The Cultural Diversity- Tool That Influences Organizational Culture


In a given organization, cultural diversity has proved to be a very critical tool that influences organizational culture. Organizational leaders must look for better plans and methods of coping with the changes of the diverse values that result from the diverse culture in an organization. Integrating values can be achieved by enhancing organizational leadership through a proper understanding of cultural values that exist in a given society.


To understand the changes that are taking place in a given organization, one has to understand the increased existence of values within diverse cultures. The involvement and meaningfulness of every individual should be considered in facilitating good working conditions. Therefore, leaders have a responsibility of communicating the values of an organization or a society to create a vision for an organization. The more an organization is characterized by a diverse culture, the more it will be involved by many hierarchies to achieve its goal (). Close attention should be paid to behavior that is most likely to produce positive results as well as visions.

According to Adler & Gunderson (2008), an increase in cultural diversity within an organization results in increased creativity. In the measurement of the leadership theory, encouraging employees’ thoughts by giving them a chance of airing their views serve as motivators for the employees. The motivation of the employees can also be enhanced through teamwork as it gives strength to the group towards the accomplishment of an organization’s vision (Kopp, 2003).

The management should provide an ideal safety culture that is geared toward driving an organization to achieve a resistance of cultural hazards. Therefore, the correct environment should be sort by creating a relevant information system that collects data of organizational behavior and publish the information of the organization, listing the vital signs of cultural drawbacks of the organization’s achievement (Kopp, 2003).

Enhancing a good culture in a work place serves to improve an organization performance since the participation of all staff will take effect. A good organization culture also facilitates the art of evaluating problems, since members learn and set examples as they have a behavioral expectation from their employers (Adler & Gunderson, 2008). More over, the employees’ behavioral recognition should be specifically tied to the company value, or rather demonstrated or contributed by company’s leaders. This helps in the overall management of tracking the values and objectives that are less understood by every employee, as they get to understand how these values apply to their specific job. The managers should therefore use recognition program in order to serve as lagging indicators that target and fight the areas of low recognition for the improvement of the company’s culture (Blazey, 2009).

Diagnosing the need for organizational change is very important to as it helps to know the levels and nature of the cultural changes required. After completing the diagnosis for cultural organizational change, the results should be shared with all the organizational stakeholders. After the issues are identified, the implementation plan is should be formulated (Blazey, 2009)

Critical analysis of theories of workplace behavior

Although the workplace theories are important in an organizational, they often seem challenging in the process of their implementation. These organizational theories, which include organizational hierarchies in the supervisory role, relationship with the boss, working conditions, relationship with the peers, recognition in the workplace, some cultures tend to disapprove with these theories. This is because different cultures have different opinions about the use of hierarchy in organizational management. The United States believe that the use of hierarchy tends to break an organization’s task into smaller achievable and manageable task as opposed to the Asian culture who believes in authority ranking. This two perceptions needs to be assessed in order for the company to come up with the most appropriate level of hierarchy that will serve to achieve the organizational objective.

The Western culture organizational style of encouraging the employees thoughts by giving them a chance of airing their views as opposed to the Asian culture, serves to recognize that employee motivation is a process and not a task. According to Miner (2007), organizations as well as people change all the time. Therefore, motivation is a continuous process of maintaining an atmosphere where each employee can really inspire himself or herself.

Good motivation theory for an organization should involve finding new ways to motivate their employees. Miner (2007), states that there is many factors associated with the management of workers that may leads to higher than necessary rates of departure prior to ending of working contracts. These are such as, restricted motivation, insufficient socialization, cases where employees feel discriminated, exempted from making decisions that regard them, insufficient levels of commitment, lesser acceptance for unfairness.


In the theory of behavioral recognition theory, the management should always thrive to support the goals of the organization with those of the employees and not according to referent power or expert power possessed by the manager since in most cases, employees of an organization are usually passionate about their work and they strive hard to attain it. Behavioral recognition creates a sense of encouragement among the employees.


  1. Adler, N. & Gunderson, A. (2008). International Dimensions of Organizational Behavior Independence, KY: Cengagz Learning
  2. Blazey, M. (2009). Insights to Performance Excellence 2009-2010: An Inside Look at the 2009- 2010 Baldrige Award Criteria. American Society for Quality
  3. Kopp, H. (2003). Area Studies, Business and Culture: Results of the Bavarian Research Network Forarea. Münster: LIT Verlag Münster publishers
  4. Miner, J. (2007).Organizational Behavior: From theory to practice, Volume 4 Armonk, NY: M.E Sharpe Publishers
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