Scenario: You are working as a consultant for a consulting firm that has been approached by a business organisation to conduct research into the effects of globalisation on a key area of their activity. The organisation has left it to you to define the scope of the research and choose the research topic.
Theme: Globalisation The OECD defines globalisation as the following: “The geographic dispersion of industrial and service activities, for example research development, sourcing of inputs, production and distribution, and cross-border networking of companies, for example through joint ventures and the sharing of assets.” The key implications of globalisation for business include: ⢠the increasing trade across borders of goods and services, ⢠increasing levels of labour migration between countries, ⢠the emergence of global brands, ⢠greater outsourcing and offshoring of production, ⢠expansion of foreign investment.
Sample Solution
Anastasio, Bachman, & Rust, 1993). Though, the problem with this approach is that there doesnât seem to be an âweâ group formed. The process of assimilation that this approach entails creates a resistance to forming a âweâ mindset. Assimilation seems to have negative consequences, especially for members of lower status societal groups (Rosenthal & Levy, 2010). Research indicates that assimilation is not necessarily successful or desirable for non- dominant group members (Oudenhoven, Prins, & Buunk, 1998). This information should not be surprising as the process of assimilation strips ones identity and seeks to create an accepted identity. The colorblind approach seems to only identify with non-minorities. Nonminorityâs who believe strongly in individual merit or have a high need to belong are likely to identify highly with an organization that espouses colorblindness (Stevens, Plaut, & Sanchez, 2008). A colorblind approach works best for making nonminorityâs feel included but does the opposite for minorities. The idea of putting someoneâs identity to the side does not lead to less bias but is actually associated with higher levels of increases bias (Richeson & Nussbaum, 2004). While the intentions of this approach were sincere, it does not seem to be an approach that truly values diversity. Multicultural approach The multicultural organization is an organization that has within its vision, mission, goals, and values, explicit policies and practices that are intended to ensure that all members of the diverse workforce feel fully included and have every opportunity to contribute to achieving the mission of the organization (Jackson, 2006).A common thread through definitions and goals of multiculturalism is that race and ethnicity should be given attention (as opposed to being ignored) because prejudice develops in part from a lack of knowledge of and respect for other groups ( Rosenthal & Levy, 2010). This approach embraces the idea of having different cultures/backgrounds and makes it a mission to be aware of these differences in the workplace. Some examples of multicultural initiatives range from networking and mentoring programs that provide additional resources for demographically underrepresented groups of employees, corporate âdiversity daysâ where employees backgrounds are celebrated, diversity luncheons where food of different nations is served, and workshops or seminars that focus on aspects of diversity (Stevens, Plaut, & Sanchez, 2008). Other companies may require or strongly encourage employees to attend diversity training, which is designed to diminish bias and increase cultural awareness among nonminority employees (Paluck, 2006). While minority groups appreciate the value put on their culture and individual characteristics, non-minority groups have found a weakness in this approach. One study found that as potential job applicants, nonminorityâs reported less positive attitudes toward promotion opportunities and less attraction to an organization when policies were specifically framed as benefiting minorities than when the policies were more generally framed (James, Brief, Dietz, & Cohen, 2001). Studies have found that whites that associate multiculturalism with exclusion, are less likely to endorse diversity with this approach (Plaut, Garnett, Buffardi, & Sanchez, 2011). Whites feeling that they are not diverse enough may cause them to feel threatened as they donât want to lose their social dominance or status and also causes feelings of exc>
Anastasio, Bachman, & Rust, 1993). Though, the problem with this approach is that there doesnât seem to be an âweâ group formed. The process of assimilation that this approach entails creates a resistance to forming a âweâ mindset. Assimilation seems to have negative consequences, especially for members of lower status societal groups (Rosenthal & Levy, 2010). Research indicates that assimilation is not necessarily successful or desirable for non- dominant group members (Oudenhoven, Prins, & Buunk, 1998). This information should not be surprising as the process of assimilation strips ones identity and seeks to create an accepted identity. The colorblind approach seems to only identify with non-minorities. Nonminorityâs who believe strongly in individual merit or have a high need to belong are likely to identify highly with an organization that espouses colorblindness (Stevens, Plaut, & Sanchez, 2008). A colorblind approach works best for making nonminorityâs feel included but does the opposite for minorities. The idea of putting someoneâs identity to the side does not lead to less bias but is actually associated with higher levels of increases bias (Richeson & Nussbaum, 2004). While the intentions of this approach were sincere, it does not seem to be an approach that truly values diversity. Multicultural approach The multicultural organization is an organization that has within its vision, mission, goals, and values, explicit policies and practices that are intended to ensure that all members of the diverse workforce feel fully included and have every opportunity to contribute to achieving the mission of the organization (Jackson, 2006).A common thread through definitions and goals of multiculturalism is that race and ethnicity should be given attention (as opposed to being ignored) because prejudice develops in part from a lack of knowledge of and respect for other groups ( Rosenthal & Levy, 2010). This approach embraces the idea of having different cultures/backgrounds and makes it a mission to be aware of these differences in the workplace. Some examples of multicultural initiatives range from networking and mentoring programs that provide additional resources for demographically underrepresented groups of employees, corporate âdiversity daysâ where employees backgrounds are celebrated, diversity luncheons where food of different nations is served, and workshops or seminars that focus on aspects of diversity (Stevens, Plaut, & Sanchez, 2008). Other companies may require or strongly encourage employees to attend diversity training, which is designed to diminish bias and increase cultural awareness among nonminority employees (Paluck, 2006). While minority groups appreciate the value put on their culture and individual characteristics, non-minority groups have found a weakness in this approach. One study found that as potential job applicants, nonminorityâs reported less positive attitudes toward promotion opportunities and less attraction to an organization when policies were specifically framed as benefiting minorities than when the policies were more generally framed (James, Brief, Dietz, & Cohen, 2001). Studies have found that whites that associate multiculturalism with exclusion, are less likely to endorse diversity with this approach (Plaut, Garnett, Buffardi, & Sanchez, 2011). Whites feeling that they are not diverse enough may cause them to feel threatened as they donât want to lose their social dominance or status and also causes feelings of exc>
