Cultural factors in organizations are a major cause of conflicts that can have adverse implications on the institution’s operations and individuals’ productivity. However, diverse cultural environments are impossible to avoid in the modern era because of equality, increased technology, and free movement. As a result, organizational managers are responsible for ensuring that people from different backgrounds interact and work as a unit. Nevertheless, it is critical to understand that cultural diversity is an organizational characteristic that is limited by miscommunication and misunderstandings of why other people value their beliefs or practices. Thus, encouraging open communication and personal interactions using workplace social groups can help staff members to familiarize themselves with each other’s opinions and build strong relationships. The following paragraphs discuss reliable techniques to support the initiatives, their benefits, and beneficiaries.
Many employees experience setbacks because of cultural differences in the organization and associated issues. Therefore, it is important to explain to staff members why the initiatives are essential and how they will improve outcomes. A practical solution to encourage dialogue, inclusion, and the participation of staff members is assigning them roles in the planning and decision-making processes (Tamunomiebi & John-Eke, 2020). There are several social programs that individuals may find appealing. For example, they can prefer camping together, going out for hikes, or engaging in sporting activities. Thus, allowing them to plan, execute and engage in the program’s development will foster positive attitudes and motivation toward achieving its goals.
Organizational environments are highly stressful because workers are held accountable for their actions and results. Hence, one positive element of encouraging social groups is the change in the environment. When individuals are away from the office, they are relieved of tension, thus allowing them to be open-minded and more welcoming (Tsaur et al., 2019). Moreover, the activities will allow staff members to have fun and bond. Therefore, most people will welcome the initiatives as they do not involve strenuous work or tasks. Nevertheless, individuals might not react well if associated tasks come in the way of work obligations. Similarly, individuals may not appreciate the programs if they demand resources that come out of their pockets (Kaur et al., 2020). Consequently, it is important to address such limitations and adopt strategies to limit their implications.
Miscommunication and misunderstandings are the main facilitators of conflicts due to cultural differences in organizations. Therefore, providing staff members with an environment where they can openly communicate, share ideas, and understand others’ personalities can help build their team chemistry and encourage more diversity (Flory et al., 2021). A potential barrier to the effectiveness of the program is sustainability due to limited resources. Hence, the organization can develop solutions like allocating funds at the beginning of the financial year and planning early to fund the program. In addition, the programs can involve several different activities to enable selecting one that is within the budget (Riccucci, 2021). In turn, the organization will ensure continuous development and achieve higher levels of cultural diversity.
Interacting with individuals from different backgrounds and cultures has become a norm because more people keep traveling and settling away from their places of origin. As a result, organizational environments are characterized by individuals with diverse values and beliefs that may come in the way of collaboration. However, miscommunication and the lack of understanding significantly contribute to issues associated with cultural diversity. Therefore, encouraging social programs that facilitate personal bonding and including staff members in the planning and decision-making can help alleviate these issues. Nevertheless, it is crucial to ensure that the programs are sustainable to reap the most benefits. Thus, planning and allocating funds for the program early can help avoid confusion and limitations.
References
Flory, J. A., Leibbrandt, A., Rott, C., & Stoddard, O. (2021). Increasing workplace diversity evidence from a recruiting experiment at a Fortune 500 company. Journal of Human Resources, 56(1), 73-92.
Kaur, R., Kaur, G., Sahay, U., & Saini, K. (2020). A study of diversity management in different companies and different sectors. International Journal of Advanced Science and Technology, 29(3), 284-303.
Riccucci, N. M. (2021). Managing diversity in public sector workforces. Routledge.
Tamunomiebi, M. D., & John-Eke, E. C. (2020). Workplace Diversity: Emerging Issues in Contemporary. International Journal of Academic Research in Business and Social Sciences, 10(2), 255-265.
Tsaur, S. H., Hsu, F. S., & Lin, H. (2019). Workplace fun and work engagement in tourism and hospitality: The role of psychological capital. International Journal of Hospitality Management, 81, 131-140.