12-Communication Culture Gap

8/7/2019 12-Communication Culture Gap

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UNDERSTANDING COMMUNICATIONUNDERSTANDING COMMUNICATION

CULTURE GAPCULTURE GAP


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The Four Layers of DiversityThe Four Layers of Diversity

Personality

Functional Level/

Classification

Geographic Location

Age

WorkLocation Seniority

Division/Dept./Unit/Group

Work

Content/Field

Union

Affiliation

Mgmt.Status

MaritalStatus

ParentalStatus

Appearance

EducationalBackground

WorkExperience

Race

Income

PersonalHabits

Religion

RecreationalHabits

Ethnicity

PhysicalAbility

SexualOrientation

Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (NewYork: McGraw-Hill, 1994), p. 33

Gender

Diversity: the host ofDiversity: the host ofindividual differencesindividual differencesthat make peoplethat make peopledifferent from anddifferent from andsimilar to each other.similar to each other.


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First layerFirst layer PersonalityPersonality

Personality is at the center of the diversity wheel. Personality is at thePersonality is at the center of the diversity wheel. Personality is at thecenter because it represents a stable set of characteristics that iscenter because it represents a stable set of characteristics that isresponsible for a persons identity.responsible for a persons identity.

Second layerSecond layer Internal DimensionsInternal Dimensions

a set of internal dimensionsa set of internal dimensions as surfaceas surface--level dimensions of diversity.level dimensions of diversity.These dimensions, for the most part, are not within our control, but theyThese dimensions, for the most part, are not within our control, but theystrongly influence our attitudes and expectations and assumptions aboutstrongly influence our attitudes and expectations and assumptions aboutothers, which in turn, influence our behavior.others, which in turn, influence our behavior.

Third layerThird layer External DimensionsExternal Dimensions

external influencesexternal influences as secondary dimensions of diversity. Theyas secondary dimensions of diversity. They

represent individual differences that we have a greater ability torepresent individual differences that we have a greater ability toinfluence or control. These dimensions also exert a significant influenceinfluence or control. These dimensions also exert a significant influenceon our perceptions, behavior, and attitudes.on our perceptions, behavior, and attitudes.

The final layerThe final layer Organizational dimensionsOrganizational dimensions

such as seniority, job title and function, and work location.such as seniority, job title and function, and work location.

Layers of DiversityLayers of Diversity


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Pros and Cons of DiversityPros and Cons of Diversity

Social categorization theorySocial categorization theory

Similarity leads to liking and attractionSimilarity leads to liking and attraction

The more homogeneous a work group, the higher theThe more homogeneous a work group, the higher the

member commitment and group cohesion, and the lowermember commitment and group cohesion, and the lower

the amount of interpersonal conflictsthe amount of interpersonal conflicts

Homogeneity is better than heterogeneity in terms ofHomogeneity is better than heterogeneity in terms of

affecting workaffecting work--related attitudes, behavior, andrelated attitudes, behavior, and

performance.performance.


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Pros and Cons of DiversityPros and Cons of Diversity

Information/DecisionInformation/Decision--Making TheoryMaking Theory

Diversity leads to better taskDiversity leads to better task--relevant processes andrelevant processes anddecisiondecision--makingmaking

Diversity groups should outperform homogeneous groups .Diversity groups should outperform homogeneous groups .

The logic of this theory was described as follows:The logic of this theory was described as follows:

The idea is that diverse groups are more likely to possessThe idea is that diverse groups are more likely to possessa broader range of taska broader range of task--relevant knowledge, skills, andrelevant knowledge, skills, andabilities that are distinct and nonredundant and to haveabilities that are distinct and nonredundant and to havedifferent opinions and perspectives, on the task at hand.different opinions and perspectives, on the task at hand.This not only gives diverse groups a larger pool ofThis not only gives diverse groups a larger pool ofresources, but may also have other beneficial effectsresources, but may also have other beneficial effects


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A Process Model of DiversityA Process Model of Diversity


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Analysis of the various dimensions ofAnalysis of the various dimensions of

diversity helps the business communicatordiversity helps the business communicatortransmit messages that are moretransmit messages that are more

understandable and acceptable to theunderstandable and acceptable to the

members of that dimension of diversity.members of that dimension of diversity.


