Acceptance and respect are part of the diversity idea; it means accepting the fact that everyone of us is unique and appreciating our uniqueness. These can be along racial, ethnic, gender, sexual preference, social class, age, physical ability, religious, political, or other ideology lines. It is also about examining these disparities in a safe, healthy, and nurturing setting. It is about getting to know one another and progressing beyond simply tolerance to accepting and enjoying the many facets of variety that each person possesses. Diversity management is a technique for creating and maintaining a safe and healthy workplace in which employees’ differences and similarities are appreciated so that everyone may attain their full potential and contribute to the organization’s organizational goals and objectives (Gopalkrishnan, 2018). This work was written in the analysis of cultural behavior on the example of airlines.
Given the growing significance of diversity in the workplace, most institutions would like to investigate the relationship between diversification and organization characteristics, its impact on diversity openness, and the relationship between diversity and employee performance at both the individual and collective levels. Despite the technical advances of today’s technology, international affairs need those individuals interact with one another on a personal level. It is necessary to solve language and perception hurdles in order for something to be productive. Diversity refers not just to how individuals see themselves, but also to how they see others. Their interactions are influenced by perceptions. Human resource specialists must deal effectively with difficulties such as collaboration, flexibility, and change in order for a diverse group of individuals to perform well as an enterprise.
Aviation is a multicultural endeavor by definition; pilots travel in unfamiliar territory, carry people from other cultures, and operate with a multicultural crew. Even the planes they fly were developed and produced in various regions of the globe. Every day, different multicultural contacts occur in aviation. As a result, increasing their intercultural competency is a must in this sector. Fortunately, the ability to adapt and operate well in a culturally diverse workplace is a skill that can be learned. Aviation courses are well-known for being intellectually demanding. The classes are challenging; there is a great quantity of knowledge to absorb, and people must maintain their resilience. The quality of contact between staff and management is simply measured by how quickly their firm can obtain data and notify workers of developments. Security messages are shared with mature employees and these messages are tracked to ensure that colleagues receive them. Management is unsure if safety messages are successful without monitoring.
Extending their staff of interviewees and decision-makers can sometimes help. Including a more interdisciplinary group in the selection of candidates can have a ripple effect as people sometimes mistakenly choose those they look like. Furthermore, diversity should be addressed not just in terms of personal characteristics such as age, gender, or color, but also in terms of industry, and globalisation has helped. Non-discrimination and inclusion policies should be developed and communicated by organizations. This not only establishes the foundation for a company that does not allow discriminatory practices, moreover it may aid recruitment, since workplace inclusivity may play a significant factor in a president’s decision. Companies should not just demand inclusiveness, further prepare to exploit workers’ differences to create a team of experts with complementary skill sets.
Top executives in the aircraft industry must set the way for increased inclusion by ensuring application were submitted and accepted and guaranteeing diversity in the company’s top positions. Leaders should be held responsible for their abilities to develop and manage a multidisciplinary workforce. Companies should ensure that their recruitment, supervisors, and workers are aware of the aircraft skills shortage as well as the need to diversify their workforce. Making the matter a frequent topic of discussion promotes an inclusive society. Aviation companies should not just promote internal concerns, but they can also cooperate with governmental groups to create larger-scale efforts, such as events or seminars, to attract minorities to enter the sector.
The presence of non-English speaking service and inspection employees shows that language difficulties may be creating productivity mistakes. By necessity, any language problems are communication errors; thus, people looked at communication models first to look for common error types. Many aircraft organizations have made it a point to guarantee that their crew has the necessary English language skills for useful and concise interaction since it became a worldwide standard. Furthermore, language skills should be directly applicable to real-world aviation scenarios, because the aviation profession, like any other business, has its own terminology and phraseology.
The homogeneity of airlines can be related to their strategy and business intentions. Airlines that fly domestically within a country will often hire people who primarily speak the national language because the company operates more domestic flights. Also, one of the reasons for some homogeneity may be documentation and communication with management, although it is customary in the world to use English. Many companies show their identity with homogeneity, but for the most part all crew members also know English because it is the language of international communication and working in industries such as tourism, it is impossible not to know English.
Knowledge of English in the field of tourism does not discriminate in any way among crew members for whom this is a non-native language, because in addition to the language there are many more signs of culture. When it comes to knowing the language, it is primarily for the safety of passengers, and then they think about moments of cultural equality. Being at work where their actions can decide the outcome of many people’s lives, a universal way of communication, should undoubtedly be in the employee’s arsenal.
To summarize, companies should not be held accountable for the practice of discrimination, which is inflated by society, because knowledge of the national and international language does not violate cultural diversity, but makes flights safe. Without monitoring, management is unaware if safety messages are effective. Workers who fail to read security messages demonstrate that safety culture has to be changed. Chief execs in the aircraft sector must pave the path for more diversity by assuring that applications are filed and approved, as well as ensuring that the company’s top jobs are diverse. Leaders must be held accountable for their ability to build and manage a diversified staff. The strategies and economic aims of airlines can be linked to their diversity. Because they conduct more internal flights, airlines that fly within a country frequently recruit individuals who predominantly speak the official language. In the sector of tourism, knowing English does not differentiate in any way between team members who do not speak it as a first language, because there are many more cultural indications to consider.
Reference
Gopalkrishnan, N. (2018). Cultural diversity and mental health: Considerations for policy and practice. Frontiers in public health, 6, 179.