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Hr Strategies and Practices to Manage a Multicultural Workforce cheap essay help custom essays writing

In addition, I also had the chance to learn the perseverance, determination and cooperation involved in order to successfully complete my dissertation, the final assessment of the Master’s course in Human Resource Management and Organizational Analysis. I would most of all like to thank my supervisor, Professor Ewan Ferlie for all his help throughout my research. His guidance and assistance was valuable for my dissertations final outcome. I would also like to thank all the people who were thoughtful and considerate enough to participate: Human resource managers, line managers and employees of ABC Ltd and XYZ Ltd.

Without them, none of this could have been done. I would like to thank everyone who was extremely helpful, caring and willing to contribute their wisdom and time when I was in need. Abstract There is growing significance of multicultural companies in today’s globalized world. However, there are certain issues with the presence of different cultures working together towards the aims and objectives of the organization. The value of such a company can be achieved only when this multicultural workforce is managed well.

Therefore it is extremely important for managers to ensure the benefits are received rather than the issues by introducing the right human resource practices. This dissertation not only focuses on the human resource practices and strategies used by companies to manage a multicultural workforce but also mentions a few issues and opportunities faced by these companies. Theories in the literature have been used to establish the practice and the practicality to recognize these issues and how best to rectify them.

Research questions’ pertaining to this study relates to the theories mentioned in the literature. Research questions were answered by human resource managers, line managers and employees of two companies. The first had its office in Manchester, UK and was recently acquired by an India based company and the second company interviewed had its office in Bangalore, India and is the captive of a US based company. The first company being rather small compared to the second is an information management specialist and the larger company is one of the world’s largest financial services company.

To obtain an unbiased reaction, both primary and secondary data was used. Primary data was collected through personal interviews which were unstructured by nature and secondary resources such as articles and published material was used to strengthen the study. The conclusion and analysis is based on the feedback received from the interviews with the two companies. The results show the importance of awareness about other cultures, leadership, training, research, culture and management audits, and follow-up irrespective of the size of the company. Table of Contents

C Hillstorm, 2002). “A combination of work force demographic trends and increasing globalization of business has placed the management of cultural differences on the agenda of most corporate leaders. ” (Taylor Cox Jr. , 1991:34) This paper focuses on one particular aspect of this diversity which is culture. With the commencement of globalization conversion is witnessed in almost all aspects of businesses. The challenges of globalization are addressed by organizations by undertaking reassessment of their traditional ways of working.

The workforce has undergone transformation through entry of people from various cultures. These workforces of the globalized era are not only at liberty to manage traditional tasks and diversities with regard to demographics and useful background, but also to manage the additional task of a multicultural workforce or cultural diversity. Changes like this will construct a new atmosphere at the workplace, which will entail a thorough change in the styles of management.

We can say that manager’s attention is now shifted to the management of differences in culture due to the increase of gender and ethnic diversity and the latest business latest movement of globalization (Liaqat, Bilal & Khan, 2008). This paper points out the various challenges a company working with diverse cultures may have. In many organizations we find that not all employees are sure on the term diversity, let alone value diversity. As a rule, people may be most relaxed with those from the same culture as themselves and highlighting diversity may undermine that level of comfort.

Another challenge which could exist is that diversity tends of bring about new approaches to old practices and ancient problems. Individuals in the organizations might see this change as troubling as some might be resistant to change or because they hold a place they feel they might not be able to maintain if groups historically excluded from their workplace are permitted to compete in an unconstrained way for their place (E. K Hillstorm & L. C Hillstorm, 2002). This challenge could occur in depth when there is a merger and acquisition.

In global business inter-actions, people who have learned conflicting conceptions of normative behavior are enforced to postpone judgment of one another. Cultural norms transfer relative to language, social organization, authority conception, technological expectations, face saving, nonverbal behavior and the perception of time (E. K Hillstorm & L. C Hillstorm, 2002). The function of human resources (HR) executive is to try to sensitive and prepare employees of all backgrounds to these differences so that employees can work together successfully.

Some of the implications for recruiting and managing a diverse workforce in an organization include professional development, improved productivity, personal-employee morale, innovation, problem solving, innovation, and interpersonal-teamwork, attract and retain the best available human talent, and develop new markets (allbusiness. com). This paper not only focuses on the HR policies and practices used to manage a multicultural workforce, but also the important part HR managers and executives play in attracting and retaining this culturally diverse workforce.

Is Medea an Aristotelian Protagonist?

Is Medea an Aristotelian Protagonist?.

Is Medea an Aristotelian Protagonist? 

Answer one of the following. You will be evaluated on your use of evidence to support a clear, specific claim. Your evidence should come from the text itself, notes from class, elements of our reading, or things we have talked about. 1) In the final moments of the play, Jason calls Medea a monster (implying that this has everything to do with her being a “barbarian”). It is unlikely that an audience of Greek men could find such a monstrous “barbarian” worthy of the empathy Aristotle demands of a protagonist, and yet she clearly sits in the play’s protagonist position, driving the action, being the agent of choice (and therefore the one capable of missing the mark). How do her monstrous actions complicate her position as protagonist? How does her position as ostensible protagonist complicate her monstrous actions? 2) What are possible ways that a reading audience in 2019 might make sense of this play in ways that are different from how a Greek audience in the 5th century BCE may have understood the play? 3) Feminists have reclaimed this play and gone so far as to say that, regardless of Euripides’s intentions, Medea asks a lot of questions at the heart of intersectional feminism (a feminism that also considers matters of race/class/sexuality). Do you think that a feminist production of the play would need to change the text (specifically the ending) in order to do so? CREATIVE OPTION Tell some portion of the story of Medea using a fake social media account and write a one paragraph explanation specifically outlining why you did what you did.

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