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Benefits of Cultural Diversity at workplace

Preethi Miyapuram, Umaida Tamkeen Syeda, Samreen Jaffar, Afroza patel

CS 106 0Q Inter Business Communication

Farrah McKinnon

Friday, July 14, 2023

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1) Preethi Miyapuram

Author(s): Kelli A. Green, Mayra Lopez, et.al,.

Publication date: 2002
Article/chapter title: Diversity in the Workplace: Benefits, Challenges, and the Required
Managerial Tools
Source (journal/newspaper/book) title: University of Florida- Extension Institute of Food and
Agricultural Sciences.
Publisher OR volume + issue (if available)
Page range (if available)
URL or Permalink:
https://journals.flvc.org/edis/article/download/108145/103435
Key terms Notes
Definition of  The general definition of diversity is the recognition,
diversity: understanding, acceptance, valuation and celebration of
variations among people with regard to age, class, race, sexual
orientation, gender, physical and mental powers, public
assistance status and ethnicity (Green A, 2002, p 1).
Benefits of diversity  Diversity is advantageous to both employees and employers.
at work place: Although coworkers depend on one another, respecting
individual variations can boost productivity (Green A, 2002, p
2).
 Diversity in the workplace can boost marketing opportunities,
recruitment, creativity, and brand perception while lowering
the risk of lawsuits (Green A, 2002, p 2).
Importance of  Diversity is essential for an organization’s success in a time
Diversity: when adaptability and inventiveness are the keys to
competition. Moreover, the results not be disregarded in terms
of both effort and money (Green A, 2002, p 2).
Summary It stated that more interaction than ever before between people from
(1-3 sentences) different cultures, ideas, and backgrounds is necessary as a result of
the world’s growing globalisation. People no longer live and work in
an isolated society; instead they are now a part of a global economy,
where rivalry comes from almost every component (Green A, 2002, p
1).
Reflection I/We believe this source fits the C.R.A.A.P. criteria.
Currency: This material was first Published in 2022, therefore it is
somewhat ancient. Although the idea of the diversity in the workplace
is still relevant. It is necessary to take into account more
contemporary sources that might offer more recent information and
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viewpoints on the subject.

Relevance: This source especially focuses on the advantages,
difficulties, and managerial tools needed to tackle the topic of
diversity in the workplace. It fits very nicely with the subject you are
studying.
Authority: The article lists Kelli A. Green and Mayra Lopez as
authors and contributors. Unfortunately, there is no mention of their
credentials or affiliations in the information presented, which makes it
challenging to judge their level of expertise.
Accuracy: Accuracy measures how trustworthy and accurate the
information in the source is. It is imperative to confirm whether the
information is backed up by facts, proof and reputable sources. keep
an eye out for any potential bias or contrasting facts that could alter
the content’s accuracy
Purpose/point of view: This criterion looks at the motives and
purposes that led to the production of the source. Think about the
author’s or publisher’s goal or aim. Analyse the material supplied to
see whether there is any potential bias, propaganda, or financial
interest that could affect it.
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2) Umaida Tamkeen Syeda

Author(s): Alan kline

Publication date: May 1, 2010
Article/chapter title: Human Resources: The business case for Diversity; Royal Bank Of Canada
is proving that developing a multicultural workforce is not just good policy, it’s good for the
bottom line.
Source (journal/newspaper/book) title: Gale Academic Onefile
Publisher OR volume + issue:  SourceMedia, Inc., (Vol. 120, Issue 5), US Banker.
Page range (if available)
URL or Permalink:
https://confederation.primo.exlibrisgroup.com/permalink/01OCLS_CONFED/1bnehun/
cdi_gale_infotracacademiconefile_A225877769
Key terms Notes
RCB success  Kline (2010) stated that “Royal Bank of Canada” is very
successful because of its cultural diversity which is the main
difference b/w this and other organizations, they have recruited
employees from different cultures(paras.1-3).
 Kline(2010) stated that “Nixon” wanted to make the place
diversified and took the initiative to appnt females and ppl from
“minority” in each department(paras.4-6).

Imp of language Believes that hiring should consider language quality over skill, coach
the new candidates so that they can perform well, if there are any
“short comings” mentors help them improve(Kline, 2010,paras. 13-16).
U.S adopting strategy Being the part of Toronto branch Nixon still continues to hire
diversified staff, which is beneficial for business, America is also
adapting this strategy, When the staff is intended to work the customers
are happy(Kline, 2010, paras.18-20).

