Multiculturalism In Organizations

Study about multiculturalism in different organizations gives an insight about influences of different culture on the different environment. Vaquez et. al., (1993) explained that the critical factor for the meta industrial organization is to recruit people of competence, regardless of their backgrounds and origins; then " to manage them effectively" so they may productively apply that competence to their job responsibilities; and finally to evaluate them for career assessment and development on the basis of their performance. The organization 's task is to capitalize on human assets by developing human potential.

Williams and O’reilly (1998) did a meta analysis on a review of 40 years of research in demography and diversity in organizations.

From the Meta analysis, they suggested that diversity is a mixed blessing and requires careful and sustained attention to be a positive force in enhancing performance. Also added (O’reilly, Williams and Barsade, 1997) for groups to perform successfully they must have both the ability to develop creative solutions and to implement or execute these ideas. Williams and O’reilly (1998) recommended strongly that understanding negative effects might provide a solution for its more pernicious effect. Takeuchi and Duriau (2000) studied the internal and external fit of multicultural teams within multinational corporations. The model focuses on two different types of contingencies, the “external” fit between MNC strategy and team diversity and the “internal” fit between team task and team diversity. The relationship between MNC strategy and diversity is external in the sense that MNC strategy is outside the team context. The relationship between task and diversity is internal because task belongs to the team context. The research proposed that multicultural teams with both high cultural

Their study was concerned with twenty-nine Germans who visited the United States for periods of six months or a year during the years 1949-51. The study concluded that cross-cultural experience does generate predictable kinds of attitude change. Strong support is given to cosmopolitan values and to the salient values of the host country. According to Deresky (2002), cultural variables, determine basic attitudes toward work, time, materialism, individualism, and change. Such attitudes affect an individual’s motivation and expectations regarding work and group relations, and they ultimately affect the outcomes that can be expected from that individual. Christieet al. (2003) emphasize that national culture has a strong influence on attitudes of