ResEarCh RePOrt: ORGANISATIONAL PSYCHOLOGY IN CROSS-CULTURAL PERSPECTIVE

PROJECT REPORT

ORGANISATIONAL PSYCHOLOGY IN CROSS-CULTURAL PERSPECTIVE

SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY: Ms.KARISHMA ROMA PAREEK

Ms.PRIYANKA SURBHI CHHABRA

FACULTY, DMS

Acknowledgement:

I express my sincere thanks to my project guide. MISS KARISHMA and MISS PRIYANKA, Designation Faculty, Department of management studies Poornima school of business Management, Jaipur, for guiding me right from the inception till the successful completion of the project. I sincerely acknowledge her for extending their valuable guida nce , support for literature, critical reviews of project and the report and above all the moral support they had provided to me with all stages of this project.

I would also like to thanks Mr. R.K. Agarwal and supporting staff faculty members of Department of Management Studies Poornima School of management, jaipur, for their help and cooperation throughout our project.

Roma pareek

Surbhi chhabra

PREFACE:

The topic for the research was organizational psychology in cross-cultural diversity. We live in age of knowledge & firms that succeed are those including that are best able to harness the collective knowledge of their employees. The firms that wanted to generate ideas need to generate ideas to understand the cross cultural differences, variations and make out ways to manage them properly for effective and smooth working of an organization.

In the project, the secondary data had been collected from the various sources such as internet, articles from magazines, websites and books.

The objective of the project was to pull together the ideas and research from around the world to better understand how we can apply this new and growing body of knowledge in a global environment.

The limitation of the project was that the time limit was short, huge cost was involved, Inefficiency, Collection of data from a large region.

The conclusion of the project was that HR plays a vital role in managing the complexities of mind, retaining and developing talent to take the organization forward.

EXECUTIVE SUMMARY:

We live in age of knowledge & firms that succeed are those including that are best able to harness the collective knowledge of their employees. The collective knowledge of any group is enhanced by including people with different experiences & background. The firms that want to generate ideas need to generate ideas need to hire employees from diverse sets . These findings indicate impact of work force diversity labor market outcomes and consider the effect of power status and number contribute to the allocation decisions evaluation processes and distribution of scarce resources.

Workforce diversity is the diversity in the workforce due to gender, education, age, color, religion, & cohesiveness among the members of the organisation.

The scope of workforce diversity is very large. It has many advantages. The workforce diversity can helps to bring new ideas and innovations from different peoples belonging to different criterion. It helps to bring out unity among the members thus organization members can bring out the goals. There are some disadvantages also. Workforce diversity leads to decreased efficiency. It leads to higher turnover rate. Dissatisfaction among the employees increases.

Different companies manages workforce differently. Now a days different companies want the best employees though for that they have to employ diverse workforce. They apply different techniques for managing workforce diversity. If workforce diversity is managed properly then it could yield fruitful results. Some examples of different companies which encourages workforce diversity are WIPRO, INFOSYS, ACCNTURE, GOOGLE, TCS and they have shown very good results & productivity

Some rules & laws have been formed by the companies & government to promote diverse workforce. At the same time those people who are capable but are not selected because of their minority due to race, religion, caste, physically handicapped, gender etc so that these people can even fight for their rights.

Now a days there has been tremendous increase in diversity & this is managed by providing effective training & education, concentrating on the goals, by making policies & rules, by having informal sessions etc & thus workforce diversity can be managed effectively.

INTRODUCTION:

Today, at the beginning of the 21st century, the world is submerged in a wide range of demographic trends which have the potential to radically change the demographic, cultural and ethical mixture of the population in many countries within just a few decades. Top managers often say that their company's people are its most important asset. In a tight job market and a global economy a company that puts people first - regardless of their race, religion, gender, age, sexual preference, or physical disability - wins.

Companies, especially big multinational players which have to deal with these changes, are growingly forced to react. Employees, once a homogenous group in many countries, are increasingly diverse and need to be integrated within and into working environments. Diversity can present an immense source of opportunities but it can also mean the opposite, a big threat.

Diversity management is a managerial approach in response to these trends and can help companies to effectively and efficiently manage their personnel diversity, i.e. personnel made up of diverse and multifaceted people. The text argues that a diverse workforce can be regarded as an instrument of sales promotion, a marketing tool to induce customers to buy certain products or services. To be successful at creating workforce diversity program involves attracting and retaining the highest quality individuals in the talent pool.

In today's world of cultural diversity, our business can't thrive unless we implement a workforce diversity initiative. Besides tapping into the unique abilities and talents of people from different backgrounds, we can improve our image in the community by opening up a place of business to anyone regardless of race, color, gender, ethnicity, sexual orientation and disability.

What is diversity?:

Diversity to us means all aspects in which people differ from one another. This includes both the visible and relatively easily demonstrable personal Characteristics such as gender, age and ethnicity, as well as the less visible Personal characteristics, such as competencies, needs and wants, work styles and character traits. Each employee has his or her own, unique combination of such characteristics. Another definition describes diversity as creating high performing organizations through valuing and using all the talents of employees of different groups. Regardless of how diversity is defined, it is an issue that is sweeping the nation.

If the corporate society does not address the issue by learning how to manage diversity, they will fail. “It is very helpful to suggest that diversity is not so much an end in itself as it is a condition of our society and the condition of the World in which we live.”

Diversity Management:

Managing diversity is one of the most important challenges faced by managers and their organizations. In today’s work environment, co-workers are likely to be of different gender, age, religion, cultural background, race and ethnicity. They also differ in terms of lifestyle, choices available, perspectives, attitudes, value system, beliefs, behaviors, expectations, skills and experiences. These issues are not just about discriminatory practices but they modify the nature and demands placed on leadership and management and bring into prominence the concept of diversity. How well or how prepared managers are able to invest in the concept of diversity will impact not just on work issues but also on sensitivity to customer’s needs, legal compliance, business’ ethical issues, profitability and even social cohesion. Diversity management is a strategic process to manage a diverse workforce including the fight against stereotypes, prejudice and all kind of discrimination due to the individual perceptions and assumptions- in the manner to maximize the benefit and minimize barriers of different opinions, behavior and attitudes of human beings within a company.

