The FIRST STEP - is to recognize that one of the main goals of diversity is to

recognizes people's uniqueness, Business necessitates a shift in organizational

culture from monocultural to multicultural.
MONOLITHIC STAGE - Characterized by a homogeneous demographic and
cultural framework. Traditional Japanese business that hired exclusively
Japanese men are an example of this.
PLURAL REPRESENTATIVES - Stage in which an organization, while having a
culturally varied rank and file, thanks a culturally homogeneous leadership.
Subcultures and groups are then expected and encouraged to embrace the
leadership's culture. This is true of many contemporary American organizations.
EXTREMELY DIVERSE MODEL - At this point, multicultural accommodation is
visible across the company. Companies at this level appreciate and promote
diversity in a number of ways, including two way learning and mutually
reinforcing adaptability, interdependence, and cultural differences.
SECOND - rather than being a purely technical endeavor to comply with
affirmative actions or other legally required activities, diversity must be a
component of an organization's intended business goal, including outreach
initiatives.
THIRD STAGE - there should be a system in a place to hold managers
responsible for achieving diversity objectives. They should be represented in the
process of evaluating performance
. FOURTH - open communication-channels must be established to enable for the
transfer of new ideas, complaints, and feedbacks.
FINALLY - corporate rituals and rights should allow for religious holidays, dietary
preferences, enclosing styles that do not conflict with organizational operations.
CONCEPT OF CULTURE - Culture is derived from the latin term "cultura" which
means "cult, worship, or civilization" culture, in the context of international HRM,
is acquired knowledge that individuals used to understand experience and
create social behavior.

1. DYNAMIC - Culture is something that changes, it may be sluggish at times,

but it is generally continuous.
2. LEARNT - Culture is not an inherited trait Rather, it must be learned via
interaction with one surroundings.
3. NON-UNIFORM - Cultural components such as rituals, ideas, moral values,
beliefs, and so on vary significantly, i.e. They differ in various parts of society.
Furthermore, they evolved through time.
 4. PATTERNED - Culture is included. A change in one component well inevitably
cause a change in the other.
5. SOCIAL - Culture is a result of society.
6. Shared - Culture is something that all members of an organization share.
7. TRANSFERABLE - Culture is passed down from one generation to the next.

DIMENSION OF CULTURE 1. EDWARD HALL.AND MILDRED HALL MODEL

a. TIME LANGUAGE - It is further divided into two parts: Monochronic culture or
M-time polychronic culture or P-time.
M-TIME CULTURE - believes that the is as valuable as money and should not be
squandered. As a result, time is given more importance than individuals. People
from M-time cultures are very timely, whether it's a meeting, an appointment,
social event.
POLYCHRONIC SOCIETIES - on the other hand, place a higher value on people or
human connections than on time.
b. SPACE LANGUAGE - It is also known as proxemics. In most cases, the most
important individual occupies the largest office. At the same time, people utilize
their personal space varies among cultures.
c. LANGUAGE OF OBJECTS - This component of culture emphasizes the
ownership of tangible things by a cultures people.
d. LANGUAGE OF FRIENDSHIP - This dimension explains how individual approach
establishing friends.
e. AGREEMENT LANGUAGE - People in some countries or cultures like to have
everything in black and white, especially agreements. Some civilizations, on the
other hand, exact opposite approach.
f. CULTURES OF HIGH AND LOW CONTEXT - In high context cultures, is implicit,
and, therefore, greater emphasis is placed on the interpretation of the context
rather than on the words. On the other hand,in low context cultures,
communication is clear, and, therefore the primary emphasis is given to the
words, the recipient is expected to comprehend the message via the words used
in the message without regard for the context.

2. FLORENCE KLUCKHOHN AND FRED STRODTBECK MODEL 3.GEERT HOSTEDE

MODEL - It was the first major study in.
a. POWER DISTANCE INDEX (PDI) - This dimension assesses the extent to
which the organizations less powerful personnel perceives an uneven
allocation of power.

b. INDIVIDUALISM VS COLLECTIVISM (IDV) - Individualism refers to a loosely

connected social network in which individuals prioritize themselves and their
closest family members. Collectivism, their hand, indicates a closely knit
social framework in which individuals believe in looking after each other in
the group in return for loyalty.

c. MASCULINITY VS. FEMININITY (MAS) - In the case of masculinity, the values

examined included accomplishment, heroism, assertiveness, and financial
reward for success. Whereas the feminine side of this dimension includes
values such as collaboration, humility, concern for the vulnerable and so on.

