Royal Court Affairs Muscat

 

Royal Court Affairs is an evaluation system that is made electronically and it is run for purposes of reviewing job applications that are short-listing and then to evaluate them by using the technology of SMS in addition to the usage of mediator programs.  

Applicants can apply for the different jobs and vacancies related to the Royal Court Affairs through sending SMS messages using their MoMP (Ministry of Manpower) registration code (a database containing citizens’ CV details and the job code based on the chosen job and vacancy they want to apply for. There is a mediator system that is used for matching the details of the applicants with the requirements of the jobs from the applicants' MoMP to the RCA recruitment office.    

If the applicants got a successful match, the candidate is then short-listed. If the candidate fails to satisfy the needed requirements, then his application is rejected and an SMS is sent with valid rejection grounds to him. When the candidate matches all the requirements and satisfies them, he receives an SMS that includes registration number as well as congratulatory message. The whole process very fast, efficient and effective, naturally it only takes from 5-10 seconds from receipt of the SMS to the response.

The Recruitment process that is done via the system of  SMS Applications system related to the Royal Court Affairs (RCA) This effective solution uses the modern technology of mobiles added to an integrated system between each of the RCA as well as the Ministry of Manpower for the purposes of  enabling the citizens of Oman to apply for different job advertisements through sending an SMS and then to receive the first response in time that doesn't exceed seconds. The new system was able to reduce the process cycle time to 5-10 seconds in addition to bringing down the processing cost to be only 10Baiza through different automated sorting of applications. Another solution was added to this is the solution that also helps the Ministry of Manpower to get high information accuracy and to promote high effective transparency in the process of recruitment, ensuring equal opportunities for all people. This innovative new modern solution has won the prestigious World Summit Award in the e Government category in 2009. It also was able to win the best e Content in the Arab region in the e Government category at the Bahrain International e Government Forum 2009 under the WSA program.

https://www.worldsummitawards.org/winner/royal-court-affairs-mobile-recruitment/

 

Royal Court Affairs Salalah

Royal Court Affairs Salalah is a branch of the Muscat headquarters, it has many different duties and shares many local activities in the Omani Salalah communities. It tries to engage the local community in its activities in keeping the historical and social history of Oman in order to keep the natural and historical artifacts. It also shares in employing different numbers of the Omani youth in order to stop unemployment. It has many national projects that are based on protecting the historical records of Oman. It adopts many construction projects with the help of different companies inside and outside Oman.

It also provides ministers and dignitaries much interest and improved facilities for creating internationally recognized and distinguished structure for the Omani government. It shares in large construction projects in the world with the help of many international companies. Work is done in Oman and shipped to many areas in the world.

It also provides different training programs on many issues such as programs of team work management, leadership and planning. This is done with the help of many organizations such as Directorate General of Planning and Human Resources Development at Royal Court Affairs (RCA). It tries to train participants on evaluating teamwork management and taking different management roles.

Participants in these training programs may be directors, department heads, supervisors, team leaders, employees, those nominated for higher positions and the likes in the RCA. They are able to discuss different factors that affect the performance of teams either positively or negatively. This can be like development stages, tasks of choosing members, evaluating employees' performance, methods of evaluation, principles, means and their objectives.  All participants in such training programs are usually given certificates of participation. 

Royal Court Affairs Salalah adopts many projects related to the youth in the local community such as training them on different skills and experiences in order to be ready for being recruited in the different projects related to the RCA. They are also engaged in cooperative activities and charity activities in Oman that can help them know about people and their needs in Salalah and how to meet their needs.

The RCA Salalah also presents consultant services for people who are going to make new projects in the city, they can be advised regarding what they need and what facilities they can be helped by the RCA. There is also a development management strategy for different public projects in Oman such as the different governmental projects applied by the government in Salalah and other cities and areas in Oman.    