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The Global Business EnvironmentThe Global Business Environment

As the world economy becomes globalize, more and moreAs the world economy becomes globalize, more and more

firms are conducting international operations.firms are conducting international operations.

MNC (Multinational Corporations)MNC (Multinational Corporations) firms that conductfirms that conductsignificant business activities outside their homesignificant business activities outside their home

countries and that view the world as their marketplacecountries and that view the world as their marketplace

For all businesspeople who travel internationallyFor all businesspeople who travel internationally thetheability to bridge cultural differences in written and oralability to bridge cultural differences in written and oral

communication is crucial.communication is crucial.


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Culture and CommunicationCulture and Communication

Culture ?Culture ?

Culture as mental programming (Hofstede, 1991)

Three levels of uniqueness in Human Mental Programming

Personality

Culture

Human nature

Specific to individual

Specific to group

or category

Universal Inherited

Learned

Inherited

and learned


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CultureCulturethe shared customs, beliefs, and social structures ofthe shared customs, beliefs, and social structures of

human societyhuman society

Many components of cultureMany components of culture

LanguagesLanguages

RulesRules

MythsMyths

Family patternsFamily patterns Political systemsPolitical systems

-- determine the way people communicatedetermine the way people communicate


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Cultural Influences on OBCultural Influences on OB

Economic/technological

setting

Political/legal

setting

Ethnic

background

Religion

Societal Culture

Customs

Language

Personal

values/ethics

Attitudes

Assumptions

Expectations

Organizational

culture

Organizational

behavior


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Your ExperienceYour Experience

I have worked with people of otherI have worked with people of other

cultures at work or school.cultures at work or school.

A=Yes, B=NoA=Yes, B=No I have experienced a conflict or beenI have experienced a conflict or been

frustrated when working with peoplefrustrated when working with people

of other cultures.of other cultures.A=Yes, B=NoA=Yes, B=No


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Your ExperienceYour Experience

The conflict I experienced was due toThe conflict I experienced was due to

cultural differences.cultural differences.

A=Yes, B=No, C= I dont knowA=Yes, B=No, C= I dont know Learning about different cultures isLearning about different cultures is

interesting to me.interesting to me.

1=Strongly Disagree, 3= Neutral, 5=1=Strongly Disagree, 3= Neutral, 5=Strongly AgreeStrongly Agree


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Ethnocentrism: A Cultural RoadblockEthnocentrism: A Cultural Roadblock

EthnocentrismEthnocentrism isisthe belief that onesthe belief that ones

native country,native country,

culture, language,culture, language,and modes ofand modes of

behavior are superiorbehavior are superior

to all othersto all others

How do youHow do you

overcome this?overcome this?


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Cultural IntelligenceCultural Intelligence

Cultural intelligenceCultural intelligence

The ability to interpretThe ability to interpret

ambiguous crossambiguous cross--

cultural situationscultural situationsaccurately.accurately.

Involves:Involves:

Recognizing differentRecognizing different

values and practicesvalues and practices Understanding the meaningUnderstanding the meaning

of others actionsof others actions

Perspective on ones ownPerspective on ones own

waysways


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Test Your KnowledgeTest Your Knowledge

A high performing manager was chosenA high performing manager was chosen

for a foreign assignment. She tells afor a foreign assignment. She tells a

colleague I plan on just doing businesscolleague I plan on just doing business

the way I always do. Why change whatthe way I always do. Why change what

works? People in the new culture mayworks? People in the new culture may

perceive her to be.perceive her to be.

a.a. EthnocentricEthnocentric

b.b. Culturally intelligentCulturally intelligent


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The Challenge of International andThe Challenge of International and

CrossCross--Cultural Business CommunicationCultural Business Communication

Language DifferencesLanguage Differences

Nonverbal Communication DifferencesNonverbal Communication DifferencesFacial expressions, body movements, and gesturesFacial expressions, body movements, and gestures

Other Cultural DifferencesOther Cultural Differences

The most important differences are inThe most important differences are in the ways peoplethe ways peoplein other culturesin other cultures think and feelthink and feel : values, attitudes,: values, attitudes,

religions, political systems, and social orders.religions, political systems, and social orders.


