Although cultural diversity is fundamental in ensuring a firm’s success, there are a few issues that derail managers from embracing it, hence, at the end of it all, they fail to harness the advantages connected to having a workforce that is culturally diverse (Lančarič et al., 2015).
Some of the of the most fundamental factors that might prevent managers from embracing cultural diversity include the cost related to ensuring diversity is beneficial, conflict related to diversity and the time-related factor required for harmony between different cultures to be achieved in an organization. Conflict is a significant issue related to a culturally diverse workforce. Due to the differences between the various individuals, it is often difficult to bring together all the related variables in a way that all the employees appreciate each other regardless of their differences. Cost versus benefit related to diversity is another issue that managers have to consider before embracing a diverse workforce. In the situation that the cost will be more than the benefits, such leaders might be blind to diversity. Also, the time required to harmonize all the cultures and make them beneficial to the organization in question might make managers blind to cultural diversity (Lančarič et al., 2015).
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To decrease manager’s work-related cultural blindness, there is a need for managers to enlighten themselves about the advantages related to such diversity well as how they could incorporate diversity in their organizations in a beneficial manner. They should also seek to learn from players in their market segment who have been able to utilize diversity to their advantage. Another related issue is embracing change. As leaders, managers should always be flexible enough to embrace change, especially that influenced by the diversity of the workforce. With the above, they will be able to harness the benefits connected to cultural diversity.
References
Lančarič, D., Chebeň, J., & Savov, R. (2015). Factors influencing the implementation of diversity management in business organisations in a transition economy. The case of Slovakia. Economic research-Ekonomska istraživanja , 28 (1), 1162-1184.