d. UNCERTAINTY AVOIDANCE INDER (UAI) - A low score or value on the

uncertainty avoidance index indicates that the organizations managers and
employees feel at ease in uncertain situations and are thus more
entrepreneurial, willing to take risks, endless reliant on formal rules, whereas
a high score on the uncertainty avoidance index indicates the opposite

e. LONG TERM NORMATIVE ORLENTATION (LTO) VS. SHORT-TERM

NORMATIVE ORIENTATION (STO) - People with short term orientation are
normative thinkers who appreciate conventional values. They believe on
achieving outcomes quickly. People with long term perspective, on the other
hand, think that truth is highly dependent on circumstance, context.

f. INDULGENCE VERSUS RESTRAINT (IND) - An indulgent society allows

relatively unfettered fulfillment of fundamental and herent human impulses
linked to enjoying life and having pleasure. On the contrary, constraint the
notes a society that suppresses satisfaction of wants and regulates it via the
implementation of stringent social norms or standards.

4. TROMPENAARS AND HAMPDEN MODEL - Turner began work on a survey

with workers at different levels of hierarchy in the 1980s and continued for
many decades they categorized culture into seven categories:

a. UNIVERSE UNIVERSALISM VERSUS PARTICULARISM - It denotes the criteria

by which connections are evaluated.
b. INDIVIDUALISM VERSUS COLLECTIVISM - It assesses whether workers
believe they perform better as a group or as individuals.

C. NEUTRAL VERSUS EMOTIONAL - Whether or not it is appropriate to exhibit

emotions.

d. SPECIFIC VERSUS DIFFUSE - This refers to the extent to which

responsibility is explicitly allocated or accepted in a dispersed mariner.

e. ACHIEVEMENT VERSUS ASCRIPTION - It reflects the degree to which

individuals must show themselves in order to get status, as opposed to
status being simply bestowed upon them.

f. SEQUENTIAL VERSUS SYNCHRONOUS - Weather individuals believe in

doing things one at a time or many at a time:

g. INNER DIRECTED VERSUS OUTER DIRECTED - It reflects people's attitude

about whether they can control their surroundings or work with it.

5. GLOBE (GLOBAL ORGANIZATIONAL LEADER AND BEHAVIOR

EFFECTIVENESS) PROJECT - It was an international project conducted by R.J.
house in 1991 with the help of 170 researchers from 62 countries: It
measured nine dimensions of culture which are listed below:

a. PERFORMANCE ORIENTATION - It reflects the degree to which society

encourages and rewards group members for improved performance.

b. UNCERTAINTY AVOIDANCE - It indicates the extent to which a society,

company for organization attempts to reduce uncertainty about future
occurrences by depending on rules, social norms and so on.

c. HUMANE ORIENTATION - It assesses how much people are rewarded by

society for beinggenerous, fair, compassionate, unselfish, and kind to others.

d. INSTITUTIONAL COLLECTIVISM - It shows the degree to which

organizations reward and promote collaborative resource allocation and
collective action.

e. IN GROUP COLLECTIVISM - This refers to how much pride an commitment

people have in their organizations or farnilies
f. GENDER EGALITARIANISM - It shows the degree to which the community
strives to reduce gender inequality.

g. FUTURE ORIENTATION - It reflects the extent to which the organizations

workers participate in future oriented behaviors such as postponing
indulgence, planning, and investing in the future.

h. POWER DISTANCE - It denotes the degree to which members of society

anticipate equitable distribution of power.

1. ASSERTIVENESS - This metric measure how much self-confidence and

aggression workers display in their interactions with others.

CHALLENGES OF CULTURAL DIVERSITY

1. Communication - To make the diversity initiatives a success, the company will
have to overcome the continuous cultural and linguistic hurdles that result in
poor communication, lack of teamwork and so on.
2. Employee resistance to change - Employees of post change since it is human
nature, nevertheless, it takes time to comprehend and comply with the change.
Employees must be free of the mindset of " iused to do this way," and only then
would they be ready to accept the change.
3. Workplace diversity implementation - The business must execute diversity
policy at all costs. It goes without saying that the workers may not like or agree
to the changes at first.
4. Diversity in the workplace policy implementation - This may be the most
difffoult issue for any diversity promoters/advocates, Making diversity training
obligatory for workers does not work; rather, diversity must be integrated. that
is, must become a part of every policy and practice of the company.