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Two common barriers to successful crossTwo common barriers to successful cross

cultural communicationcultural communication

EthnocentrismEthnocentrism

the tendency to judge other cultures by the standards ofthe tendency to judge other cultures by the standards ofones own cultureones own culture

In order to counter ethnocentric tendencies, you mustIn order to counter ethnocentric tendencies, you mustadapt and be willing to accommodateadapt and be willing to accommodate communicationcommunicationdifferences that exist in other cultures.differences that exist in other cultures.

Successful communication accommodates the customs,Successful communication accommodates the customs,behaviors, and discussion topic of your foreign audience.behaviors, and discussion topic of your foreign audience.

Language limitationLanguage limitation


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e.g. Cross Cultural Communicatione.g. Cross Cultural Communication

Verbal communicationVerbal communication What each is really thinkingWhat each is really thinking

American: How long will it take you toAmerican: How long will it take you to

finish this report?finish this report?Greek:Greek:

American: I asked him to participateAmerican: I asked him to participate

Greek: His behavior makes no sense. He isGreek: His behavior makes no sense. He isthe boss. Why doesnt he tell me?the boss. Why doesnt he tell me?

Greek: I dont know. How long should itGreek: I dont know. How long should it

take?take?

American:American:

Greek: I asked him for an orderGreek: I asked him for an order

American: He refuse to take responsibilityAmerican: He refuse to take responsibility

American: You are in the best position toAmerican: You are in the best position toanalyze time requirementsanalyze time requirements

Greek:Greek:

American: I press him to take responsibilityAmerican: I press him to take responsibilityfor his own actionsfor his own actions

Greek: What nonsense! Id better give himGreek: What nonsense! Id better give him

an answeran answer

Greek: Ten daysGreek: Ten days

American:American:

Greek:Greek:

American: He lacks the ability to estimateAmerican: He lacks the ability to estimate

time; this time is totally inadequatetime; this time is totally inadequate

American: Take fifteen. Is it agreed you willAmerican: Take fifteen. Is it agreed you will

do it in fifteen days?do it in fifteen days?

Greek:Greek:

American: I offer a contractAmerican: I offer a contract

Greek: These are my orders: fifteen daysGreek: These are my orders: fifteen days

(in fact, the reportneeded thirty daysof regular work. So the Greek worked day and(in fact, the reportneeded thirty daysof regular work. So the Greek worked day and

night, but at theendof the fifteenth, hestillneededonemore days work)night, but at theendof the fifteenth, hestillneededonemore days work)


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e.g. Cross Cultural Communication (cont.)e.g. Cross Cultural Communication (cont.)

Verbal communicationVerbal communication What each is really thinkingWhat each is really thinking

American: where is the report?American: where is the report?

Greek:Greek:

American: I am making sure he fulfills hisAmerican: I am making sure he fulfills his

contractcontract

Greek: He is asking for the reportGreek: He is asking for the report

Greek: It will ready tomorrowGreek: It will ready tomorrow

American:American:

Greek:Greek:

American:American:

(Both silently acknowledge that the report isnot ready)(Both silently acknowledge that the report isnot ready)

American: But we had agreed it would beAmerican: But we had agreed it would be

ready todayready today

Greek:Greek:

American: I must teach him to fulfill aAmerican: I must teach him to fulfill a

contractcontract

Greek: The stupid, incompetent boss! NotGreek: The stupid, incompetent boss! Not

only did he give me wrong orders, but heonly did he give me wrong orders, but he

does not even appreciate that I did a thirtydoes not even appreciate that I did a thirty--

day job in sixteen daysday job in sixteen days

(The Greek hands in his resignation. The American issurprised)(The Greek hands in his resignation. The American issurprised)

Greek:Greek: Greek: I cant work for such a manGreek: I cant work for such a man


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theways peoplein otherculturesthink andfeel:

VALUES:VALUES: a societys ideas about what is good ora societys ideas about what is good orbad, right or wrongbad, right or wrong

Values determine how individuals will probably respond inValues determine how individuals will probably respond inany given circumstances.any given circumstances.

Hofstedes Value DimensionsHofstedes Value Dimensions

framework for understanding how basic values underlieframework for understanding how basic values underlieorganizational behaviororganizational behavior

based on his research on more than 116,000 people in 50 countriesbased on his research on more than 116,000 people in 50 countries

samplesample -- IBMIBM


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Four value dimensions:Four value dimensions:

Power distancePower distance

Penerimaan masyarakat terhadap ketidakPenerimaan masyarakat terhadap ketidak--sederajadan.sederajadan.

Individualism vs CollectivismIndividualism vs Collectivism

Masyarakat individualis memiliki hubungan yang renggang, setiapMasyarakat individualis memiliki hubungan yang renggang, setiap

orang diharapkan untuk mengurus diri sendiri dan anggota keluargaorang diharapkan untuk mengurus diri sendiri dan anggota keluargainti. Masyarakat kolektivis memiliki hubungan yang erat, salinginti. Masyarakat kolektivis memiliki hubungan yang erat, salingmelindungi dan saling loyal.melindungi dan saling loyal.

Masculinity vs FemininityMasculinity vs Femininity

Pada masyarakat maskulin peran jenis dibedakan secara tegas,Pada masyarakat maskulin peran jenis dibedakan secara tegas,sedang pada masyarakat feminin perbedaan peran jenis kabur dansedang pada masyarakat feminin perbedaan peran jenis kabur danoverlap.overlap.

Uncertainty avoidanceUncertainty avoidance

Sejauh mana anggota masyarakat merasa terancam oleh situasiSejauh mana anggota masyarakat merasa terancam oleh situasi

yang tidak pasti dan belum pernah mengalamiyang tidak pasti dan belum pernah mengalami


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Four value dimensions:Four value dimensions:

PDPD IndvIndv MascMasc UAUA

MalaysiaMalaysia

Arab countriesArab countriesMexicoMexico

IndiaIndia

AustraliaAustralia

USUSUKUK

CanadaCanada

JapanJapan

MexicoMexicoGermanGerman

UKUK

GreeceGreece

JapanJapanFranceFrance

KoreaKorea

United KingdomUnited Kingdom

DenmarkDenmark

IsraelIsrael

AustriaAustria

JapanJapan

MexicoMexico

KoreaKorea

SingaporeSingapore

PortugalPortugal

ChinaChina

DenmarkDenmark

SwedenSweden

UKUK

IndiaIndia

DenmarkDenmark

SingaporeSingapore

LOW

HIGH


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Power distance di tempat kerjaPower distance di tempat kerja

Power Distance RendahPower Distance Rendah Power Distance TinggiPower Distance Tinggi Hirarkhi dalam organisasiHirarkhi dalam organisasi

menggambarkan ketidakmenggambarkan ketidak--

sederajatan dalam peran,sederajatan dalam peran,

disusun untuk memudahkandisusun untuk memudahkan

pelaksanaan tugas.pelaksanaan tugas. Desentralisasi sangat disukai.Desentralisasi sangat disukai.

Perbedaan gaji antara levelPerbedaan gaji antara level

atas dengan level bawah kecil.atas dengan level bawah kecil.

Bawahan mengharapkanBawahan mengharapkan

atasan berkonsultasiatasan berkonsultasikepadanya.kepadanya.

