Managing_in_a_Cross-Cultural_Environment_

Running head: DEMOGRAPHIC FACTORS RESEARCH Demographic Factors Research Assignment Carolyn Ayers, Sheila Omumu, Roxana Osuna, Alice Sandridge and Shanell Snyder Managing in a Cross-Cultural Environment: MMPBL560 University of Phoenix Charles Chen May 10, 2010 Week Two Demographic Factors Research Assignment Demographic diversity represents any characteristic that can serve as a basis for social categorization and self identification (Tsui & Gutek, 1999. p. 131). This paper will cover ethnic tolerance and accommodation, religious diversity, gender, race, and the impact of mass media. Using the course concepts covered, we will explain how organizations have adopted or incorporated these concepts to (1) enhance business strategies, (2) foster innovation and creativity, and (3) meet the evolving needs of a global business environment. In global marketplace, organizations will encounter demographic factors such as age, race, education level, religion, political party preference, sexual orientation, and gender (Kottak & Kozaitis, 2003). As a team, we will introduce Continental Airline, AT&T, Nike Inc., Columbia Broadcasting Network, and the United States Postal Service (UPS) to identify, apply, and analyze the best practices of each firm. Synopsis Carolyn Ayers: Continental Airlines - Ethnic Tolerance and Accommodation: Multiculturalism and Pluralism Continental Airlines ranked among the top of the best companies and Airline of the Year for 2001. Continental used ethnic and multiculturalism demographic factors on the management planning, which was their new improved diversity hiring, and multicultural marketing strategies, which increased airline's profits and massive growth. Continental acquired a new attitude in hiring multicultural employees, strategic training, and retaining minority employees have brought the company to about 50% employees including managers are minorities today. This new method of recruitment is crucial to airline's multicultural recruitment success. Continental leads in hiring and retaining Hispanics, and added Spanish signs in 20 airports. Hispanic, French, and Japanese advertising and hiring practices have increased multi-language crews who serve Mexico, Europe, and Asia. Other methods Continental is using to manage diversity and increase multiculturalism and pluralism are joining the “U.S. Hispanic Chamber of Commerce, forming alliances with the Organization of Black Airline Pilots; Black Flight Attendants of America; National Black MBA Association; and Hispanic MBA Association to recruit minorities for all levels of the company” (Fitzerald, 2001. p. 1). Whereas, some companies may be uncomfortable with diversity initiatives, in a multicultural global world today companies must think about ethnic groups for success. Multicultural workforces bring varied ideas and creative methods to solve issues. Continental was aware of and analyzed the ethnic and multiculturalism demographic factors that contribute to conflict. [pic]Continental management realized that to be a success they must embrace and promote hiring of the diverse nationalities in their workforces and develop avenues for employees to effectively communicate and find ways to bridge the differences across multicultural ethnic groups through strategic planning and diverse leadership (Fitzerald, 2001). Through specialized methods companies accomplish organizational goals by offering diversity classes to address possible conflicts, assist multicultural employees to understand others ideas, while showing respect. Some of the influences of ethnic and multicultural demographic factors on individual rewards and recognition include developmental strategic diversity and communication training classes. Investing in strategic training of employee’s interpersonal skills, teamwork, leadership skills, decision-making, conflict resolution, business ethics, time management, and success of employees to compete in the global market, pays dividends. Employee surveys will determine multicultural values of the workforce to motivate and inspire. Shelia Omumu: AT&T- Religious Diversity    “The problem with thinking of religious diversity on the model of cultural diversity is that it turns what should be a debate about validity of different religious beliefs into a consensus about their equal worth and thus obscures their relevance to public policy” (Michaels, 2006. p. 180).   In 2004, AT&T Broadband was sued in a case that involved religious discrimination. An employee was relieved of active employment because he refused to comply and sign a document presented to him to promote the companies new diversity policy. The diversity policy contained the statement, “that all employees would value beliefs and behaviors of others” (Henle & Hogler, 2004. p. 1). The document, included sexual orientation in the diversity doctrine as it relates to values, belief, and behaviors of the organizations diversity program. The complain tent, an active Christian, has strong beliefs in religious freedoms. However, he could not agree to all portions of the policy handbook. The judicial ruling in this case supports the ideology that, “religion is a formal social institution which, for individuals, may provide coherence, meaning, and direction in life” (Kottack, 2003. p. 3). Furthermore, the final ruling supported the argument that the complainant’s direction of life was threatened because the policy did not provide reasonable accommodation to all employees in an attempt to promote diversity within the organization. Unfair employment practices for AT&T was contradicted when they argued that the employee failed to prove that special accommodations were warranted because of the inclusion in a protected group or protected plus class.   “The likelihood that organizations will encounter claims of discrimination based on employees’ faith becomes more pronounced especially when religion is not easily identifiable like race and gender. Organizations that are unprepared to deal with religious issues in the workplace risk violating employee rights, suffering attendant administrative, and judicial sanctions” (Henle, 2005. p. 2).       