Leading and Managing People in Dalem Petroface Company

 

Introduction

Today's business environment has made it very necessary to focus on different business strategies that can improve the business performance such as employee engagement as employee engagement has been investigated and supported by many studies that prove its effectiveness in providing better business outcomes. When business organization apply new changes, they have to encourage employees to provide new and innovated ideas that help the organization apply these new changes and then engagement becomes very important and necessary so it is needed to apply certain engagement strategies and framework to make it effe3ctive and profitable. The current report is providing a discussion for how business organizations can apply the engagement strategies on different levels and how they can measure employees engagement and improve it. This is based on a study of Dalem Petroface Company and how the organization leadership deals with engagement to improve its performance as well as that of employees. This is done through a critical analysis for the relevant literature, theories and frameworks in addition to a discussion for the used strategies in the organization. The report also presents some recommendations for the organization to improve employee engagement. (Walker, 2016)

Literature Review

Many authors have discussed employee engagement, Markos and Sridevi, (2010) discussed it deeply and explained that employee engagement can be a mixture of both feelings and actions of employees who have emotional state towards the tasks they have to do and a business application for such tasks. Employee engagement is explained by them as a way to make employees more motivated towards the work they do through focusing on their behavioral actions and help them apply the tasks for maintaining better work outcomes. Employees engagement as discussed by Adjovu and Kaliannan, (2015) can involve different concepts and strategies that enhance it such as motivation, training, job satisfaction and communication, they mentioned that there should be a relationship between employees emotional attachment and their positive commitment in the workplace in order to get better performance and better results then. They also referred to the organizational goals set by leaders who apply employee engagement as those leaders look forward to having better profits and better relationships with customers when they have well engaged employees who are able to work effectively and be flexible with different local and international changes related to the business.

According to AlMehrzi and Singh, (2016) employees who are better engaged in the work are easier to be retained by the business leadership and they are more effective in presenting the required tasks needed by them, they are also more enthusiastic regarding training and finding new business techniques to achieve their tasks. They say that employees are in need for engagement to be better. Yet other authors such as Smith and Markwick, (2009) referred that motivation should be aligned with engagement in order to maintain and retain employees as even if the employees are engaged and they are not motivated, engagement can't retain them and make them part of the organization. This means that there should be some basic strategies that accompany engagement in order to make it more effective and applicable. Dajani, (2015) confirmed on that adding that the organization's bottom-line profit can be improved through enhancing engagement that can ensure employees' satisfaction when it is accompanied with motivation and other different important factors.

Roy and Siddhanta, (2010) referred to the relationship between organizational leadership and employee engagement as they asserted that the organization's productivity can be either improved or reduced based on the nature of this relationship, they explained that when this relationship is positive, production improves and vice versa. This was also confirmed by Mehrzi and Singh, (2016) who added that leadership should put this into consideration when applying change and choosing a new leadership style. Their study was based on a case in the UAE that shows that the public sector lacks the effective strategies for employee engagement and then there is no real engagement in the organization but low percentages that don't present the expected better results. They confirmed that there should be basic lines for being followed when engaging employees in addition to models and frameworks that are evidence based for improving the employee performance and hence the organizational performance. They discussed how far communication between employees and managers can enhance the engagement and encourage employee be more motivated to share in the variety of engagement activities and tasks such as team work tasks and group work or workshops.

Regarding the frameworks and models that should be used when engagement is applied, literature has mentioned many of them, example is the social exchange theory discussed by  Taran et al, (2017) as they presented it to focus on employees' behavior when engaging them as many of them is not following the organizational goals and behaviors so they have to be engaged at first with the organizational values, behaviors and goals and work hard to apply them, they discussed how leaders should focus on employees' social behaviors and using it to reduce the expenses exerted for engaging employees. This was also discussed by Arpitha and Sa, (2015) whose study discussed and presented a framework for employee engagement that is based on considering the employee engagement the dependent variable and motivating employees is the mediator whereas organizational culture and teamwork is the independent variable and then applying this on the organizational change and the engagement activities associating it. They referred to the need for measurement tools to measure the levels of engagement and how far they are applied within the organization and its work environment with the purposes of achieving better organizational performance.