Atasan ideal adalah orangAtasan ideal adalah orang

yang demokratis dan tahuyang demokratis dan tahu

banyak hal.banyak hal.

Hirarkhi dalam organisasiHirarkhi dalam organisasi

menggambarkan ketidakmenggambarkan ketidak--

sederajadsederajad--an dalam semuaan dalam semua

sisi kehidupan.sisi kehidupan.

Sentralisasi sangat disukaiSentralisasi sangat disukai Perbedaan gaji antara levelPerbedaan gaji antara level

atas dengan level bawahatas dengan level bawah

besar.besar.

Bawahan mengharapkan agarBawahan mengharapkan agar

atasan memerintahkan apaatasan memerintahkan apayang harus dia lakukan.yang harus dia lakukan.

Atasan ideal adalah yangAtasan ideal adalah yang

kebapakan.kebapakan.


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Individualisme vs Kolektivisme di tempat kerjaIndividualisme vs Kolektivisme di tempat kerja

IndividualismeIndividualisme KolektivismeKolektivisme

Hubungan antara

perusahaan-karyawan atau

kantor-pegawai adalah

hubungan saling

menguntungkan. Penerimaan

karyawan/pegawai dan

promosi jabatan berdasar

pada kemampuan &

peraturan.

Manajemen adalah

manajemen individu.

Tugas lebih penting dari

hubungan.

Hubungan antara

perusahaan-karyawan atau

kantor-pegawai adalah

hubungan moral, seperti

hubungan keluarga. Penerimaan

karyawan/pegawai dan

promosi jabatan berdasar

pada hubungan pribadi.

Manajemen adalahmanajemen kelompok.

Hubungan lebih penting dari

tugas.


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Maskulinitas vs Femininitas di tempat kerjaMaskulinitas vs Femininitas di tempat kerja

FemininFeminin MaskulinMaskulin

Bekerja untuk hidup.

Manajer menggunakan intuisi

& berusaha mencari

konsensus. Menekankan keadilan,

solidaritas & kualitas

lingkungan kerja.

Konflik diselesaikan dengan

cara kompromi dan negosiasi.

Hidup untuk bekerja.

Manajer diharapkan untuk

mampu memutuskan &

asertif. Menekankan keadilan,

kompetisi dan kinerja.

Konflik diselesaikan dengan

cara bersengketa.


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Uncertainty Avoidance di tempat kerjaUncertainty Avoidance di tempat kerja

UA

rendahUA

rendah UA

tinggiUA

tinggi Tidak perlu peraturan kecuali

yang dibutuhkan.

Waktu adalah kerangka untuk

orientasi.

Merasa nyaman ketikasedang bermalas-malasan,

bekerja keras hanya bila

dibutuhkan.

Ketepatan kerja dan

ketepatan waktu harusdipelajari.

Toleran terhadap ide dan

perilaku yang berbeda dan

inovatif.

Agak tergila-gila pada

peraturan, meski andaikata

tidak akan dipatuhi.

Waktu adalah uang.

Ingin selalu sibuk, adadorongan dalam diri untuk

selalu bekerja keras.

Ketepatan kerja dan

ketepatan waktu merupakan

bawaan lahir.

Ide dan perilaku yang

berbeda tidak disukai, inovasi

dihambat.


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High vs. Low Context CulturesHigh vs. Low Context Cultures

Low context culturesLow context cultures

Communication in low context cultures depends onCommunication in low context cultures depends onexplicit written and verbal message.explicit written and verbal message.