PRINCIPLES OF DIVERSITY MANAGEMENT:

Categorization of Diversity Management:

Diversity management can be divided into two categories-

1. The internal effect has an influence on organizational structural changes

Within the company.

2. The external effect concerns the environment of the company e.g.

Customers, stakeholders, suppliers etc.

The concept of diversity management is extensive; there are various

Components of diversity as follows:

· Diversity of ethnicity, nationality and cultures

· Diversity of demography (gender, age and experience)

· Diversity of competencies (educational and professional backgrounds)

· Diversity of organizational functions and processes

· Diversity of networks (i.e. relationships and communications channels and/or patterns etc.)

Miscellaneous diversity (sexual preferences, occupational disabilities,

i.e. handicap or physical mobility, etc.)

Why should we strive for diversity in personnel?:

An often heard argument to avoid having to put energy into diversity is that it only leads to misunderstanding, undesired formation of groups, communication problems and conflicts in the work force. When put like this, paying attention to diversity seems a useless investment. But demographic developments cannot be ignored. In situations like labor shortage, organizations cannot permit themselves to exclude a substantial part of the labor force.

Diversity covers a wide variety of issues, including communicating with employees, whose first language is not English, helping a diverse team cope with conflict, learning which rewards are valued by different groups, and dealing with discrimination. Managers can improve handling of diversity issues by following these eight behaviors.

Embrace diversity: Successfully valuing diversity starts with accepting the

Principle of multiculturalism. Accept the value of diversity for its own sake — not simply because you have to. You need to reflect your acceptance in all you say and do.

Recruit broadly: When you have job openings, work to get a diverse applicant pool. Avoid relying on referrals from current employees, since this tends to produce candidates similar to your present workforce.

Select fairly: Make sure your selection process doesn’t discriminate.

Particularly, ensure that selection tests are job-related.

Provide orientation and training for minorities: Making the transition from outsider to insider can be particularly difficult for nontraditional employees.

Sensitize all employees: Encourage all employees to embrace diversity.

Provide diversity training to help all employees see the value in diversity.

Strive to be flexible: Part of valuing diversity is recognizing that different

groups have different needs and values. Be flexible in accommodating employee requests

Seek to motivate individually: You need to be aware of the background,

Cultures and values of employees. What motivates a si0ngle mother with two young children and who is working full time to support her family is likely to be different from the needs of a young, single, part-time employee or an older employee who is working to supplement his or her retirement income.

Encourage employees to embrace and value diverse views: Create traditions and ceremonies that promote diversity. Celebrate diversity by accentuating its positive aspects. But also be prepared to deal with the challenges of diversity such as mistrust, miscommunication, and lack of cohesiveness, attitudinal differences, and stress.

Work Force as a challenge:

First, there is an increase in the cost of training. This increase comes from costs associated with seminars, programs and lectures given to promote diversity in the corporation. These types of training are given to all levels of staff within the organization. They teach employees others. These programs also teach one how to deal with conflicts and prejudice in a professional and civil manner. A disadvantage of diversity in the workplace is an increase in conflicts.

Conflicts arise when two or more individuals or groups do not see eye to eye on a particular situation. In regard to diversity, conflicts arise largely due to ignorance. Prejudice feelings or derogatory comments cause a lack of acceptance. “This can produce negative dynamics such as ethnocentrism, stereotyping and culture clashes”. The most common conflict comes from one feeling superior. If management ignores such conflicts, the company's performance may suffer. If conflicts can be managed and controlled creativity and performance can be increased. Employers will work harder to gain acceptance by creating a solution or invention first. Increases in labor turnover and absenteeism are another disadvantage in having a diverse workplace.

Another study by Corning Glass stated that between the years 1980 - 1987, the turnover rate for women in a professional job was two times higher than males. Women also have a 58 percent higher absentee rate than men. Some research contradicts the idea that flextime reduces these rates; however absenteeism and turnover can cost a company up to and over $3 million annually. Workforce diversity increases labor turnover and absenteeism in organizations on employee satisfaction and productivity. Employees who perceive themselves as valued members of their organization are harder working, involved, and innovative. Unfortunately, minority-group members often feel less valued than do majority-group members due to stereotyping, ethnocentrism, and prejudice . Mismanagement of diversity in the form of denied access or unfavorable treatment can have negative consequences, such as inhibiting workers' abilities and motivation.

BENEFITS:

People have a lot of viewpoints and having people from many backgrounds and places in life brings a lot of those viewpoints into the mix. In some situations, a lot of viewpoints give us a lot of options. Plus, since there are many different viewpoints and environments in the workers, there are many opportunities for these different viewpoints to come into the planning of strategic initiatives, allowing the firm to serve a wider group of consumers and interests. The Various .advantages of having a diverse workforce are the following;

1. It helps motivating employees.

2. It enhances the innovation and creativity of employees.

3. It helps in reducing cost.

4. It creates flexibility in the organization.

5. Immediate access to problem solving.

6. Easy transfer of knowledge.

7. Innovative work environment.

8. Immediate outcomes.

9. Fulfillment of social responsibility.

10. It helps attract and retain employees.

Management of Diversity in leading IT COMPANY’s:

A manager or the superior must be aware of the background, cultures, and values of employees. The motivation factors for a full time working mother to support her two young children are different from the needs of a young, single, part-time employee or an older employee who is working to supplement his or her retirement.

ACCENTURE DIVERSITY;

“Accenture is passionately committed to cultivating a diverse workforce both because it’s the right thing to do, and it’s a key element of achieving high performance,” said Armelle Carminati-Rabasse, Accenture’s managing director of Human Capital and Diversity globally. “Our company comprises people from a wide range of cultural, educational and geographic backgrounds–people who are able to challenge conventional thought, offer unique perspectives and generate innovative ideas. Our rich diversity is part of what makes our company strong.”

In an independent study commissioned by Accenture on cross-cultural Communication problems, it was found that the chief factors causing problems between onshore and offshore workers were different communication styles (76 percent of the times), different approaches to

Completing talks (53 per cent), different attitudes toward conflict (44 percent) and different decision-making styles (44 per cent). About 200 US business executives whose companies have outsourced business processes outside the country were interviewed here.