Discussion

In Daelim Petroface Company, the organization applies different business strategies to ensure effective employee engagement, they also choose effective leaders who are able to maintain change with the help of employees through a general engagement based organizational culture. Communication and open discussions are well applied with employees and cooperation is considered basic tool for engaging employees. The organization seeks for improving its individual and organizational performance in order to have better business outcomes and improve relationship with customers in addition to providing better services. This is applied through raising employees morale and self-confidence by a system of rewards that encourage them to compete and present the best of each employee and group of employees or team works. Training employees and empowering them are helpful factors that help leadership apply engagement in its best way and form because motivated employees are encouraged to be engaged and they are having better ambitions and dreams for better career opportunities. The company focuses on raised values for communication and team work in order to help employees regard engagement as useful for themselves at first and then to the organization that they are part of it. The company considers employee engagement as investment strategy that focuses on human resources to improve their performance and then the organizational performance. There are different leadership styles that are applicable for change according to the market and organizational needs and demands of employees as well. The organization is keen on developing its human resources so it prepares a wide range of training programs that develop employees' skills and experiences in addition for special programs for talented employees and those who have educational ambitions. The training programs are based on training employees both locally and globally in order to satisfy their business needs and make them have better citizenship behavior in the organization. The reward system aims at raising employees' morale and helping them engage better and participate in the different activities related to engagement. There are different tasks and missions that are done within teams and groups and the organization has its own framework that applies engagement in a very advanced method that is based on both practice and research in addition to the studying of others experiences locally and internationally. (Swell et al, 2015)  

Conclusion and Recommendations

In conclusion, employee engagement is highly required for improving the organizational performance and it is necessary for maintaining better business outcomes in any business organization that is aware of its importance. Employee engagement is both feeling and action to specific tasks within the work environment. Employees have to be encouraged to be engaged through specific engagement strategies such as team work and communication with managers in order to feel and perform better. Daelim Petrofac Company uses different frameworks and models for applying engagement and helping employees be better performing. There should be some recommendations and advice for the company to reach higher levels of success in the future related to engagement of its employees:

-Applying certain models and frameworks for engaging employees that are really tried and showed effectiveness.

-Replacing its reward system with a better empowering and compensation system.

-Empowering employees and making the business and career future clear for them.

-Making open discussion sessions with employees from different cultural backgrounds in order to reduce any cultural diversity problems that may hinder engagement.

-Setting higher training programs for managers and leaders as well as employees as managers are in need for realizing new techniques and strategies for employee engagement.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

1.      Adjovu, S Kaliannan, M. (2015). 'Effective employee engagement and organizational success: a case study.' Elsevier.  Procedia - Social and Behavioral Sciences 172 ( 2015 ) 161 – 168

2.      AlMehrzi, N. Singh, S. (2016). 'Competing through employee engagement: a proposed framework.'   International Journal of Productivity and Performance Management, Vol. 65 Issue: 6, pp.831-843, https://doi.org/10.1108/IJPPM-02-2016-0037

3.      Dajani, M. (2015). ' The Impact of Employee Engagement on Job Performance and Organisational Commitment in the Egyptian Banking Sector.' Journal of Business and Management Sciences, 2015, Vol. 3, No. 5, 138-147 Available online at http://pubs.sciepub.com/jbms/3/5/1 © Science and Education Publishing DOI:10.12691/jbms-3-5-1

4.      Markos, S. Sridevi, S. (2010). 'Employee Engagement: The Key to Improving Performance.' International Journal of Business and Management.

5.      Roy, D. Siddhanta, A. (2010). 'Employee Engagement: Engagement 21st Century Workforce.'  Asian Journal of Management Research. http://ipublishing.co.in/ajmrvol1no1/sped12011/AJMRSP1015.pdf

6.      Taran, B. Laura, C. Shuck, M. Gutierrez, C. Baralt, S. (2017). 'The Role of Leadership Style in Employee Engagement.' http://digitalcommons.fiu.edu/cgi/viewcontent.cgi?article=1143&context=sferc

7.      Sa, B. Arpitha, S. (2015). ' A Study Effectiveness of Employee Engagement in Automobile Industry.' International Journal of Economics & ISSN: 2162-6359 Management Sciences. https://www.omicsonline.org/open-access/a-study-effectiveness-of-employee-engagement-in-automobile-industry-2162-6359-1000295.pdf

8.      Smith, G. Markwick, C. (2009). 'Employee Engagement: A Current Thinking.' http://www.employment-studies.co.uk/system/files/resources/files/469.pdf

9.      Sonia Taneja, Scott S. Sewell, Randall Y. Odom, (2015) "A culture of employee engagement: a strategic perspective for global managers", Journal of Business Strategy, Vol. 36 Issue: 3, pp.46-56, https://doi.org/10.1108/JBS-06-2014-0062

10.  Walker, T. (2016). ' Strategies for Increasing Employee Engagement in the Service Industry.' http://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=4007&context=dissertations

 

Culture as a tool for social construct

 

Introduction

In   today’s global economy, working with people from different cultures is   becoming the norm.  Although this   brings many rewards it also introduces challenges for both workers and   management alike.  All managers know that   motivating their staff is the key to a successful business. To do this, they   must understand what drives their staff.    But what if their staff, seem to think and behave in unexpected ways?   This can happen when people from very different cultures work together.  Organizations are beginning to realize the   importance of training their managers to become inter-culturally competent in   order to ensure their staff continue to be motivated and productive.  The current paper is discussing how cultures influence working styles, it also discusses different management styles and their relations to managing across cultures and the importance of training managers to become inter-culturally competent.

