Q#1: What are the major problems at Pak Sweets and the reasons for them?

Employing people of different ethnic backgrounds does not always result in cultural conflict.
But in some areas racial division is important and can be expected in terms of culture! This is
the situation in Pakistan's population between Pak sweets and ethnic groups. If there is a
possibility of conflict, it can be made worse when employees not only work together but stay
together.

If conflicts are unpredictable or unmanaged, problems multiply, and companies eventually use
expensive policymakers to deal with them. The same is true for Mr. Candy, because the factory
workers usually have more problems until the problems become normal. These barriers include
verbal exchanges that lead to physical confrontation between ethnic groups.

One of the main reasons for the riots was the clash of ethnic diversity and cultural values.
Employees come from different provinces, especially from different cultures and strong ethnic
identities. Employees are interested in people from this background. This is partly due to efforts
to bridge the gap created by the family and the immediate environment.

Another reason is that permanent employees are together, but there is no support system to help
new employees enter their new environment. As a result, work teams were formed based on
regional icons. As the work team has created more differences, the already limited interactions
between the various members of the workforce have diminished, leading to a lack of tolerance
for each other and even damage to the workplace.

The company and its management were negatively affected as employee disputes began to affect
the company's operations and finances. In addition, employees deliberately damage the
company's property to undermine other ethnic groups and the effectiveness of their work. As
discussed in this case, there were numerous incidents of theft and sabotage, which caused huge
financial losses to the company.

The purpose of these operations is to disrupt the work of rival ethnic groups so that they fail to
complete the assigned tasks on time and are accused of poor performance and low productivity.
This means the company's failure to meet supply lineup requirements and loss of brand
confidence. The company also has other issues with the award management system that do not
have formal performance testing tools.

The Pak Sweets Rewards system is primarily based on the discretion of the manager rather than a
regular and transparent evaluation of individual work and order fulfillment. Therefore,
employees who are already well-known and stable consider management to be biased towards
one ethnic group or another, depending on who is praised and appreciated. Vague policies and
pre-existing wage differences have led to deep mistrust between management and factory
workers.

In the domino effect, the issue of mistrust allows new employees to protect themselves along
with their ethnic groups. Even if new recruits want to remain neutral, they are excluded from the
selection of more established workers, who will pressurize new recruits to join their "team" or
put pressure on them. Yes, they are usually broken. Therefore, the mismanagement of sweet
candies and racially diverse workforce has led to corruption and mistrust.

2. If you were the CEO, how would you resolve the current issues in the diverse workforce?

The idea is to find a solution that satisfies all parties (a win-win situation). It requires
experienced people who can focus on solving problems instead of opposing each other.
Collaboration requires a lot of time and effort, so it may not be appropriate or practical when an
immediate solution is needed. A competitive approach involves stakeholders in a power struggle
in which no one is willing to compromise.

Here, power can come from a formal authority (such as the leader of a group) or as a result of a
power struggle. Unless the parties concerned accept the perspective of the issue, this assessment
may result in further embarrassment. A competitive approach is often used when there is less
time for strong personalities to join and make decisions. It is important that from the point of
view of "I win, you lose", where the game of power is accomplished with a stable purpose, the
result alone is sufficient.

The next approach is known as the Compromise Approach, in which each party will have to
accept some of its own demands in order to move towards maximum benefit. In this "win some,
lose some" approach, the catch party may be equally committed to its goals, but it has to leave
some short-term demands to solve the complex problem with far-reaching consequences. This
approach is also used when time is limited, with each party agreeing to seal the dispute through
mutual concessions.

Another approach to conflict resolution is appropriate. The style is based on the principle of
"your win, I lost" where one party can voluntarily give up its goals to the other in order to
achieve future cooperation. This approach comes into play when one party realizes that the issue
is of little importance to them, as well as the value of protecting the relationship to protect future
benefits. Although this approach has tried to maintain peace, repeated use of this approach will
tarnish one's reputation and at the same time one's point of view may be negated.

The last approach is to avoid, which is basically based on the principle of "no win, no loss". This
approach usually comes in two scenarios. In the first scenario, the parties are avoiding disputes
to delay a decision until more information is available.

In the second scenario, the conflict is considered so domestic that even the parties involved do
not feel the need to acknowledge it. In either case, the parties postpone the confrontation. This
approach can temporarily maintain peace, but in complex matters, the use of this approach can
lead to further deterioration of affairs.

After carefully reviewing the contextual factors, it is necessary to consider all these methods,
including the environment, the background of the parties, the information about the conflict, the
dynamics of power, and in particular the importance of the ultimate goal. ‫ ۔‬Focusing on the
issue, we can divide the analysis into two perspectives: employees and management.

In the case of employees, the evidence presented in this case shows that they are using a
competitive dispute management style in which the parties (individual ethnic workgroups)
engage in power play to establish dominance in the workplace. Are Further more, a constructive
goal is at stake here, and employees, rather than understanding the benefits of a diverse
workforce and its positive effects One business, one opposing the other. They want to win at all
costs.

In general, from a competitive point of view, goals are very important for each party. This is
also true in the case, but the purpose is not constructive, as it is done to subjugate and dominate
others in order to obtain all the rewards of discipline. The administration uses the method of
avoiding conflict resolution. It is not responsible for racial animosity between employee groups,
which has exacerbated the problem. The administration has taken some corrective measures to
resolve numerous disputes and has waited until the obvious destructive behavior (riots and
deliberate damage to company equipment) is resolved until it is forced to deal with the problems.