GOOGLE DIVERSITY:

"Diversity plays a large role in the way we're developing our engineering organization around the world. We're building a large worldwide office presence to establish ample global representation among our engineers, and we're applying that same focus to establish a balanced representation of employees at Google. In the end, these efforts help us more accurately and relevantly represent our users, and our continued success depends on the best minds working from different perspectives and insights."

INFOSYS DIVERSITY:

Globalization has changed the character of the modern workplace global company’s employee base should reflect the diversity of the world it serves. Infosys strives to employ people representing the widest possible variety of nationalities, cultures, genders and gender identities, sexual orientations, employment histories, and levels of physical ability.

In doing so, the company is able to recruit new employees from all available global talent pools and provide paths to employment to all members of world societies, including talented individuals from groups who may have in the past been underrepresented within the IT industry. Within such a diverse company, people bring to the workplace contrasting opinions and worldviews. As these people interact, they develop new ideas, methods, and perspectives. Infosys recognizes and promotes this power of diversity to drive innovation. Infosys actively fosters inclusivity across all of its business units and in every one of its company offices. It encourages all employees to focus on the commonalities they share and leverage their differences towards productive teamwork. Inclusivity ultimately makes for a more informed and sensitive employee base that is better able to serve clients.

Infosys was the first Indian IT company to establish a company office to manage and drive all company initiatives dealing with diversity and inclusion. Today they have employees from over 70 countries. Women constitute more than 32% of their workforce. Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work environment. IWIN recognizes the unique aspirations and needs of women. It provides avenues for vocational, personal and psychological counsel to enable professional and personal development. Infosys won the first NASSCOM-India Today corporate award for excellence in gender inclusivity in 2007. Infosys actively seeks to hire and train persons with disabilities. In 2006 and 2007, Infosys BPO received the Helen Keller award for the best employer from the National Centre for Promotion of Employment for Disabled People (NCPEDP).

Infosys announced an intake of 300 graduates from universities in the US in 2006 and about 25 from universities in the UK in 2007 as part of its commitment to create a diversified workforce. The new employees will develop their engineering skills at Infosys Development Centers across India for six months before returning to Infosys offices in the US.

TCS DIVERSITY:

Diversity in companies is no longer about being melting pots, but being salad bowls," according to Grady Searcy. "We want people to retain their identity yet be integrated into the company Currently, 7.5 per cent of our workforce consists of non-Indians," said Mr. S PADMANABHAN,EXECUTIVE VICE PRESIDENT and head Global human resource, TCS said while speaking at the NASSCOM HR Summit on `The War for Talent' held recently in Chennai. In a session on managing cross-cultural teams, speakers emphasized that managing a diverse workforce is no longer a choice, but an imperative. The Indian workplace is no different from global MNCs.TCS has announced plans to hire about 4,000 people from across the world.

WIPRO DIVERSITY:

Wipro launched of its Women of Wipro (Wow) initiative, coinciding with the international Women's Day. Wipro honored its women workforce with the title of 'Green Ambassadors' besides felicitating women achievers. The Wow initiative has been launched as a chapter of the Wipro's Diversity Council, as the company's Green Ambassadors will influence a change in the environment by undertaking various projects that emphasize on the aspect of 'Green'. The initiative will be driven by the Green Ambassadors at a personal level. Wow will also work towards creating visibility for its female leadership, both internally and externally.

Building sustainable and growing networks that contribute to the success of business, the community and self-development would be the other highlight of initiative. Wipro Chairman Azim Premji said: "In Corporate India, I have been seeing very positive shifts in the last few decades that have made it easier for women to contribute to organizational growth. There are many instances where the socalled glass ceiling has been shattered. There is no doubt that having more women in an organization can help in making it more profitable." Eco Bags specially made for women employees were given away on the occasion. The 'Eco-Bag' contains quick and easy list of green steps, called "Shades of Green". Going forward, the WOW charter will include several initiatives that have a significant social impact and where women can play a catalytic role in ushering change.

Geographical culture:

A diverse organization is shaped or influenced by the basic corporate culture, which comes from the vision and mission of the founder-promoter. Then there's the influence of the geographical culture. The company is largely influenced by the personal culture of the people at the mid-management and senior management levels. Then, surprisingly, it is also shaped by the client culture. Outlining some of the challenges for companies opting for an increasingly diverse and global workforce, Kalyanaraman said that as workers are increasingly relocating and migration is on the rise, organizations need to devise retention strategies with "a passionate focus on individual, team and geo-wise expectation charts." He recommends that companies should conduct a deep study of issues such as worldwide compensation and aspiration benchmarks. "No two countries have the same retirement benefits," said Padmanabhan of TCS. Therefore, policies have to be diverse enough to accommodate all demographic and social fabrics, pointed out Kalyanaraman of HCL.

Ethnic background of the workforce in the companies:

Questionnaires: This questionnaire has been taken from hrmba.blogspot.com

1. What are the sources of diversity in a work place?

2. What are the net new entrants into the workforce between 1994 and 2007?

3. Percentage of ethnic directors in Corporate Boards?

4. Is Diversity has a positive influence on the performance of employees?

CATAGORIES	Yes	No
EMPLOYEES	25	75

5. Surveying 120 companies, for the knowledge about the benefits of the Diversity management concept

Therefore key elements to managing diversity include effective communication, education and training for all members of the organization.

Cultural diversity affect people at workgroup:

1.THROUGH - Multinational corporation (MNC).

A business firm that has extensive international operations in more than one foreign country.
Have a total world view without allegiance to any one national home.
Have enormous economic power and impact.
Bring benefits and controversies to host countries.

2.THROUGH - Multicultural workforces and expatriates. Styles of leadership, motivation, decision making, planning, organizing, and controlling vary from country to country.

Expatriates.
-People who live and work abroad for extended periods of time.

-Can be very costly for employers.

-Progressive employers take supportive measures to maximize potential for expatriate success.

3. THROUGH - Ethical behavior across cultures.

-Cultural diversity.