CHARACTERISTICS OF CULTURAL DIVERSITY

1. Cultural diversity is a two edged sword that can be both a source of conflict
and discontent in an organization if manage correctly and a source of conflict
and dissatisfaction if neglected by mistake.
2. Affirmative action and equal opportunity aren't enough when it comes to
cultural diversity.
3. Cultural diversity encompasses not only basic characteristics like gender, age,
race, ethnicity and so on but also secondary aspects such as religion,
personality differences, education etc.

CHARACTERISTICS OF CULTURAL DIVERSITY Thus, cultural diversity can be

summarized as " workforce diversity", which includes all visible and nonvisible
factors that cause differences among people, such as gender, region, physical
disability, status, age, race, hierarchical status, language, education, profession
and way of life among others.

STAGES IN LEVELS FOR BECOMING A MULTICULTURAL ORGANIZATION

1.The Exclusionary Organization - The organization maintains the power of
dominant groups in the organization and excludes the others.
2. The Club - This club still excludes people but in unless precise way. Some
minority group members are allowed to remain in the group, until the time they
conform to pre define norms.
3. The Compliance Organization - This organization recognizes that there are
other perceptions as well, but does not believe in causing any sort of trouble. It
actively recruits minority groups at the bottom of the organization and make
some token appointments.
4. The Affirmative Action Organization - This organization is determined to
eliminate discrimination and encourages employees to examine their attitudes
and think differently.
5. The Redefining Organization - The redefining organization develops and
implements the policies to encourage distribution of power among all the groups
in the organization.
6. The Multicultural Organization - The organization reflects the contribution and
interest of its entire diverne workforce in everything it does and supports.

MULTICULTURAL ORGANIZATION - A multicultural organization seeks for and

values all forms of diversity, as well as developed structures and work practices
that encourage the success and inclusion of individuals from all backgrounds.
CULTURAL DIVERSITY - defined as any significant differences in individual
behavior within a culture.
BENEFITS OF CULTURAL DIVERSITY
1. Improve customer service
2. More information, richer ideas/viewpoints, and a greater number of
approaches to problem solving
3/ Greater tolerance for different views,
4. Improve adaptability
5. Valuing justice and individual contribution
6. More inventive
7. Enhances company's image Multicultural organizations use a number of
different interventions to support their employees.

Common interventions include:

1. Managing / valuing diversity training
2. Orientation programs for new members
3. Targeted career development programs
4. Mentoring programs, focus groups, task force
5. Performance appraisal and reward systems that consider diversity; and
6. Companies sponsored social events.
STRATEGIES IN MANAGING CULTURAL DIVERSITY
1. Ignore cultural differences - The manager following this approach in the
organization does not recognize cultural differences and its impact on the
organization. This strategy is mainly adapted by parochial type of organizations.
In such type grganizations, managers and employees believe that our way is the
only way to manage and organize. b. In they view, diversity is just an irrelevant
concept. Thus, the efforts for effective diversity management, minimizing the
negative impact of cultural differences or increasing the positive impacts of
diversity do not find any place here

PROCESS OF CULTURAL DIVERSITY MANAGEMENT

1. Diagnosis - Every business must evaluate the current state of things in terms
of policy, statistics, and culture, taking both the issues and the reasons, into
consideration.
2. Aims settings - The second step is to set objectives, which often include
important topics such as the commercial reason for avoiding bias, identifying
the crucial role of top management commitment, and envisioning what the firm
will look like after successful diversity managerbent
3. Awareness racing - This is an important stage in which public awareness must
be raised. Employees at all levels, especially supervisors, must be made more
aware of the value of diversity.

APPROACHES TO WORKPLACE DIVERSITY MANAGEMENT The three most

common methods to workplace diversity management
1. Approaches to discrimination and fairness - These strategy focuses on
developing proactive programs to ensure equal opportunity, treatment, protein
and adherence to equal employment opportunity criteria for everyone.
Manage cultural differences - Synergetic organizations are once that use a
disparities - management strategy. This organizations recognize or comprehend
the effect of cultural diversity, may have both good and negative repercussions.
Managers who use this approach believe that our methods of managing and
acting differ from ours, but that neither is superior. Rather, the best approach to
manage and organize may be a creative combination of our way and their way.
Policy development - The new systems are being deployed with the participation
of all workers. This should not be imposed on anybody.
Managing the transition - It involves a variety of training activities. These may
include programs designed specifically for minority groups to assist them in
understanding the organization's culture and gaining essential skills. Specific
diversity management policies and procedures, with the focus on selection,
assessment, and coaching, as well as training sessions to improve cultural
awareness and handle different cultures must be created.
Approach to access and legitimacy - The strategy emphasizes on employee
acceptance and use of diversity in order to serve to different client groups.