Discussion

According to Kittler, Rygl and Mackinnon, (2011) Culture is a very important tools in the social construct and this makes it a powerful issue in business organizations due to the increasing cultural diverse and the high multicultural workforce. In a work environment that is full of cultural diversity, there should be high intense management for such working across cultures in order to make good use of the diversity of cultures within the work environment and find good effective solutions for the challenges facing managers in this regard. According to Massingham, (2005) working in a work environment that is multicultural can influence the work and the working style due to the different challenges found in such environment, this can be resulting from the different communication patterns of employees as this can cause misunderstanding and then fights and problems. This then can lead to failure of the business and loss. This was confirmed by Owens, (2000) the conflicts in a multicultural work environment can be caused due to different languages used or due to differences in religions and tradition. He also asserted the important of understanding the way different cultures can affect the working styles and managing them by effective leaders.     

Many authors have discussed how cultures influence working styles such as Matic, (2008) as he referred to the cultural differences in employee work values and how they affect the work flow and as a result the working styles, he referred to cross cultural understanding by management and realizing the different cultural dimensions related to the workforce in order to unify a language for communication. He explained that it is important to determine each culture work values in the work environment as low understanding of those values can cause stress on the job and lead to low working relationships among employees and each other as well as with their managers. These passive relationships decrease communication and then result in low achievement and affect the company's decision making process as there is low agreement on the way decisions are made.

 In management, there can be cross cultural differences based on the cultural diversity in the work place. There should be specific management styles that can be effective in dealing with conflicts related to cultural differences within the work environment. According to Kawar, (2012) in multinational corporations, there are many cross cultural differences that need to be regarded by management and management styles can be changed based on the way these differences affect the work. Management style used in a business organization should be chosen based on deep analysis for the different cultures and cultural background of employees in the work environment, the manager should understand how individuals and employees are regarded in their cultures first and then to study the power distance in each culture and how managers can deal with employees from this perspective. Issues such as masculinity should be realized. The management style should be that one focuses on the intercultural communication between employees, for example, when there are different languages used with employees, managers can choose one specific language such as English in order to avoid miscommunication and misunderstanding. Religion and politics issues shouldn't be discussed within the work environment. The influence left by cultural diversity in the business organization can be positive according to Wilson, (2005) as this can increase the competition within the workplace and employees and make them motivated to prove everyone is good at different skills and experiences. Then cooperation and team work should be well applied in order to avoid conflicts and stress resulting from such competition.  

Management styles should focus on the model of culture in the business organization such as the time focus and time orientation, space and power, structure and communication and action and competition concepts in different cultures existed within the organization. (Kawar, 2012) According to () it is good to apply openness management styles in corporations that include different cultural backgrounds as these styles can make managers more flexible with employees, understand differences in reactions and communication styles and can enable them to alter between motivation techniques with different employees from different cultural backgrounds. This was mentioned by Gallant, (2013) who also asserted the need to realize differences in multicultural corporations such as issues of individualism versus collectivism as in some cultures the group work is preferred then individual work while not in others, another issue is the power distance and how power is managed within the organization, the uncertainty avoidance is also important as management has to deal with changes either as challenges or as normal events. Masculinity versus femininity is also another important issue that has to be managed by the specified management styles as in some cultures there is no focus on such difference and equality in sex is stressed.   