-Variations in governments and legal systems.

Prominent current issues.

-Corruption and bribery.
-Business support of repressive governments.

4.THROUGH - Advice regarding cultural relativism and ethical absolutism.
Multinational businesses should adopt core or threshold values that respect and protect fundamental human rights.
businesses should adapt and respect the traditions foundations, and needs of different cultures.

Different approaches to deal with diversity for satisfaction and performance:

FIRST: Knowing Culture:

· Cultural identity:

Cultural identity is relational: a person’s identity, of which culture is a part, is established in relation to and in exchange with other people.
- Different components of a person’s identity will be emphasized depending on the framework of interaction with others, e.g. the local, regional, national, or global levels.

· Dynamism of cultures:

- No culture is static, but changes over time.
- Knowing the Realities of cultural diversity

· Global level:

- More than 225 official languages spoken around the world point to at least as many different cultural groups.

· Multicultural Societies:

- With the increasing intermixture of members of different cultural groups within (national) societies, the exposure to different cultures is no longer limited to a few people who travel abroad, but has become a fact of everyday life at all levels of societies

· Knowing the Impacts of globalization:

Increased awareness of cultural differences - Globalization is not a new phenomenon, but more readily available information about other cultures – through the media, communication technology, travel – increases the sensitivity to cultural differences.
Homogenization of (popular) culture - Certain cultural traits, in particular mass or popular culture, show a tendency of converging worldwide.

· Knowing the Reactions to globalization:

Active participation - Persons with the means – educational, financial, logistical – to actively engage in global cultural exchange tend to perceive culture as a process and develop an increased receptivity towards other cultures.- Cultural diversity is perceived as an enrichment, not a threat.

Retreat into narrowly defined cultural identity

SECOND: SUPPORTING A Culture of dialogue:
In order to actively participate in culturally diverse societies, every individual should be supported in efforts to develop an attitude that is receptive to intercultural exchange, consisting of several components:

· Knowledge
Accurate information about the values, norms, historical experiences and cultural reality
-Underlying the words and actions of others serve to increase mutual understanding.

· Respect

- While tolerance means not to interfere with others’ ways of living or thinking, respect actually attaches a positive value to what one is or does, thus going beyond tolerance.
-This respect, of course, can be extended only if a person’s actions and ways of thinking do not limit the rights and freedoms of other persons.

· Search for unity in diversity

As every person or social group reflects a multiplicity of traditions and cultures, all differ in some respects, but in other regards have much in common.
-The search for what one has in common with members of other cultures, religions, and ethnic, social or political groups should always be part of intercultural exchange.The lack of appropriate means of exchange or self-expression can lead to an alienation from the process of globalization and a retreat into a narrow sense of cultural identity.
- Often, this process is accompanied by a tendency to reinterpret and idealize one’s cultural heritage, ignoring the cultural realities of past and present. Such a narrowly defined cultural identity can be the basis for a translation of various root causes of conflict into cultural terms: “difference” is used as an excuse for intolerance

THIRD: Approaches to cultural diversity:

· Cultural relativism:

- Implies that all cultures are closed systems: no cultural standard set by one culture can 1

be applied to other cultures

- Shows tolerance towards other cultures, but denies cultural dynamics based on intercultural exchange.

· Cultural absolutism:

- Assumes that there is a hierarchy of cultures: “minority” cultures are expected to
subordinate to the dominant culture.

- If these show resistance, strong barriers are erected between the dominant and minority cultures that tend to be re-enforced by both sides.

· Cultural pluralism:
-Accepts the diversity of cultural identities and expressions while at the same time
recognizing commonalities among cultures.
- Builds on the conviction that every individual has the capacity and should be given the
means to decide for herself/himself which cultural values to base their lives on.

FOUR: Facilitating cultural pluralism:

· Creating basis for informed choices:

When discussing cultural characteristics, it is important to differentiate between idealized images of cultures and their actual expressions in real life, both with regard to one’s own and to other cultures

An exploration and discussion of the values and norms, traditions and social conditions actually at work in influencing worldviews in different societies today help to identify real as opposed to perceived cultural differences.

· Cultural pluralism:

Cultural pluralism is possible only if members of different cultural groups – within a local community, a nation state, or on the global level – have equal chances to reflect their preferences in political, social and economic decision-making.
- To meaningfully do so, every person has to be able to satisfy her or his basic needs – food, shelter etc. This is where the promotion of cultural pluralism links to human development, with both a necessary condition to attain the other.
- Every person should be able to gain access to all relevant information needed for effective participation in society.

FIVE: Awareness of the dynamism of cultures: Keeping in mind that neither one’s own nor the culture of others are static lays the basis for an open exchange that includes changing the perception of one’s own cultural values and norms. Readiness to transform The recognition of differences alone does not yet lead to mutual understanding, but has to be accompanied by a genuine receptivity to other viewpoints.
- Ultimately, one should be prepared to transform one’s own world views by integrating other perspectives into one’s ways of thinking

THESE WILL HELP TO REMOVE BARRIERS AND MAKE THE
TEAM AN HOMOGENOUS ONE.

SOME SPECIAL CASES OF WORKFORCE DIVERSITY:

GENDER DIVERSITY:

In the past, all women in the workplace were automatically assigned to temporary or part-time or low responsibility jobs because it was understood that their first priority was taking care of their families. Unmarried women were likely to quit as soon as they married (often to an up-and-coming executive in the company), and married women were likely to quit as soon as the became pregnant. Women with children were understood to care more about the children than about work. In addition, there was a widespread belief that women were not as capable as men, either physically or mentally or emotionally.

Today, women are not generally seen as inferior to men (in fact, it is common to hear that men are inferior to women). And there are women who want to put work first and family second. Most women in the workforce do not see it as temporary -- something to do until they "catch a man" -- nor as "extra" income. Organizations have been slowly adjusting to these changes, learning to treat women as the equals of men and not as a pool of potential dates. Both discriminating against female employees (in terms of hiring and advancement) and treating them in a sexual manner (sexual harassment) are now against the law.