If the administration had been more careful and had not left the workers to settle disputes among
themselves, such costly disasters might have been avoided. Instead of resorting to evasive
methods, management should act as mediators and engage in more collaborative dispute
resolution that can change policy to address employee dissatisfaction and mitigation. These
policy changes may include (but are not limited to):

Clear Appraisal and award system

The system of evaluation and reward of pure sweets is not very well formed: the power to give
rewards is in the hands of a single manager. To deal with the situation, management can take
some principles from the Management Management Sustainability (MBO) model and involve
each employee in setting operative and individual goals.

Management can also create a performance display board that is visible to all employees so that
they can see the performance of themselves and their peers, thereby improving their individual
performance.

This solution will work without telling employees how to evaluate each operating activity.
Performance rubrics can be useful here. This will help employees understand what is expected
of them. Also, linking rewards to a clear assessment of individual performance will help to
"separate" employees.

An example of a non-monetary reward is a working month post, which shows a photo of the
recipient in the office or factory. Monetary rewards can be a bonus or a voucher for a restaurant
diner given a high-end acquisition. The assessment policy should clearly state the consequences
of violating workplace rules and workplace regulations.

In the case of employee consultations, timely feedback and meetings with immediate
supervisors can also be helpful in clarifying relevant issues in a timely manner. It is also
important for management to immediately train line managers in appropriate assessment
techniques so that any perceptions about bias as well as the actual situation of bias can be
minimized as much as possible.

Diversity Training

Management can also provide employees with diversity, team building, and communication
training so that they learn to recognize each other's strengths and weaknesses and work together
in harmony. This type of training enhances participants' cultural awareness, knowledge and
communication skills so that they are better able to deal with a wide variety of personalities.
Role playing and impressions can allow management to see employees react to situations where
they feel their position in the company is at stake.

This type of training technique can be especially useful for blue-collar factory workers, who are
usually focused on getting regular jobs rather than thinking as a team.

Q#3: Develop a short-term training program and long-term strategy for Pak Sweets based
on Bennett’s Developmental Model for Intercultural sensitivity (DMIS)?

The developmental model of intercultural sensitivity (DMIS) is a framework used to explain how
people engage in experience and cultural differences. "Each individual or group has an
individually complex cultural experience, which can be explained by one of the steps presented
in the model.

Denial: The negation of cultural differences indicates a distance in which cultural differences are
not understood at all, or it is only understood in broader categories such as "foreign" or
"minority". *

Defense: Experiment in which cultural differences are understood from stereotypes and polar
regions. Cultures are organized into "us and them" where "we" are usually superior and "he" is
inferior.

Minimization: People assume that people of all cultures share their own payment or
psychological experiences, or that they push certain basic values and traditional cultural
boundaries.
Acceptance: Acceptance does not mean agreement, which means that cultural differences can
only be judged in a negative way, but the decision is not accidental. People who are in the
process of adoption are interested in and respect cultural differences, but their knowledge of
other cultures does not yet allow them to adapt easily.

Adaptation: Adaptation involves intercultural sympathy, or to some extent experiencing the

world as if one were participating in a different calculus.

Integration: The cultural difference identifies itself as an experience that expands to include the
movement in and out of different cultural worldviews.

SHORT-TERM TRAIN PROGRAM

Denial and Defense

Manpower in Pak sweets is either in denial or in defensive phase. Fighting quarrels between
workers and they interfere with each other's work. They have been daring to face the obstacles
that have arisen for some time. Also, new workers are expected to join their ethnic groups
immediately. In the case of complaints and administrative action, workers take sand according
to their race. They already consider themselves superior to others.

Minimization

The training should focus on bridging the gap between different nationalities. Because workers
are not educated, it cannot be expected that they will listen to and understand lecture-based
training. The focus of this initiative is to understand the workers who exist among them despite
different tendencies. This can be done by focusing on activities based on nationalism, society,
shared values, and religion.

The following activities should be done during the training to reduce differences:

 Form a diverse group of employees. There will be some resistance from employees,
which can be overcome.
 Give the group chart papers and markers and ask them to identify the similarities in the
group. Group will win the round with a match. The purpose of this activity is to promote
 communication between employees. To wrap up the activities, discuss the similarities
that have grown through the groups.

In addition to this session, it is important to end any activity that helps employees accept each
other. The only acceptance is that people not only see their similarities but also see how good
their differences are in the team. They appreciate differences and similarities.

Acceptance

To find out how much each employee knows about a particular culture or ethnic group and what
kind of additional training will be needed in the future, corporate trainers recommend an activity
that mimics the famous television in a game show. "At-risk employees should be divided into
two teams, and there should be conflicts between the topics of the category, such as well-known
diversity issues such as facts about the formation of the country and the role played by different
provinces and races." Like a television show, each question is given an importance and the team
that wins the most points.

LONG-TERM STRATEGY

Adoption and integration

The management will have to develop a long-term strategy to maintain peace among the
different races in the factory. While short-term training will achieve short-term goals, a long-
term strategy will help young people achieve workplace coherence, innovation, and
development.

 Create different groups of employees in the organization. No particular race should be

left to dominate a particular process of work. All tasks should be divided among workers
of different races so that people come together and achieve goals together.
 Security cameras and personnel should be installed in the residential area to prevent
clashes.
 A group consisting of senior employees of all groups and union representatives should be
formed. The group should decide to punish mischievous umpires who may be involved
in fights, fights and harmful devices. Punishment should be given without any
discrimination.
 Dedicate one day a month to a special race. This day will be celebrated with the spirit of
this particular future with clothing, food, and other elements of culture. All workers will
need to participate and celebrate a special day. This will help raise awareness about
different races.
 Introduce financial and non-financial rewards for the most diverse employees. "It will
encourage attitudes that value and accept diversity.