As business has become exclusively internationalized and globalized over the past years, the issue of workforce diversity has also gained more popularity. The complex and dynamic business environment requires interaction among people from diverse backgrounds and cultures. Competitive corporations cannot allow themselves losing talented and skillful employees due to discriminatory preferences or practices. The customer base has become more diverse as well and as service industries, tourism and hospitality are exposed even to a greater extent to the challenges of the heterogeneous labor market of the 21st century. In tourism industry the contact with the customers is vital, so corporations need to recruit employees who are able to understand and relate to the customers’ needs. The main purpose of managing diversity in business is to bring out the best of employees, in a non discriminatory, fair and just environment, for the benefit of the individuals as well as the prosperity of the whole company.
The futurist Jamais Cascio gives the main reasons why workforce diversity has become so important. These are the shift from manufacturing to a service economy, the globalization as well as the innovative business strategies and the increasing demand on teamwork. In addition there are the mergers and alliances acting on a high international level and of course the changing labor market conditions.
Table of Contents
1. Introduction
2. Definition of diversity and culture
3. Dimensions of culture
3.1. Universalism versus sectionalism
3.2. Collectivism versus individualism
3.3. Neutral versus emotional
3.4. Diffuse versus specific
3.5. Effort versus prestige
3.6. Sequential versus synchronous
3.7. Self-determined versus outward
4. Challenges and tools for manager
4.1. The dilemmas in cultural diversity management
4.2. Tools for managing workforce diversity
5. Real life example: Carlson Wagonlit Travel
6. The advantages of cultural diversity and diversity management
7. Conclusion
8. References
Objectives and Topics
This paper examines the critical importance of cultural diversity management within the tourism and hospitality sectors, focusing on how organizations can navigate globalized, multicultural business environments to foster employee performance and customer satisfaction. The central inquiry explores how leadership can transition from viewing diversity as a challenge to leveraging it as a core competitive advantage.
- The theoretical dimensions of culture and their impact on workplace interactions.
- Challenges associated with managing heterogeneous, international teams.
- Practical management tools and communication strategies for fostering inclusion.
- A detailed analysis of diversity strategies at Carlson Wagonlit Travel (CWT).
- The correlation between diversity management and sustainable economic performance.
Excerpt from the book
3. Dimensions of Culture
The different relations between cultures are formed in seven different dimensions according to Fons Trompenaars, which is a worldwide acknowledged authority concerning intercultural management.
3.1 Universalism versus sectionalism
For example you go by car with a really good friend and he runs into a food passenger with 50 km per hour even though only 30 were allowed. There are no witnesses. Would you keep it secret in court to protect him or not? Both North America and Europe would approach this problem almost exclusively universal and would not protect their friends in court. However Africa, Latin America and Asia would approach the problem sectional.
In universal cultures, rules are more important than relations. The contracts have to be observed strictly and only the people who follow the rules and the contract provide confidence. More over, there is only one truth and reality on which you have agreed. Business is Business. If you have to manage universal cultures:
Do not consider the non personal flowers of speech “Let's keep at business” as impoliteness!
Go after consequence and consistent work flows!
Aspire at fairness by managing all similar cases equally!
In sectional cultures, relations are more important than rules are. Contracts have to be modifiable and only people who accept changes provide confidence. There are different perspectives of reality, concerning this of each partner. Further more, relations have to develop. If you have to manage sectional cultures:
Do not consider individual flowers of speech “We have to get to know each other” as small talk!
Create informal networks and create individual comprehension!
Aspire at fairness, by handling all cases individually!
Summary of Chapters
1. Introduction: Outlines the shift towards a globalized service economy and the necessity for the tourism industry to manage diverse workforces to remain competitive.
2. Definition of diversity and culture: Provides a foundational definition of diversity and explains the complexities of cultural variations in a workplace setting using the tree analogy.
3. Dimensions of culture: Analyzes seven specific cultural frameworks, such as universalism versus sectionalism and individualism versus collectivism, providing management recommendations for each.
4. Challenges and tools for manager: Discusses the professional requirements for modern managers and lists practical tools like diversity officers and mentoring to bridge cultural gaps.
5. Real life example: Carlson Wagonlit Travel: Illustrates the successful implementation of the "Charta of diversity" within a major global business travel organization.
6. The advantages of cultural diversity and diversity management: Argues through a hypothetical case study that active diversity management is essential for market access and long-term organizational success.
7. Conclusion: Synthesizes the main argument that diversity management is an economic imperative that transforms potential conflict into creative synergy.
8. References: Lists the academic and practical sources used to support the paper's analysis.
Keywords
Cultural Diversity, Diversity Management, Tourism, Hospitality, Globalization, Workforce, Intercultural Management, Fons Trompenaars, Corporate Culture, Carlson Wagonlit Travel, Charta of Diversity, Human Resources, Synergy, Communication, Business Travel
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on the significance of managing cultural diversity within the tourism and hospitality industry, emphasizing that successful firms treat diversity as a strategic advantage rather than a burden.
What are the main thematic fields addressed?
Key themes include cultural dimensions, the challenges of multinational team management, practical implementation tools for diversity, and the economic benefits of fostering an inclusive work environment.
What is the core research objective?
The objective is to explore how management can effectively handle cultural differences to minimize workplace conflicts and maximize performance in the globalized tourism market.
Which scientific methodology is utilized?
The paper utilizes a literature-based analysis of intercultural management theories combined with a case study approach to illustrate the application of these theories in real-world business settings.
What topics are covered in the main section?
The main sections cover the theoretical dimensions of culture, specific management strategies for diverse teams, the role of diversity officers, and the practical application of diversity charters in corporations like CWT.
Which keywords define this work?
Primary keywords include Cultural Diversity, Diversity Management, Intercultural Management, Corporate Culture, Globalization, and Workforce Diversity.
How does the "tree analogy" explain culture?
The analogy suggests that, like a tree, the most critical aspects of culture—such as deep-rooted values—are often hidden from initial view, meaning cultural differences require deeper observation and should not be simplified.
Why is Carlson Wagonlit Travel (CWT) used as a case study?
CWT is highlighted as a model organization that was the first travel agency to sign the "Charta of diversity," successfully integrating its principles into its global daily management to improve cooperation.
- Quote paper
- Jasmin Nowak (Author), 2008, Cultural Diversity Management in Tourism, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/179843