Germany, Switzerland, the Scandinavian countries, USAGermany, Switzerland, the Scandinavian countries, USA

High context culturesHigh context cultures

communication in high context cultures depends not onlycommunication in high context cultures depends not onlyon the message itself but also on everything thaton the message itself but also on everything that

surrounds the explicit message, including nonverbalsurrounds the explicit message, including nonverbalmessagemessage

China, Korea, Japan, the Arab countriesChina, Korea, Japan, the Arab countries


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High vs. Low Context CulturesHigh vs. Low Context Cultures

High-Context

Establish social trust first

Value personal relations andgoodwill

Negotiations slow andritualistic

Chinese

Korean

Japanese

Vietnamese

Low-Context

Get down to business first

Value expertise and performance

Agreement by specific, legalistic

contract Negotiations as efficient as

possible

German

Swiss

Scandinavian North American


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Adding Context to International CommunicationAdding Context to International Communication

Communication context directly influences communicationCommunication context directly influences communicationstyle.style.

Several factors affect communication in context cultures:Several factors affect communication in context cultures:

Personal RelationshipPersonal Relationship

TimingTiming

Level of FormalityLevel of Formality

Body languageBody language

Eye contactEye contact Personal spacePersonal space

ClothingClothing


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Guidelines for Successful CrossGuidelines for Successful Cross--

Cultural CommunicationCultural Communication

Basic GuidelinesBasic Guidelines Review the Foundations and Principles of BusinessReview the Foundations and Principles of Business

CommunicationCommunication

receiver understanding, necessary receiver response, areceiver understanding, necessary receiver response, afavorable relationship, goodwill for organizationfavorable relationship, goodwill for organization

Analyze Your Own CultureAnalyze Your Own Culture

Develop the Ability to Be Open to and Accepting of OtherDevelop the Ability to Be Open to and Accepting of OtherCulturesCultures

Learn All You Can About the Other Culture and ApplyLearn All You Can About the Other Culture and ApplyWhat YouWhat You

Keep Your Message Short and Simple When Using WithKeep Your Message Short and Simple When Using WithMembers ofAnother CultureMembers ofAnother Culture


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Guidelines for Successful CrossGuidelines for Successful Cross--

Cultural Communication ContCultural Communication Cont

Basic Guidelines ContBasic Guidelines Cont Use Short, Simple Phrases and SentencesUse Short, Simple Phrases and Sentences

When Using an InterpreterWhen Using an Interpreter

Practice With Your InterpreterPractice With Your Interpreter

Select Only Translators Who Are Qualified toSelect Only Translators Who Are Qualified to

Translate the Type of Written Message You AreTranslate the Type of Written Message You Are

SendingSending Provide for Back Translation ofYour WrittenProvide for Back Translation ofYour Written

MessagesMessages


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MENGELOLA BERANEKA MACAM TENAGAMENGELOLA BERANEKA MACAM TENAGA

KERJA: PRAKTEK SAAT INIKERJA: PRAKTEK SAAT INI

Apakah perusahaan peduli dengan perbedaan?Apakah perusahaan peduli dengan perbedaan?

Apakah perbedaan merupakan agenda perusahaan pada saatApakah perbedaan merupakan agenda perusahaan pada saat

ini?ini?

Mengapa perusahaan ikut serta dalam upaya mengelolaMengapa perusahaan ikut serta dalam upaya mengelolaperbedaan (perbedaan (diversitymanagementeffortsdiversitymanagementefforts))

karena tekanan pemerintah (29%)karena tekanan pemerintah (29%)

kesadaran dari para manajer senior tentang pentingnyakesadaran dari para manajer senior tentang pentingnya

program manajemen perbedaan (program manajemen perbedaan (diversitymanagementdiversitymanagement

programsprograms) (95%)) (95%) diakui adanya kebutuhan untuk menarik dandiakui adanya kebutuhan untuk menarik dan

mempertahankan tenaga kerja trampil (90%)mempertahankan tenaga kerja trampil (90%)


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Apa yang dilakukan perusahaan saat iniApa yang dilakukan perusahaan saat ini

dengan adanya berbagai macam perbedaan?dengan adanya berbagai macam perbedaan?