For an organization to be successful, the competencies required are visualization, collaboration, and contribution become imperative to promote diverse innovation and creativity. Exactly how the values of varied religiously diverse team members interact will inevitably influence the values and traditions represented in the team to support motivation and rewards systems that relate to the organizational identity. Moreover, “the use of groups as fundamental building blocks of organizational structure and strategy seems to be premised on the assumption that groups can gather together the diversity of information, backgrounds, and values necessary to make things happen to reduce effective organizational action” (Jehn, Norhcraft, & Neal, 1999. p. 1). Roxana Osuna: NIKE INC - Gender NIKE, Inc. (n.d.), believes that “diversity drives recruitment of the most dynamic people, enriches the creativity and innovation that shapes the brand, grows competitive advantage, and heightens the stature and belief in the brand within Nike’s culturally diverse consumer base” (Diversity and inclusion). To take advantage of the benefits of a diverse workforce, Nike has begun by monitoring gender, race, and ethnicity across its operations. In his study, Chacko (1982) suggests that women are selected because of their sex are stigmatized thus reducing commitment and sense of responsibility, just as men would experience inequity if they perceived that they had were selected on irrelevant factors. Based on Chacko’s study it would be safe to presume that diversity can be beneficial, organizations have to be careful that minorities do not believe they are hired to meet affirmative action goals or on the basis of demographic factors not relevant to the position. To deal with this potential downfall, NIKE, Inc. “focuses less on diversity numbers and more on creating an inclusive culture that leverages diversity and mines the wealth of talent and experience across the organization” (Diversity and inclusion) . In 2009, NIKE, Inc. employed slightly more females than males in Europe, the Middle East and Africa, and slightly more men than women in the Americas and United States (NIKE, Inc. n.d.). This information can be used to support Kottak and Kozaitis’ theory that gender varies across cultures and gender stratification influenced by social, political, and economic factors (2003). To use gender to determine the best practices with dealing with organizational conflict, Altmae and Turk (2008) suggest that both gender and position are considered as results reflect that the higher the persons position, “the greater the tendency to use the competing mode in conflict situations” (p. 66). NIKE, Inc. strategy is to evolve from a risk management, compliance model to a long-term strategy focused on innovation, collaboration, and transparency. Alice Sandridge: United Parcel Service of America (UPS) - Race: Its Social Construction United Parcel Service (UPS) founded 1907 in Seattle Washington by a 19-year-old young man who borrowed $100 to take advantage of the business opportunities to expand his bicycle deliver and message service. Today the company is the world’s largest deliverer of packages and documents in the country. In 1997, United Parcel Service was in a lawsuit for allegedly discriminating against the African American employees in Oakland, California office. The lawsuit filed stated the company “reserves the most desirable and promotable work assignments - and the training necessary to achieve them and to advance within the company for its non-African American employees” (“Lawsuit Charges UPS Discriminates, 1997” Darder and Torres, 2004, p. 64). In a cross-cultural society such as the United States, it is astonishing how race, ethnicity, and culture can sway cultural biases in the workplace. These types of allegations have an enormous effect on the reputation and success of the organization. As stated in the “On Being Different: Diversity and Multiculturalism in the North American Mainstream, 2e “Racism rests on the notion that some groups are inherently inferior to others, and therefore should be dominated by other, presumably inherently superior, groups. In the United States, until the 1960s, domination of blacks was institutionalized and backed by the government. African-Americans have been denied their civil-rights, full participation in national economic, political, and social life” (Kottak & Kozaitis, 2003. p. 6). In order for the United Parcel Service to manage in a cross-cultural environment and maintain global success, the company will need to respect the different cultures of their internal and external customers. Organizations like United Parcel Service work diligently to come up with a methods or plans to resolve conflicts and issues immediately within the organization. Conflicts can be damaging in the organization. The effect this issue has in management planning is the need to increase communication among employees. Poor communication can cause misunderstandings and defensiveness. United Parcel Service recognizes that their best practice to resolve conflicts and issues is using effective communication to create a positive environment and to achieve a successful outcome. |United Parcel Service continual involvement in the community to motive and reward the youth has placed the company on the 2010 Business | |week Best Company for Leaders list. In addition, “United Parcel Service was named one of the 2009 Top Corporate Supporters of HBCU | |Engineering Programs, citing the company's dedication to help educate and support minority engineering students and commitment to | |increasing the pipeline of talented individuals that will enter the U.S. workforce” (UPS, 2010, p. 8) . | | | |Shanell Snyder: Columbia Broadcasting Network - The impact of the mass media on sex-gender roles | |Columbia Broadcasting Network, or CBS, stands today as a frontrunner in primetime network television. Over the years, CBS encountered | |challenges to the business and programming. Its early years were rocky as they attempted to compete with larger more established networks | |like NBC. The two organizations were in constant conflict with talent. Common for new talent to sign with CBS as a vehicle to enter the | |industry; then, move to NBC as they reached a heightened level of celebrity status. Bing Crosby, Bing Crosby, Kate Smith and Morton Downey | |originally signed as singers with CBS. As their career progressed, each of them left for NBC. After several failed attempts with varied | |artists, CBS sought other options to secure its presence in the industry. With several talented and innovative minds, CBS took a stab at | |developing a news division. As CBS’s news division became the cornerstone of the organization (Auster, unk.). The history told of CBS’s | |history says, twenty plus years of success and continued growth did not happen without changes to the organization, its approach, and its | |programming options. Results were mergers, acquisitions, and the major corporate activities.   | |CBS’s organizational structure and strategies centered on its ability to develop programming options that appeal to the most appropriate | |audiences. Race, gender, and age play a significant role in how management will structure its programming options. In the early 1960s | |gender was the most controversial issue facing television. CBS management came under heavy scrutiny in its strategy for the programming. | |Media outlets would state claims that television would purposefully portray American woman as a "stupid, unattractive, insecure little | |household drudge who spends her martyred, mindless, boring days dreaming of love--and plotting nasty revenge against her husband" | |(Desjardin, unk.). With their primary focus on rivaling the competition, CBS came up fire from the National Organization of Women because | |of the plan to cancel Cagney and Lacey, the first primetime drama starring two women. These external outlets focus the management at CBS to| |rethink their strategy on women in television. Over the years, CBS and other networks have leveled the playing field for women in | |television and radio. This is true in daytime and primetime programming. | |Over the years, television has attempted to equalize the number and types of roles played by men and women. There has also be a shift is | |the family structure and household living arrangements. CBS has not been immune to this paradigm shift. Coming under the spotlight of | |various rights groups and activists, they took a broader look at the audience and their perspective. CBS found many connections between | |their audience and the programming options. According to Kottak & Kozaitis, “There is every reason to believe that television may have | |similar effects when its content is similar and nontraditional across cultures. Television certainly influences the career aspirations and | |life ambitions of contemporary North Americans; thus it plays a part in changing sex-gender roles across time as well as across cultures.” | |The close associations also became one the key focus areas for CBS management team to strategize on programming options and changes. | | | Compare and Contrast Most organizations during their time in business will face socio-economic characteristics or variables of a population, such as gender, race, religious diversity, sex-gender, and ethnic tolerance and accommodation. In a cross-culture society, demographic factors cannot be ignored. The organizations are using their best practice strategies to embrace the cultures and live in harmony. United Parcel Service recognizes that their best practice to resolve conflicts and issues are using effective communication, diversity training, and leadership classes to create a positive environment and to achieve the organizational goals. In addition, motivate the staff by respecting their cultures and beliefs. Continental Airlines accomplished their organizational goals by offering diversity classes to address possible conflicts, assist multicultural employees to understand others ideas, while showing respect. Furthermore, the company will invest in strategic training of employees interpersonal skills, teamwork, leadership skills, decision making, conflict resolution, business ethics, and time management. As a result, the employee will determine multicultural values of the workforce to motivate and inspire others. On the other hand, Nike takes advantage of the benefits of a diverse workforce. Nike has begun by monitoring gender, race, and ethnicity across its operations. Nike’s strategy is to evolve from a risk management, compliance model to a long-term strategy focused on innovation, collaboration, and transparency. AT&T Broadband best practice to resolve religious issues are visualization, collaboration, and contribution. Through implementing a varied religiously diverse team, the members will inevitably influence the values and traditions represented in the team to support motivation and rewards systems that relate to the organizational identity. Moreover, CBS used their audience and the programming options to open doors for female actress to hold leading roles in television. Therefore, through influencing the career aspirations and life ambitions of contemporary North Americans; thus it plays a part in changing sex-gender roles across time as well as across cultures. Conclusion With the global economy most companies will face socio-economic characteristics or multicultural variables such, as gender, race, religious diversity, ethnic tolerance, and accommodation. Generic benchmarking case studies have shown that management can turn a company around with the right organizational diversity strategy, multicultural marketing strategy, proper recruitment and training programs, rewards and recognition programs, geared at nurturing a multicultural workforce and environment. AT&T Broadband, Columbia Broadcasting Network, Continental Airlines, Nike, and United Parcel Service (UPS) all had challenges to accomplish their organizational goals; however, by offering various solutions such as: diversity classes and multicultural hiring practices that promote the advantages and benefits of a diverse workforce they were able to overcome the challenges and find successful solutions. Some of the best practices these companies used to resolve race, gender, religious, ethnic differences, and multiculturalism accommodation issues are diversity training, tolerance, visualization, collaboration, rewards, and recognition for contributions. 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