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1. CHAPTER 5 Impact of Culture on Workplace Diversity AND Managing Culturally Diverse Teams

2. The Impact of Cultural Diversity in the Workplace Today’s workforce is made up of people from different races, ages, genders, religions and lifestyles. Many organizations recognize that the workforce is changing, and they are working to build a work environment in which diversity and differences are appreciated and valued so that employees can work to their fullest potential . Since the staffs or employees gikan sa lain2x nga lugar .. It is the job of the management of an organization to acknowledge sa mga achievements of their employees. Para dili sad ang employee mag panagana sa ilahang lihok or trabaho

3. Managing cultural diversity in the workplace Communication is very important in the workplace, open mind, practice active listening voice tone. Kindness Encourage employee to work in diverse groups let employees get to know and value one another in on individual basis labi na sa ilahanag cutural misunderstanding. Treat each employee as an individual - Avoid making assumptions about employees from different backgrounds . Dili tah mag base sa background sa employee e treat natu nga same lang Model the right behavior - Everyone in the workplace should lead by example as well as embrace and respect diversity . sometimes people are just having a bad day or are going through a difficult situation . Teamwork - See other people’s opinion, sharing of tasks

4. Seven Dimensions of Culture 1. Universalism versus particularism. 2. Individualism versus communitarianism. 3. Specific versus diffuse. 4. Neutral versus emotional. 5. Achievement versus ascription. 6. Sequential time versus synchronous time. 7. Internal direction versus outer direction.

5. 1. Universalism it is a doctrine teaches the people to be saved versus particularism . (Rules Versus Relationships ) People place a high importance on laws, rules, values, and obligations . They try to deal fairly with people based on these rules and Provide clear instructions, processes, and procedures. Particularism – means that some people are more equal than others. Ex. Friends in the government gamiton nimu to get your documents easy.. 2. individualism - People believe in personal freedom and achievement. They believe that you make your own decisions, and that you must take care of yourself . Give people the right to make their own decisions and to use their initiative . communitarianism - The group provides help and safety, in exchange for loyalty . Allow people to involve others in decision making.

6. 3. Specific – How people get involved People keep work and personal lives separate . diffusion - People see an overlap between their work and personal life. 4. Neutral Versus Emotional (How People Express Emotions) neutral People make a great effort to control their emotions . People don't reveal what they're thinking or how they're feeling . EMOTIONAL - People want to find ways to express their emotions

7. 5. Achievement Versus Ascription (How People View Status ) Achievement – These cultures value performance, no matter who you are . Reward and recognize good performance appropriately. Ascription – People believe that you should be valued for who you are. Power, title, and position matter in these cultures, and these roles define behavior . 6. Sequential Time Versus Synchronous Time (How People Manage Time ) Sequential Time – Focus on one activity or project at a time . Synchronous Time - Be flexible in how you approach work. 7. Internal Direction Versus Outer Direction (How People Relate to Their Environment ) People believe that they can control nature or their environment to achieve goals . This includes how they work with teams and within organizations . Outer Direction - People believe that nature, or their environment, controls them; they must work with their environment to achieve goals. People often need reassurance that they're doing a good job.

8. Four Core Competencies For Leading Culturally Diverse Teams 1 . Develop A Global Mindset – be aware of your own cultural preferences, recognize that the other cultures have diff. values, develop a strategy to learn and adapt to diff cultural style. 2. Establish Trusted Support Networks – means the provider needs assistance in developing their strategy 3. Practice Verbal And Non-Verbal Communication Skills - 4. Develop Multiple Leadership Styles – the senior leader of the company wanted to master different styles of communicating depending on the teams he was leading .

9. 1. Not valuing differences 2. Failure to create an inclusive environment 3. Stereotyping 4. Not modeling the expected behaviors 5. Failure to coach

10. There are nine best strategies for fostering an environment of trust in the workplace . Listen more than you speak Your employees are unique individuals who have their own ideas and viewpoints. Ask them to speak their mind, and when they do,  genuinely listen . 2. Solicit and act on feedback HR professionals and managers can’t be everywhere they need to be hear all the valuable feedback employees have.

11. 3. Show appreciation every day It’s vital to provide them with  frequent recognition in real time . You may show recognition by   sending thank you messages , offering verbal praise, and distributing tangible   rewards  like bonuses and  employee awards . 4 . Empower your team by trusting them first Empower them  by encouraging  professional development  and autonomy. Add extra responsibilities on their plate. 5. Encourage coaching Managers and leaders  play a vital role  in building trust in the workplace.

12. 6. Practice consistency Following up your words with actions every so often will not build trust. You need to prove that you’re consistent . 7. Focus on nonverbal communication and soft skills Nonverbal communication and  soft skills , like personality traits, attitudes, and behaviors are just as crucial . 8. Create an inclusive culture Your company culture is the  collection of traits that define your company . 9. Be honest and transparent There’s no denying that telling the truth can be tough. It’s often easier to tell your employees what they want to hear —  especially during difficult times .