Minimize cultural differences - This technique is more likely to be used by

ethnocentric groups. Management acknowledges cultural variety, but mainly as
a source of difficulty. Managers in ethnocentric Companies think that their style
of organization and management is the best. They believe that other people's
management techniques are inferior. The management believe that by reducing
inequalities, they would be able to decrease diversity. They do not consider the
benefits of diversity.
To sustain momentum - To continue the process, a senior management
functionary, not necessarily from the HR départment, at anybody who works
with a trade union, participate.
To assess achievements in terms of business benefits - The last step is to
evaluate the success or achievements of diversity management policies in
terms of business benefits such as improve customer relations, greater
productivity and profitability.
Minimize cultural differences - This technique is more likely to be used by ethnocentric groups.
Management acknowledges cultural variety, but mainly as a source of difficulty. Managers in
ethnocentric Companies think that their style of organization and management is the best. They believe
that other people's management techniques are inferior. The management believe that by reducing
inequalities, they would be able to decrease diversity. They do not consider the benefits of diversity.

CULTURAL ADAPTATION - Cultural adaptation is relatively new concept that explains humans and
civilizations capacity to adapt its changes to their natural and social surroundings via cultural adaptation.

CULTURE SHOCK -Culture shock refers to the psychological disorientation that most people experience
when they are exposed to a culture different than their own for an extended period of time.

Our sense of meaning in life is thade up of this essential components:

1. Identity

2. Self worth

3. Competence

4. Security

5. Belonging

When contact with unfamiliar ways of doing things and unfamiliar social signals undermales any of these
components, We can experience:

1. Anxiety

2. Fatigue of constantly adapting

3. Negative emotions such as loss, rejection (of and by the host culture)

4. Discomfort

5. Incompetence

6. Confusion of values and identity

STAGES OF CULTURAL ADAPTATION

1. HONEYMOON OR CONTACT STAGE -The honeymoon phase is the initial stage in which person learns
about a new culture Everything is fresh and Lascinating to children. Their ecstatic and A excited to learn
about the new culture and languages.

2. DISINTEGRATION/DISORIENTATION - The new environment shocks the individual's culture at this

time. A few weeks, frustrations may begin to surface. A person's may begm to compare their new
country's Culture way of life to their previous towns culture or way of life as a result of challenges such
as sleep disorder, stomhch problems adapting to the new countries food system, robbery's, houang
problems and neighborhood concems. Depending on the person's personality it may inducedoneliness,
anety, disappointmen boredom, cognitive achtstromanger, stres, and other unpleasant feelings.

3 .REINTEGRATION/IRRITATION AND HOSTILITY - This stage is influenced by the personality of the

individual as well as the duration of their stay. When the distance is small most individuals prefer to
remain patient for a few days before returning to their original location. They are unable to deal with
the cuffling shocks and seek isolation before returning to their country. When remaining for a long
lengthor time, person may clipsa to learn more about the culture and infld ways to adapt to their new
surroundings.

4. AUTONOMY/ADJUSTMENT AND INTEGRATION - If the reintegration stage is effectively accomplished,

a person has overcome their difficulties and developed an integration strategy They will then be able to
manage and resolve issues on their own.

5. INDEPENDENCE/BICULTURALITY - Individuals are required to return to their hometown at the end of

their stay. However, since their cultural backgrounds have been changed as a consequence of the
shocks, people returning home may rethink their original cultural practices and discover that some have
bgen altered or reduced. The cycle stads once again.

DIVERSITY WHEEL OF JOHN HOPKINS

OUTER; EDUCATION, WORK EXPERIENCE, APPEARANCE, RELIGION, INCOME, LANGUAGE AND

COMMUNICATION SKILLS, ORGANIZATIONAL ROLE, FAMILY, POLITICAL BELIEF.
INNER; AGE, RACE/ETHNICITY, MENTAL/PHYSICAL ABILITY, SEXUAL ORIENTATION, NATIONAL ORIGIN,
GENDER, GENDER IDENTITY OR EXPRESSION.