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This 3 page paper discusses the need for understanding other employees’ cultures in order to create a cohesive workforce. Bibliography lists 2 sources.
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3 pages (~225 words per page)
File: KV32_HVmgrdvr.rtf
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his employees include people from other countries, as well as every imaginable religion, ethnicity and background. He or she must learn to mold these individuals into a team if the
business is to succeed. This paper briefly considers why managers must become culturally competent. Discussion In his book Cultural Diversity, Jerry Diller talks about his experience as a counselor at
a university, and his experiences there illustrate the kinds of problems that can arise in a business setting if managers are not observant and aware of the cultural uneasiness felt
by some employees. Diller notes that despite having a large Asian population on campus, few ever came to the health center; he was sure that at least some of them
must be having problems but they chose to stay away (Diller, 2006). He and his colleagues met with Asian student leaders to determine why this was occurring, but the meeting
was "polite but unproductive" (Diller, 2006, p. 1). Then Diller heard one of the Asian students say to another, "This place looks like a hospital. Why would anyone want to
come here? This is where people come to die" (Diller, 2006, p. 1). It had never occurred to anyone on the staff, who are apparently immersed in the American technological
culture, that in other cultures hospitals are seen as places where people lost their lives, and thus are to be shunned (Diller, 2006). This simple example illustrates the problem very
well: unless a manager understands the culture(s) of his employees, he is quite likely to make these kinds of blunders and sacrifice productivity in the process. It could be instructive
for a manager to perform an experiment to help him understand what it feels like to be out of place. If he is right-handed, he might hold a ping-pong ball
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