Imp of customer Some people only do business with companies who give their benefits
satisfaction to “gay” partners, “Taft” joined “RBC” and his share has been given to
the gay community, here when the customers are diverse staff should
also be(Kline, 2010, Paras.21-25).
Summary Kline (2010) It is important to include different cultures in the staff and
(1-3 sentences) give priority to quality over skill (paras.1-2). Coaching is done to make
the multicultural employees so they can workto their full potential,
U.S. is also trying to adopt this strategy to increase their
business(Kline, 2010, paras. 15&20).
Reflection I/We believe this source fits the C.R.A.A.P. criteria.
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Currency:The date mentioned in the article is quite recent so I can say

that the article is recent so it full fills the criteria of currency.
Relevance: The article is completely relevant to the topic selected
where it clearly states the benefits of a diverse workforce.
Authority:There is a single author in the article and no one else has the
authority to edit the article so we can say that the material is credible.
Accuracy: The article was taken from the source Gale Academic and
the publisher is SourceMedia which is quite reliable.
Purpose/point of view: The purpose of the article is to educate about
the benefits of working in a diverse environment and it clearly justifies
the statement given in the title.
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3) Afroza Patel

Author(s): Indrawati Nataatmadia and Laurel Evelyn Dyson

Publication date: 2007
Article/chapter title: Managing the Modern Workforce: Cultural Diversity and Its Implications
Source (journal/newspaper/book) title: IDEA GROUP PUBLISHING

Publisher OR volume + issue (if available)

Page range (if available) 580-582
URL or Permalink- -http://www.idea-group.com

capitalising Organizations that take advantage of diversity's potential benefits will be

more valuable and competitively advantaged than those that don't
(Nataatmadia and Dyson, 2007, p. 11).

enhanced Employers can count on a diverse workforce that will improve creativity
creativity and and problem-solving skills. Because people from different backgrounds
problem solving bring different perspectives to problem-solving, research has shown that
diverse groups are usually more creative than homogeneous groups
(Nataatmadia and Dyson, 2007, p. 12).

Valuing people Increasing commitment and productivity, improving working

relationships, and attracting and keeping the best employees all result
from making people feel valued, regardless of their background
(Nataatmadia and Dyson, 2007, p. 13).

improve By involving their diverse workforce, businesses can promote business

customer service growth and enhance customer service. Utilizing language abilities,
cultural awareness, familiarity with local business networks, and market
knowledge are all necessary for this. With these crucial resources,
businesses will be able to market their products and services more
effectively both to the growing migrant community and to the global
market (Nataatmadia and Dyson, 2007, p. 14).

encourage By making a formal announcement while making sure there are enough
mentoring mentors available, management should support mentoring programs.
Through mentoring, instructors can help mentees overcome any
inaccurate stereotypes and ethnocentrism as well as help members of
diverse workforces assimilate into the organizational culture. If mentors
are recognized for their work, this process can end up being beneficial to
both parties (Nataatmadia and Dyson, 2007, p. 15).
Summary Nataatmadia and Dyson (2007) explained utilizing its potential benefits,
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(1-3 sentences) diversity in the workplace gives organizations a competitive edge.

Nataatmadia and Dyson, (2007),p.11).Through a variety of viewpoints
and experiences, a diverse workforce improves creativity, problem-
solving, and innovation. Nataatmadia and Dyson, (2007), p.14).
Respecting workers regardless of their backgrounds encourages loyalty,
productivity, and productive working environments. Nataatmadia and
Dyson, (2007), p.12)
Reflection I/We believe this source fits the C.R.A.A.P. criteria. The reasons behind
the selection of this article that ,it is official article and we can easily find
out depth of the concept very clearly.
Currency: The article was published in 2007, so it might not reflect the
most recent findings and viewpoints on how to manage cultural diversity
in the workplace.

Relevance: The article's title suggests that it addresses the management of

cultural diversity in the modern workforce, which could be relevant to
your research on this topic.

Authority: The authors of the article are Indrawati Nataamadia and

Laurel Evelyn Dyson. It would be helpful to conduct further research to
determine their credential, expertise, and reputations in the field of
managing cultural diversity.

Accuracy: Without access to the article, it is challenging to access the

accuracy of its content. It is important to critically evaluate the sources
cited and the methodology used to support the claims made in the article.

Purpose/point of view: Understanding the purpose and point of view of

the article is crucial. Consider whether it presents a balanced perspective,
has a specific agenda, or represents a particular theoretical framework or
methodology
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4) Samreen Jaffar

Author(s): Bryan Hopkins

Publication date: 2009
Article/chapter title: Chapter 3 :Culture and WorkplaceActivities
Source (journal/newspaper/book) title:CulturalDifferencesand ImprovingPerformance:How
Values and Beliefs InfluenceOrganizational Performance
Publisher OR volume + issue (if available): Routledge, Taylor & Francis Group
Page range (if available): page no 97-141
URL or Permalink :https://ra.ocls.ca/ra/login.aspx?inst=confederation&url=https://search-
ebscohost-com.confederation.idm.oclc.org/login.aspx?
direct=true&db=e000xna&AN=421307&site=ehost-live&scope=site
Key terms Notes
Culture and Negotiation is crucial in the workplace for making decisions on
Negotiation financial deals, processes, targets, and appointments. The negotiation
process involves pre-negotiation, negotiation, and post-negotiation
stages.
Different cultures have varied expectations of negotiation outcomes,
such as partnership, contract, profit, winning, and time. Cultural
expectations influence the importance placed on these outcomes. For
example, British marketplaces prioritize clear and contractual
agreements, while North African marketplaces emphasize relationship-
building and spending time on negotiations. Ultimately, negotiation
skills and cultural understanding are vital for achieving successful
outcomes in diverse work environments(Hopkins,2009,p.98-103).

