism in the Workplace. Demand Media. http://smallbusiness.chron.com/advantages-multiculturalism-workplace-15239.html. accessed 10 October 2013 Neuman, W. L. (2003). Social research methods: Qualitative and Quantitative approaches (5th ed.). Boston: Allyn & Bacon. P 331