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Essay / Research Paper Abstract
This 8 page paper looks at how managers should deal with a culturally diverse workforce. The paper starts boy looking at the problem and outlining the issues, including the different ways culture may influence employees' values and behavior. The management approaches which may be adopted are then discussed along with the importance of training. The bibliography cites 6 sources.
Page Count:
8 pages (~225 words per page)
File: TS65_TEstaffcult.doc
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Unformatted sample text from the term paper:
freedom of worker movements is resulting in multicultural workplaces. This presents a number of challenges for management, as employees from different cultures will bring a range of different values and
norms into the workplace. In order to be effective management needs to be able to cope with these diversities, creating an environment in which workers are all able to achieve
the organisational goals. The variety of values, norms and attitudes can reflect a large number of issues, as seen within Hofstedes cultural dimensions, with issues such as communication, power distance
and gender issues being particularly important. Equality management, as advocated by equality legislation, provides for a workplace to be interpreted is fair by the majority of employees. However, the adoption
of a diversity management approach, where the differences of individuals are accepted and embraced in the way that employees are managed, may provide a greater potential for employers seeking to
maximise the productivity of their workforce. 2. Introduction The commercial world is becoming more complex; this is not only true in terms of the movement of goods and capital, but
also the movement of labor. This, combined with the increased practice of outsourcing and off shoring results in increasing levels of managing business across cultures, including managing cross cultural employees
bases. This presents a number of challenges for management; there may be practical issues such as language barriers; there will also be other challenges with cross cultural management due to
the different values and norms in the divergent cultures (Berry, 1997). During the 1980s there was a great deal of attention was paid to internationalization of workers, with training and
investment provided by many firms to create managers that could work in international and multicultural environments (Murray, 2005). In the twenty-first century there appears to be reversal, as rather than
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