Culture and In decision-making processes, it is important to consider who is

Decision-making responsible for making the final decision and the roles of others
involved. In diffuse or collectivist cultures, more time should be
allocated for decision-making as relationship maintenance and
consensus-building are valued. Flexibility is necessary regarding the
application of rules in decision- making processes. It is crucial to
acknowledge that different cultures consider and prioritize various
factors differently(Hopkins, 2009, p.104-106)
Culture and Team- Culture and team development, Tuckman’s four stage forming,
working stroming, norming and performing model. To harness the strengths of
culturally diverse teams and enhance workplace performance, it is
crucial to address both short term conflict resolution and long-term
team-building. By effectively resolving conflicts and promoting team
cohesion, diverse teams can collaborate to solve performance issues
caused by cultural diversity, leading to improved overall performance.
The fundamental rule to follow when trying to enhance how culturally
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diverse teams operate together is largely the same, whether talking

about conflict resolution or team-building(Hopkins, 2009, p. 106-131)
Culture and The human relations school emerged as a response to behaviorism and
leadership advocated for increased participation, autonomy, and responsibility in
decision-making for better outcomes. While this approach has been
effective in Western settings, it may not be universally applicable due to
cultural differences. High power distance cultures prioritize strong and
decisive leaders without expecting consultation, while high uncertainty
avoidance cultures may find autonomy and responsibility unsettling.
Managing individuals from diffuse cultures requires considering their
entire lives, posing challenges in providing feedback and taking
disciplinary action. Situational leadership, a popular model, suggests
that effective leadership style depends on the leader's needs, subordinate
abilities and needs, and task requirements, with task behavior and
communication as key variables(Hopkins, 2009, p. 132-135)
Culture and the New The arrival of a new individual in a culturally diverse organization,
arrival particularly expatriates starting work in a foreign country, presents a
unique and temporary situation where culture significantly impacts
performance. Expatriates are increasingly valued by organizations for
their international workforce, offering opportunities for travel and work
in attractive locations. However, the experience can be disappointing if
the actual circumstances do not match the anticipated glamour, climate
challenges, or difficulties in effectively adapting to the
workplace(Hopkins, 2009, p. 132-135).
Culture and Performance management is a common practice in organizations to
Performance motivate and assist employees in achieving high performance. It
Management involves employees collaborating with their managers to create
individual performance agreements based on objectives aligned with
corporate and departmental goals, leading to development plans and
periodic performance reviews to evaluate progress(Hopkins, 2009, p.
139-141)
Summary Hopkins (2009) explained Cultural perspectives have varying impacts
(1-3 sentences) on several areas of general management, such as negotiation, decision-
making, team collaboration, leadership, and performance management.
Additionally, they play a significant role in addressing the specific
difficulties that arise when adapting to a new cultural environment(p.
141)
Reflection I/We believe this source fits the C.R.A.A.P. criteria.
Currency:The publication date of the article is 2009, which indicates
that it may not reflect the most current research and understanding of
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the topic. However, depending on the context and purpose of the

research, older sources can still provide valuable insights and
foundational knowledge.
Relevance:The article/chapter titled "Chapter 3: Culture and Workplace
Activities" from the book "Cultural Differences and Improving
Performance: How Values and Beliefs Influence Organizational
Performance" appears to be relevant to the topic of cultural differences
and their impact on workplace activities.
Authority: Bryan Hopkins has the copyright of this book under Designs
and Patents Act, 1988 to be identified as the author.
Accuracy:Routledge is a reputable publisher, and Taylor & Francis
Group is a well-known academic publishing company. It suggests that
the source has likely undergone a peer-review process to ensure the
accuracy and quality of the content.
Purpose/point of view:the book's focus on cultural differences and
organizational performance, it can be inferred that the purpose may be
to explore how values and beliefs influence workplace activities and
improve performance from a cultural perspective.
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References:

Green, K. A., López, M., Wysocki, A., & Kepner, K. (2002). Diversity in the Workplace:
Benefits, Challenges, and the Required Managerial Tools: HR022/HR022,
7/2002. Edis, 2002(2). Retrieved from:
https://journals.flvc.org/edis/article/download/108145/103435
Kline. (2010). HUMAN RESOURCES: The Business Case For Diversity; Royal Bank of
Canada is proving that developing a multicultural workforce is not just good policy,
it’s good for the bottom line. United States Banker (Cos Cob), 120(5), 10–Retrieved
from:https://confederation.primo.exlibrisgroup.com/permalink/01OCLS_CONFED/
1bnehun/cdi_gale_infotracacademiconefile_A225877769
Nataatmadia, I., & Dyson, L. E. (2005). Managing the modern workforce: Cultural diversity
and its implications. In IRMA International Conference, Idea Group In. Retrieved
from http://www.idea-group.com
Bryan Hopkins.(2009). Cultural Differences and Improving Performance: How Values and
Beliefs Influence Organizational Performance. Retreived from
https://ra.ocls.ca/ra/login.aspx?inst=confederation&url=https://search-ebscohost-
com.confederation.idm.oclc.org/login.aspx?
direct=true&db=e000xna&AN=421307&site=ehost-live&scope=site