However, since there remain some women in the workforce who do place family first, Felice Schwartz has suggested creating a "Mommy Track" which would allow them to have more flexible and shorter hours and lesser responsibility in exchange for lower pay and limited career growth. In other words, recognize the wider diversity of needs of employees today and set up systems to accommodate them all.

Feminists worry that creating a Mommy Track effectively licenses corporations to discriminate against women. They feel that women (and presumably men!) should be allowed to have flexible work arrangements and remain on the fast track. Others see the issues primarily in strategic terms. Organizations compete for human resources and as the workforce becomes more heterogeneous, organizations will have to serve the diverse needs of this workforce or they will lose them to their competitors.

WOMEN DIVERSITY IN CSC:

Explosive growth for CSC India has led to plentiful business opportunities. However, another boom is emerging that of women working in the IT sector. As a company at the forefront of change, CSC India has launched the Diversity initiative, a program to support gender diversity and attract and retain our women employees. The underlying principle of the initiative is that gender diversity leads to a more creative, flexible and innovative organisation that is in tune with the society and the market. We believe that by recognizing the strengths of each gender, working relationships become more productive, increasing the mutual understanding, respect and trust. As part of the diversity initiative, a diversity council has been set up at each CSC location in India, which is supported by an HR representative. A helpline called “Helpline@Planet W” has also been launched to support communication between our women employees and council members. Another supporting program that has been launched is the mentoring program, which focuses exclusively on skill and career development of our women employees; this is in addition to the regular workshops and training that our people avail at CSC India. Members of senior management at CSC India are volunteering as mentors in this initiative. CSC India has also held, for the first time, a training program on wellness and self-defence as well as a free health camp for our women employees. CSC India’s multifaceted diversity initiatives have been recognized by the industry — in 2005, the Madras Management Association honored us with the Best Women-Friendly Company award. inst women are forced to select workers from a smaller pool, reducing their ability to find top performers. At the same time, some managers would point out that increased diversity can cause management problems. For example, having more women has meant more problems with sexual harassment (even if it's the men's fault).

GENDER DIVERSITY IN 2003-2007 IN MNC,S

Campus Events

PHYSICALLY HANDICAPPED WORKFORCE DIVERSITY:

As the demographic makeup becomes more diverse, the effect of that diversity on the workforce and how it should be managed have become critical issues. Managers are being charged with creating organizations that capitalize on the benefits of workforces diverse in terms of race, national origin, and gender (Cox, 1991, p. 34). A discussion of the diverse workforce should not exclude persons with disabilities - some 43 million persons (Fletcher, 1991). Of that segment, more than two-thirds of adults with disabilities are not working, though more than 70% desire employment (Davila, 1991).

The need to include the disabled in issues concerning workforce diversity has been underscored recently by significant civil rights legislation. The Americans with Disabilities Act, a "sweeping statute viewed as no less than a bill of rights"' (Stein, 1991, p. 6) mandates that employers may not discriminate against persons with disabilities in their human resource decisions. Over and above the many changes in policy and procedure managers may face in complying with the law, they must adopt a positive approach toward the disabled before these persons can be successfully assimilated in the workforce.

Michael J. Lotito, a management and labor relations attorney, states, "It's important to train people with respect to the law but also with respect to attitudes. It's our (unease) that prevents us in large part from integrating people with disabilities into our society" (Woolsey, 1991). A positive attitude regarding potential employees with disabilities can be developed from a simple analogy: A regular function of management is to evaluate the level of skill and experience of an employee and provide the necessary training and resources to enable that person to function productively. Similarly, persons with differing physical or mental abilities can, with appropriate accommodations, also perform positively on the job. In each case, management would be fulfilling its traditional role of evaluation and providing job-related accommodations except the nature of accommodation will reflect the needs of each employee.

LAWS FOR PHYSICALLY HANDICAPPED:

Human rights are the fundamental or basic rights, which should not be taken away by any individual or government. They comprise within its gamut the right to life and liberty, equality, right to freedom of speech and expression and movement, trade, profession or business freedom of movement, thought, conscience and religion, right to work, right to education etc., these rights cover not only civil or political but also economic, social and cultural dimensions. They aim at promoting social progress and better standards of life in larger freedom.

The human rights movement has boldly and categorically shifted the attention of policy makers from the mere provision of charitable services to vigorously protecting their basic right to dignity and self-respect. In the new scenario, the disabled are viewed as individuals with a wide range of abilities and each one of them willing and capable to utilize his/her potential and talents.
Advances in medical and surgical sciences, breakthroughs in technology, greater understanding of the causes of disability and improved methods of coping with it, increasing consciousness of civil rights and the emergence of people with disabilities displaying skills and knowledge to improve their own lives, are some of the factors which have contributed to the new thinking that the disabled deserve a dignified status in society on the same terms as the non-disabled.

Human rights are a matter of international concern and their advocates and guardians do exercise constructive influence across geographical and cultural boundaries. An increasing number of countries are opting for laws favorable to disabled people. Legislation would make direct/indirect discrimination against the disabled punishable. It creates formal procedures which hasten the process of full and total integration of the disabled in the society. Disabled people are a vast minority group, which has been subjected to direct and indirect discrimination for centuries in most countries of the world, including India.

In a country like India the numbers of the disabled are so large, their problems so complex, available resources so scarce and social attitudes so damaging, it is only legislation which can eventually bring about a substantial change in a uniform manner. Although legislation cannot alone radically change the fabric of a society in a short span of time, it can nevertheless, increase accessibility of the disabled to education and employment, to public buildings and shopping centers, to means of transport and communication. The impact of well-directed legislation in the long run would be profound and liberating.

The relevant laws to the issue are as follows: -
International Law
The following provisions of the covenants are relevant: -
1) Art.2 - Right to non-discrimination.
2) Art.6 - Right to work.
3) Art.7 - Right to just and favorable conditions of work.
4) Art. 9 - Right to social security.
5) Art.11- Right to adequate standard of living.

Religious workforce diversity:

The rapidly changing demographics of the U.S. work force have dramatically raised the social and legal burden on managers to understand cultural diversity and make decisions that are sensitive to cultural differences. One area of concern and frequent misunderstanding involves the efforts of managers to deal fairly with all employees on the issue of religion, since employees' religious obligations can and often do conflict with the ability to perform normal work duties.