Affirmative action plans (laws):Affirmative action plans (laws): legislation designedlegislation designed

to give employment opportunities to groups that haveto give employment opportunities to groups that have

been underrepresented in the workforce (e.g. women,been underrepresented in the workforce (e.g. women,

minorities)minorities)

Diversity management programs:Diversity management programs: programs inprograms in

which employees are thought to celebrate thewhich employees are thought to celebrate the

differences between people and in whichdifferences between people and in whichorganizations create supportive work environmentsorganizations create supportive work environments

for women and minoritiesfor women and minorities


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Apa yang dilakukan perusahaan untukApa yang dilakukan perusahaan untuk

memelihara perbedaan tenaga kerja?memelihara perbedaan tenaga kerja?

promoting policies that discourage sexualpromoting policies that discourage sexual

harassment (93%)harassment (93%)

providing physical access for employees withproviding physical access for employees with

physical disabilities (76%)physical disabilities (76%)

offering flexible work schedules (66%)offering flexible work schedules (66%)

allowing days for religious holidays (58%)allowing days for religious holidays (58%)

offering parental leaves (57%)offering parental leaves (57%)


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Berbagai macam program manajemenBerbagai macam program manajemenperbedaan (perbedaan (diversity management programsdiversity management programs))

AwarenessAwareness--Based Diversity TrainingBased Diversity Training a type of diversity management program to make people more aware ofa type of diversity management program to make people more aware of

diversity issues in the workplace and get them to recognize the underlyingdiversity issues in the workplace and get them to recognize the underlyingassumptions they make about peopleassumptions they make about people

increase knowledge, awareness, and sensitivityincrease knowledge, awareness, and sensitivity

challenge existing assumptionschallenge existing assumptions

eliminate stereotypeseliminate stereotypes

SkillsSkills--Based Diversity TrainingBased Diversity Training an approach to diversity management that develop peoples skills inan approach to diversity management that develop peoples skills in

managing diversitymanaging diversity

Cross cultural understanding, intercultural communication,Cross cultural understanding, intercultural communication,facilitation skills, flexibility and adaptabilityfacilitation skills, flexibility and adaptability

Kedua pendekatan pelatihan tersebut memiliki tujuan jangkaKedua pendekatan pelatihan tersebut memiliki tujuan jangkapanjang yang sama: berusaha keras untuk membuat interaksipanjang yang sama: berusaha keras untuk membuat interaksiantara kelompok yang berbedaantara kelompok yang berbeda--beda menjadi lebih mudahbeda menjadi lebih mudah

dan lebih efektifdan lebih efektif


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Diversity Management: Two MajorDiversity Management: Two Major

Approaches to TrainingApproaches to TrainingAwareness-Based

Diversity TrainingSkills-Based

Diversity Training

increase knowledge,

awareness, and sensitivity

challenge existing

assumptions

eliminate stereotypes

develop new diversity

skills

strengthen current

diversity skills

Improved quality ofinteraction with people

from diverse groups

Levels of morale, productivity, and creativity are

raised

Organizations

competitive

position is

enhanced


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Fakta: Diversity is good businessFakta: Diversity is good business

Pedoman untuk suksesPedoman untuk sukses

Actively pursue the best people

Actively pursue the best people

Make sure that people accepted andMake sure that people accepted and

fit infit in

Educate everyoneEducate everyone

Assess how youre doing

Assess how youre doing

Pay attention to detailsPay attention to details

Plan for the futurePlan for the future

Diversity management pada umumnyaDiversity management pada umumnya

efektifefektif


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Menghindari kesulitan dalam mengelolaMenghindari kesulitan dalam mengelola

perbedaanperbedaan ((diversity managementdiversity management))

1.1. Focuson a rangeof differences between peopleFocuson a rangeof differences between people

notstereotypesnotstereotypes

2.2. Managersshouldnot treatsomeone asspecialManagersshouldnot treatsomeone asspecial

becauses/he is a memberof a certaingroupbecauses/he is a memberof a certaingroup

3.3. Managingdiversity requires totalmanagementManagingdiversity requires totalmanagement

supportsupport

Documents

12-Communication Culture Gap