An Innovative Success Of The Integrad Training Essay

The World is a diverse place; changing demographics, globalization and generational gaps. Diversity is the mix of people who make your organization. The workforce, including leadership should represent and look like the community in which business is conducted. Work place diversity is the key to survival and growth and is an essential business tool. Diversity promotes inclusion within and across business units and help all employees understand and respect individual differences and the value of everyone’s unique talents. Different types of people bring different talents and competencies to the table. Inclusion allows people to be themselves at work and letting them know they are valued regardless of their age, gender,

Some leaders skills and styles may be perfect in one nation and ineffectual in another (Shanthi, 2009). Indeed, it is not inaccurate to say that cultural sensitivity is the most important trait for leaders to have, given the globalisation of our modern world (Wharton University, 1999). The idea of culture being the central idealism as to why leaders act the way they do in certain environments is linked to Contingency Theory. This theory stipulates that a leader needs to be able to adapt to the context they face (King and Lawley, 2013).

In recent years, diversity and inclusion have emerged as an essential business practice. Why are diversity and inclusion so critical to organizations nowadays? Do they really help organizations achieve better results? Why is it a unique issue in the 21st century workplace? To answer these questions, organizations should look into factors such as globalization. Globalization increases interactions around the world and diversifies the profile of the workforce, which also contributes to the changing composition of the current workforce. While globalization offers extensive opportunities for organizations, it also imposes many challenges that require new responses. Organizations are not only looking for ways to effectively manage a diverse workforce but also to leverage it to achieve better outcomes.

Organizations who make a commitment to diversity can see a significant impact on business in many ways. Diversity “requires a significant commitment for change to occur” (Delong, 2007, p.9). It is extremely important that leaders understand the commitment and embrace it in order for a positive impact to occur. Employers with diverse cultures and leaders can build positive and successful relationships with customers, suppliers and vendors. They can better attract and retain top talent. All of these equal more financial gain for the company.

Globalization has transformed society and has had its impact on diversity from the president of the free world, Barack Obama, changing the look of leadership from a middle aged white male to anyone can be president of the United States. Since the world has become intergrated, every business must embrace diversity in the workforce because it represents their customers and suppliers. “A diverse body of

In the global workplace we find ourselves today there is no way a business can flourish without embracing diversity. And I believe any diversity program will not succeed unless it includes all levels, from top leadership, middle level management and employees.

Mangers and leaders can be successful in any environment with the right mindset and determination. A global environment represents a concept that includes a broad range of factors a business can use to gain success in all markets. This can influence a business geographic location, politics, technology, culture, and the economic status of the global environment. Managers with the ability to influence individuals, groups, organizations and systems that represent different social, cultural, political, institutional intellectual and psychological characteristics (Lester, & Parnell, 2006). A perceived leader as transformational, a person who can stimulate others intellectually is a necessity within a global environment (Ayman, Kreicker, & Masztal,

Cultural intelligence refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. Cultural intelligence entails three components that are essential for it to work that includes cognitive, emotional, and physical. In order for a leader to properly implement cultural intelligence they must be flexible, adaptive, and open minded. The reason that it's important for today's leaders to develop cultural intelligence is because it allows the leader to adapt to an unfamiliar situation, act quickly, and respond in a way that is appropriate to the culture in question. As organizations continue to expand on a global market and become partners with foreign organizations, it's essential that one continues to develop and improve their cultural

This attitude leads to openness in learning about and getting through cultural differences. A true global leader should hold a keen sense of intercultural intelligence. And by understanding how one’s own culture inadvertently affects behavior in a global business landscape, leaders can learn to adapt regardless of inherent cultural differences.

Globalization has blurred the boundaries between countries which forces the companies to compete internationally. In order to cope with the global market, international companies now require leaders who can work effectively across organizational, functional and cross cultural boundaries (Evans, Pucik & Barsoux, 2011). The need of those global leaders indicates the urgency of understanding cross cultural diversity.

Today, earth is a planet with 7.13 billion people living on it (Wolfram Alpha LLC, 2014). Each person may have a culture and religion that they associate with and rules for that culture or religion that they live by. Because of the many cultures, it can be difficult to know what to say or do when interacting with someone from another culture. Fortunately, Hofstede has compiled data on different cultures by country to help understand the differences (MindTools, Ltd., n.d.c.). Understanding each culture that one interacts with can go a long way in developing a good business relationship (CSU-Global, 2014). This essay will analyze the leadership qualities of China and France based on Hofstede’s

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.

Multinational corporations are becoming more significant in the worlds business markets. With an abundance of worldwide firms with foreign affiliation, multinational corporations employ managers who must work with others that have a wide variety of backgrounds and cultures. When multinational corporations require international business contacts to interact, it is critical for managers to demonstrate cultural sensitivity in order to meet business goals. In a world where crossing boundaries is routine, cultural intelligence becomes a vital ability and skill for managers, managers must adjust their managing styles between cultural and emotional intelligence.

Global leaders face at least three completely different challenges: distance, cultural differences, and cross cultural barriers. Three leading studies of cross cultural management have been conducted by Geert Hofstede and Fons Trompenaars and the Global Project.

Many opportunities are associated with a culturally diverse workplace and global expansion may have potential to provide just such a diverse work group. Cross-culturalism in business can provide leaders and employees with a wonderful opportunity to work with people from different backgrounds and cultures. In addition, “the more opportunities for business leaders to interact with people from different cultures, the more likely they will be to have positive attitudes from different cultures and identify, learn and apply diverse culturally-appropriate business behaviors” (Caligiuri & Tarique, 2012, p. 614). Culturally diverse environments offer a multitude of benefits including “the variety of perspectives, skills and personal attributes” (Matveeve & Nelson, 2004, p. 254). Moreover, multicultural teams have potential to “generate more ideas of higher quality in brainstorming tasks” (Matveeve &