Managers need a guide containing doctrine-documented information on religious practices in order to make decisions that are fair to each employee and to the organization. The absence of such factual information has contributed to difficulties in thousands of firms. Data from the U.S. Equal Employment Opportunity Commission (EEOC) shows that the number of religion-based charges brought by U.S. employees has grown steadily. In 1992, a record high of 2,525 cases were filed with the EEOC. Of equal concern to employers is the fact that the percentage of these charges decided in favor of the employee plaintiff rose from 9% in 1985 to 19% in 1992. It also suggests that the majority of charges of religious discrimination are filed by employees who are members of numerous, and often relatively small denominations. Obviously, the increasing numbers of such employees in the U.S. labor force intensifies the pressures on managers to be aware of the observances of an ever larger set of religions. Probably the most frequent employee request for time off from work for religious reasons involves the observance of holy days specific to a particular denomination.

Although most holy days occur on Saturdays or Sundays, many do not. This managerial guide and religious calendar include the doctrine-based holy days for the 26 largest religions practiced in the U.S. and indicate how these holy days should be observed, thereby providing managers with a basis for dealing fairly with their employees and for making sound decisions based on religious doctrine. In addition, many religious practices such as fasting and prayer can be observed by the employee without affecting work duties and responsibilities. This guide and calendar also indicates these practices, providing managers with doctrine-based background on which to address potential requests for flexible work hours or abstinence from company-sponsored meals or meetings.

GLOBALISATION & WORKFORCE DIVERSITY:

As multinational corporations (MNCs) operate across transnational borders, business managers have acknowledged that the increasing globalization of the world economy has allowed MNCs greater access to wider consumer markets and distribution networks, as well as coordinate production and business transactions within economic clusters or networks involving cross border internal and external relationships. MNCs are in a better position to capitalize on other new specialized resources such as capital, technological competences, information and tacit knowledge, and production capabilities required to enhance future product and services development. Furthermore, it was noted that these global businesses are not just vying for dominance in world sales volume or market share, but also for greater capital flow to support new product innovations, investment in core technologies, and world-wide distribution channel. In due course, these factors have transformed MNCs into multi-unit, multifunctional institutions, which allow them greater managerial coordination, while intensifying global competition between rival corporations. Such structural changes would suggest there is greater complexity in the international business environment. Not surprisingly, MNCs are facing increasing managerial challenges associated with developing and implementing business strategies, in order to compete in the across the global economy.

This presents findings based on a study involving local and foreign medium to large-sized multinational corporations (MNCs) in Singapore. The findings highlight the connection between the stages of organisational development, headquarters-subsidiary orientation, and increasing workforce diversity in MNCs. The following section discusses the political, economic and social imperatives in the Asia-Pacific region as regional political and business leaders emphasis on strengthening institutional capacities to develop and implement effective strategies and practices that will provide a foundation for human resources development in response to globalization Subsequently, this will bring about significant organisational changes in firm structures. This study examines the impact of globalization & as a result of such regional developments. The justification for the study in Singapore stems from the fact that it is strategically positioned in this particular region, whereby the nation's leadership have placed much emphasis on strengthening institutional capacities to develop and implement effective national policies and strategies that will provide a foundation for continuous economic growth in the 21st century.

SCOPE OF STUDY:

o This study is useful in understanding the psychology of organizations operating within and across national boundaries.

o This study is helpful in harnessing the ideas & opportunities of diverse workforce.

o This project will help us to overcome the different disadvantages & challenges of workforce in mnc’s.

o This study will help in providing training to the employees according to the organizational approach.

o This study will help in managing cross cultural variations & maintaining discipline in the society.

o This study will help in promoting the diverse workforce & maintain the retention of employees.

RESEARCH METHODOLOGY:

What is Research?

Research is a process of collecting, analyzing, interpreting and summarizing in a significant manner for the purpose of framing out necessary conclusion and finding of data perceived and formulated for deriving out the meaningful information. To carry our research necessary telephonic calls needed to be done, suitable appointment were to be fixed and therefore market survey is to be followed. Here my objective of this training is a study towards Behavior of retailers and consumers with respect of Brand image of PCs of different companies.

Methodology: - Methodology or process involving in the research followed during the course of training is as follows

a) Collection of data: - this is an important aspect in formulating the objective of research process where the data is collected via two process; Primary sources and Secondary Sources.

1) Primary sources: where the data is collected primarily by interviewing and personal observation and is original in nature and accurate to the considerable extent.

2)Secondary sources: where the data is obtained from some published and printed sources such as newspaper, magazines, websites and so on.

b) Analyzing of collected data: - the data collected through Secondary data and published sources are then processed to obtained necessary inferences and finding for the purpose of achieving the objective as well as to derive necessary conclusion. A considerable skills and knowledge is involved in analyzing the data for the purpose of interpreting thereof.

c) Interpreting of data: - it is the significant step where the data collected and analyzed is interpreted in the forms of graphs and figures is depicted in the report called project report.

d) Summarizing of data: - Thereby necessary summary is prepared which is essential in the project report.

TYPE OF RESEARCH:

Descriptive Research: -

It attempts to describe systematically a situation, problem, phenomenon, service or program or provide information about the living condition of community or describe the attitude towards an issue. It answered the question who bought where, when and how.

E.g.: It may attempt to describe the type of service provided by an organization, the administrative structure of an organization, the need of community (customer) or the attitude of employee towards management. Although the data description is factual, accurate and systematic the research cannot describe the cause effect relationship. Often the best approach prior to writing descriptive research is to conduct a survey investigation. The aim of description and researcher may follow up with examination of why the observation is existing and what the implication of the findings.

