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As businesses increasingly diversify out of their domestic markets and into a global arena, the importance of building effective relationships across cultural barriers becomes ever more apparent.
Do the majority of managers, however, have the skills to develop these relationships with others whose attitudes and behaviour differ significantly from their own?
As a result of training within their organizations' domestic H.Q., many managers, and even senior executives, lack sufficient awareness of differences between styles of doing business around the world, or that the same skills that bring success in our own culture may be perceived as rude and inappropriate by another. This is not helped by a common tendency to put negative labels on those whose behaviour differs from our own. For example, behaviour that one person regards as relaxed and easy-going may be judged by another to be lazy and indecisive.
Problems can arise both internally, when the expectations of ex-pat. executives do not match those of local staff; and when dealing with other individuals and organizations outside the company where misunderstandings can undermine delicate negotiations and cause grave offence to potential business partners.
For these reasons, the issue of training staff to be competent global managers is a serious one for businesses who regularly trade internationally or who are expanding into the multinational arena.
Articles:
Diversity reporting: how European business is reporting on diversity and equal opportunities
Diversity reporting is still in its infancy. The growing public pressure for diversity reporting seems likely to continue, though at present there are few mandatory requirements. Pressure from shareholders, fund managers or pressure groups may help. Another less expected pressure point may come from a younger generation of workers who have higher expectations than their predecessors.
Originally published in Women in Management Review
Volume 20 Number 1, 2005
Skills development: the missing link in increasing diversity in leadership
This article provides human resource professionals and managers with an insight into the under representation of women/ethnic minorities at senior management level in UK organisations and the issues involved in increasing diversity in leadership.
Originally published in Industrial and Commercial Training
Volume 36 Number 4, 2004
An approach to diversity training in Canada
Canada has undergone a huge demographic change in the last 30 years, forcing companies to rethink their training strategies. This means diversity training will assume an ever larger role. Different clichés about diversity training are discussed and demystified.
Originally published in Industrial and Commercial Training
Volume 36 Number 4, 2004
Is diversity divisive? A positive training approach
In today's climate organisations increasingly need to recognise, harness and manage diversity. Good diversity policy not only reduces the negatives, such as bullying, disputes, low morale, and sometimes litigation. It will also bring in extra talent, new perspectives, learning, and limitless opportunities for innovation.
Originally published in Industrial and Commercial Training
Volume 36 Number 4, 2004
How to increase diversity through your recruitment practices
Increasing the diversity of an organisation's workforce is a primary concern for many businesses with the realisation that it can bring significant competitive advantage. The challenge lies in how organisations can best do this. This article highlights a pragmatic guide as to how organisations can increase their diversity through their recruitment practices.
Originally published in Industrial and Commercial Training
Volume 36 Number 4, 2004
Dealing with diversity: a matter of beliefs
This article is based on the experience of a pilot training on “dealing effectively with diversity” for branch office bank personnel in The Netherlands. it is concluded that being successful in serving ethnic minority clients is a matter of beliefs, playing a more decisive role than specific “intercultural” competencies.
Originally published in Industrial and Commercial Training
Volume 36 Number 4, 2004
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