RECENT DEVELOPMENTS & FINDINGS:

WOMEN:

Of the 120 million women age 16 years and over in the U.S., 71 million, or 59.3%, were labor force participants—working or looking for work. Women comprised 46% of the total U.S. labor force and are projected to account for 47% of the laborforce in 2016. Women are projected to account for 49% of the increase in total labor force growth between 2006 and 2016. A record 68 million women were employed in the U.S.--75% of employed women worked on full-time jobs, while 25% worked on a part-time basis. The largest percentage of employed women (39%) worked in management, professional, and related occupations; 34% worked in sales and office occupations; 20% in service occupations; 6% in production, transportation, and material moving occupations; and 1% in natural resources, construction, and maintenance occupations.

Women are the majority of professional and related workers (56.9%) and the majority of office and administrative support workers (75%), yet still the minority of management occupations (36.7%). They are also the majority of those who work in service occupations (57.3%). Women Corporate Leadership may be no more tokenism: There are 16 women CEOs in major positions. It is estimated that the number of female CEOs will triple by 2016. (based on study of the top 1,000 companies). The estimate is that the proportion of female CEOs will increase .

Women comprised 44% of the labor movement in 2006, up from 19% in 1962.

Women, and especially women of color, are forming and joining unions at a faster rate than men. Many of the unions organizing in industries dominated by women, such as education and government, have consistently shown much higher win rates than those unions organizing in industries with fewer women members. The women's labor force is projected to increase by 10.9 percent between 2004 and 2014, which is lower than the growth of 13.6 percent between 1994 and 2004. However, women's labor force participation will increase faster than will men's. Consequently, women are projected to increase as a portion of the labor force from 46.4 percent in 2004 to 46.8 percent in 2014, while men's presence in the labor force will decrease, from 53.6 percent in 2004 to 53.2 percent in 2014.

AFRICAN & AMERICAN:

Of those African Americans in the labor force, about 16 million were employed in 2008. More worked in the education and health services sector than in any other industry sector. In 2008, there were about 4.5 million African Americans — more than 1 in 4 of employed African Americans — working in education and health services. Among all employed persons in the United States, just over 1 in 5 was in education and health services. In 2008, there were 17.7 million African Americans in the labor force — accounting for 11 percent of all Americans aged 16 years and older who were employed or looking for work. The African American labor force is younger than the total labor force; 64 percent of African American labor force participants are under the age of 45, compared with 59 percent of all labor force participants services. In 2008, there were 17.7 million African Americans in the labor force — accounting for 11 percent of all Americans aged 16 years and older who were employed or looking for work. The African American labor force is younger than the total labor force; 64 percent of African American labor force participants are under the age of 45, compared with 59 percent of all labor force participants. Of those African Americans in the labor force, about 16 million were employed in 2008. More worked in the education and health services sector than in any other industry sector. In 2008, there were about 4.5 million African Americans — more than 1 in 4 of employed African Americans — working in education and health services. Among all employed persons in the United States, just over 1 in 5 was in education and health service.

PHYSICALLY HANDICAPPED:

The current labor shortage is creating an opportunity for the disabled to enter the workforce in record numbers. Their influx into corporate America will be supported by new technologies that will enable disabled people to perform tasks hitherto impossible for them. Despite the Americans with Disabilities Act (ADA), which was passed in 1990, only 25 percent of the country's disabled who are also of working age are employed. Of the 75 percent who aren't working, Harris Polls indicate that two-thirds of them wish they could be. In fiscal 2007, for example, there were 810 newly hired employees with severe disabilities, while 2,197 severely disabled employees left the government's workforce. Data suggest that federal employment of the disabled peaked in fiscal 1994, when there were 31,337 such employees in government. By 2007, the number of severely disabled workers had dropped to 24,086, the EEOC said. The federal workforce has remained relatively stable, at about 1.8 million, over the past two

decades. Experts do not know what accounts for the decline, in part because of a lack of research and data. Some suggest that more disabled workers are retiring, as the baby-boom generation leaves the workforce. Some think that federal hiring practices work against the disabled, and some think the private sector has opened more doors to the disabled over the past decade.

GAYS & LEISBEANS:

Census 2000 counted 601,209 same-sex unmarried partner households in the United States. That is a 314 percent increase from 1990 when the census counted only 145,130 same-sex unmarried partner households. Studies on the total number of gay and lesbian people in the United States show a range from 2 percent to 10 percent of the total population. In the last three elections, the Voter News Service exit poll registered the gay vote between 4 percent and 5 percent.

Population at 5 percent of the total U.S. population over 18 years of age, (209,128,094). This results in an estimated total gay and lesbian population of 10,456,405. A recent study of gay and lesbian voting habits conducted by Harris Interactive determined that 30 percent of gay and lesbian people are living in a committed relationship in the same residence. 601,209 total gay and lesbian families were reported by the 2000 U.S. Census. 304,148 gay male families and 297,061 lesbian families. In 1990, the U.S. Census Bureau reported 145,130 total gay and lesbian families. 81,343 male, and 63,787 female. The 2000 numbers represent a 314 percent increase.

Gay and lesbian families live in 99.3 percent of all counties in the United States compared to 1990 when gay and lesbian families reported living in 52 percent of all counties. In 2000, only 22 of the 3,219 counties in the United States reported.

The Human Rights Campaign estimates that the 2000 U.S. Census count of gay and lesbian families could be undercounted as much as 62 percent.

CONCLUSION:

The extent to which managers recognize differences in cultural patterns of organisations and its potential advantages and disadvantages defines an organization’s approach to managing the variations. No organization in this world of globalization would survive without workforce distinctions in pattern of people and their respective culture. It is the duty of the management to critically evaluate the benefits of psychology of the firm and try to amalgamate it with respective cultural patterns. in their organization.

On the other hand the management should put in place conditions which would enhance the workforce diversity in their organizations, more especially in their strategies formulation on managing the differences. Hence, with the culturally managed workforce, the organization would be internally and externally competitive. Although, there are various aspects through which organisation’s psychology can be understood and cross cultural differences are managed properly. These include: Individualism-collectivism, masculinity-feminity, uncertainity avoidance, culture and organization, leadership theories, motivation, managerial values and skills and so on. In terms of organizational learning, organizations are still stuck on the problem of getting people to value culture related differences and have not yet determined ways to utilize and exploit it. It is the approach to deviations, not the deviation itself which determines the actual positive and negative outcomes. Managing differences in organizations absolutely dependent upon the acceptance of some primary objectives to which employees are willing to commit, such as the survival of the firm. In today's fast-paced work environment a successful organization is one where diversity and variations is the norm and not the exception. Cross cultural perspective of any organisation can have both positive and negative outcomes in organizations. HR plays a vital role in managing the complexities of mind, retaining and developing talent to take the organization forward.

Thus it is more of a challenge which later becomes an opportunity for an

Organization in different aspects.

RECOMMENDATIONS:

Many companies are focusing their energy, time and budgets to learn about diversity because they understand the close connection between the people they hire and serve and the organization's growth and profits. Maximizing the diversity of the workforce and customer base is every company's challenge. Here are some recommendations to help companies establish initiatives that support the diversity of each member and customer and enhance the careers of its employees while increasing opportunities in the marketplace.

1.Focus on the business benefits of diversity

Increasing the diversity of management and personnel offers the organization greater perspectives on business issues and opportunities, as well as a wider range of ideas and solutions. initiatives on diversity need to focus on the influence of different cultures, educational levels, ages, gender, regional backgrounds, sexual orientation, ethnicity, etc. on customer service, quality, product development, sales and other core business issues.

2. Diversity Needs to Include Everyone

Many companies use the term "diversity" to describe women and people of color. This limited type of labeling can actually create stereotyping and implies that white men have no uniqueness among their own group. Move beyond race and gender when discussing diversity and emphasize the unique talents, experience, knowledge, skills and insights employees bring to their jobs.

3.Draw a distinction between diversity programs & legal efforts

Some companies label their Affirmative Action efforts "diversity" programs. Disguising Affirmative Action with a "diversity" title masks its purpose: that of hiring and promoting representatives from certain groups of people who have traditionally been denied entrance and opportunities in the workplace. Diversity programs should draw distinctions between the legal mandate of Affirmative Action and the dramatic changes in the social, political and economic fabric of this country that gave rise to our diversity. Also, programs should distinguish between the influence of diversity on work relations and the behavioral concerns that spur Equal Employment Opportunity complaints of bias harassment and discrimination.

4. Take a Pulse of the Organization

Assess the current climate of the company before beginning a diversity initiative. The goal of the assessment would be to:

Measure employee satisfaction and performance in relation to the changing workforce and customer base,
Analyze the effectiveness of leaders to train, coach, discipline and promote a wide range of employees, and
Identify issues and opportunities regarding the changing workforce and customer base.

Assessments can be initiated through surveys, focus groups or one-on-one interviews, or by analyzing current performance reviews, turnover rates, promotional activities and the like.

5. Seek Commitment from All Levels of the Organization

Many Human Resources departments encourage commitment from their top management before beginning a diversity initiative. But support from management must be more than a financial contribution: leaders need to model the way. It is also important to involve representatives of different levels and functions of the organization in the planning, implementation and evaluation of diversity efforts through diversity councils or advisory committees. Council members will also require leadership support, as well as training in skills needed to full contribute in their role

6. Challenge Existing Organizational Norms and Policies

Building diversity requires that business practices embraced in the past undergo assessment of their current value or liability. How have policies and procedures been adapted to meet a changing workforce? Are similar personnel issues emerging that continually challenge a current policy or procedure? Through this process, organizations may affirm practices that genuinely contribute to business goals and identify barriers that compromise workplace performance and cohesion.

7. Communicate the Roles and Responsibilities of Managers to Diversity

Managers need to understand clearly what is expected of them and how diversity influences business practices and goals. Without this understanding, managers may consider diversity a fad, a "touchy, feely" human relations issue, or a threat. Diversity initiatives must communicate the roles and responsibilities of leaders to diversity, and must assist leaders in tapping the benefits of their diverse workforce and customer base.

8. Education and Training on Diversity

Aspects of diversity should be integrated in all leadership and employee relations training programs, and not be segregated to just special "diversity" programs. Training also needs to focus on skills rather than just awareness and should include experiential exercises that are involving, relevant, practical and enjoyable. Goals for leadership training should include learning to create climates that promote cohesion, build quality performance and prevent discrimination and harassment. Similarly, employee programs may focus on building skills to foster quality work relations and customer service with a wide range of people. Caution should be taken when determining training exercises for these classes, since several used in diversity training have been known to create divisiveness and stress rather than appreciation and learning. It is also strongly recommended that instructors for these classes be highly experienced in conducting diversity programs.

9. Benchmark and Use Resources

Diversity in the workplace is a fairly new challenge to most companies. As such, there are several internal and external resources that may assist management in understanding the influence of diversity on business objectives. Benchmarking successes and failures in the diversity initiatives of other companies. These resources serve as information bases, sounding boards and architects to help companies determine their own diversity initiative's strategies, direction and goals.

LIMITATIONS OF THE STUDY:

It is to find & collect secondary data. However, we need to aware of the limitation the data may have and the problems that could arise if these limitations are ignored.

Since we collect the secondary data which has many limitations such as:

· Secondary data can be can be general & vague and may not really help companies with decision making.

· The information & data may not be accurate source of the data must always be checked.

· The data may be old and out of date.

· Company publishing the data may not be reputable.

BIBLIOGRAPHY:

REDDY SUMATI, WORKFORCE DIVERSITY: CONCEPTS(2^nd edition), ICFAI publication

BAHUDIN, GHULAM MUITAIBA, WORKFORCE DIVERSITY MANAGEMENT CHALLENGIES, COMPETENCIES & STRATEGIES :( 2nd edition), ICFAI PUBLICATION

ASWATHAPPA K, HUMAN RESOURCE MANAGEMENT (Fifth edition)

Journal: JOURNAL OF MANAGEMENT EDUCATION (TMH PUBLICATIONS)

SITES:

www.allacdemic.copy

www.siteHR.com

www.enterpreneur.com

www.asanet.org

LINK: www.allaccdemic.com/meta/p110616-index.html as viewed on 30 march 2010

ResEarCh RePOrt

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Friday, April 6, 2012

ORGANISATIONAL PSYCHOLOGY IN CROSS-CULTURAL PERSPECTIVE