To become intercultural competent, a manager of a business organization that is of different employees from different cultures is in need for training. According to Bell et al, (2006) managers are the most important people in the business organization who need training on dealing with different multicultural employees as they can make communication easier, find solutions for the problems resulting from the misunderstanding of others' cultural details. Many authors have discussed how to train managers to deal with cultural diversity and according to Hunt, (2007) managers can join training programs that focus on how to manage cultural diversity in the workplace and how to use it for motivating employees and improving their performance in the workplace. Patrick and Kumar, (2012) discussed the challenges that managers face in a workplace that has cultural diversity and referred to the need for training managers to deal with this in the individual and organizational levels, they explained that managers have to understand all about the different cultures existed in the workplace such as lifestyles, traditions, social status, languages, religions and other related issues that may cause problems in the workplace. They are also in need for learning new communication techniques such as presentations, writing reports, holding meetings and making open discussions with employees. They referred to the CEO diversity communication process model that focus on techniques of encoding and decoding and the effect of them on employees' behaviors, they can be focused on via communication in order to help employees use one unique language as cross cultural communication can be helpful in this regard. Managers can hold meetings with all employees from different cultures and make them each present a culture and all details about it as this makes other employee understand the different ideas and means of communication related to the different cultures. They confirmed that a strong diversity communication program can focus on training managers through main steps that can include having a good communication framework, choosing a suitable leadership style, recognizing managers' role in managing cultural diversity, designing informational and transformational programs, using different media tools to make employees more understanding for each other and using diversity as a business strategy. Training the managers can help them motivate different employees from different cultures to communicate together and understand the differences in cultures as managers can realize the different needs of employees and try to make them closer and more confident by having full realization and awareness of others' cultures and how to respect them and deal with differences in cultures.         

Conclusion

 

 

 

 

 

 

 

 

 

 

References

1.      Bell, R. Falls, T. Tilloston, G. Thibeaux, S. (2006). 'The Imposition of Diversity- Training through Top Down Management Communication.' Journal of Diversity Management-2006. Volume1, Numb2. 

2.      Gallant, M. (2013). 'The Business of Culture: How Culture Affects Management Around the World.' http://www.halogensoftware.com/blog/the-business-of-culture-how-culture-affects-management-around-the-world

3.      Hunt, B. (2007). 'Managing Equality and Cultural Diversity in the Health Workforce.' NCBI. United States National Library of Medicine National Institutes of Health. 

4.      Kawar, T. (2012). 'Cross Cultural Differences in Management.' International Journal of Business and Social Science Vol. 3 No. 6; [Special Issue -March 2012]

5.      Kittler, M. Rygl, D. Mackinnon, A. (2011). "Beyond culture or beyondcontrol? Reviewing the use of Hall’s high-/low-context concept." International Journal of Cross Cultural Management

6.      Kogler, M. Gröschke, D. Podsiadlowsk, A. Zee, K. Springer, C. (2013). ' Managing a culturally diverse workforce: Diversity perspectives.' International Journal of Intercultural Relations in organizations

7.      Kumar, V. Patrick, H. (2012). 'Managing Workplace Diversity: Issues and Challenges.' SAGE. http://journals.sagepub.com/doi/pdf/10.1177/2158244012444615

8.      Massingham, P. (2005). 'Managing across Cultures in a Big Four Consulting Firm.' University of Wollongong Research Online. http://ro.uow.edu.au/cgi/viewcontent.cgi?article=2630&context=commpapers

9.      Matic, J. (2008). 'Cultural Differences in Employee Work Values and their Implications for Management.' The American College of Management and Technology.

10.  Owens, M. (2000) "Management across Cultures: Insights from Fiction and Practice", International Journal of Manpower, Vol. 21 Issue: 2, pp.141-147, https://doi.org/10.1108/ijm.2000.21.2.141.2

11.  Symen, A. (2006). ' The cultural diversity phenomenon in organisations and different approaches for effective cultural diversity management:a literary review.' http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.503.4626&rep=rep1&type=pdf

12.  Wilson, J. (2005). Human Resource Development: Learning & Training for Individuals & Organizations. Kogan Page Publishers.

 

Globalization and Internationalization as Means of Enlarging the Business

 

Introduction

The new business world has been focusing on globalization and internationalization as means of enlarging the business and achieving more success, this lead to business environments that is including people from different cultures around the world. Multicultural business environments may present challenges and problems that managers face in the workplace. Mangers who manage across cultures are in need for high awareness for the needs of people from different cultures and how to communicate with them, motivate them and encourage them to communicate with each other better in the workplace. Many business organizations today are realizing the importance of training the managers to make the best of employees from different cultural backgrounds and making them able to choose the most suitable leadership style that can make communication better within a multicultural business environment. The current paper is discussing managing across cultural environments and workplaces. It also tries to analyze how managers can choose a suitable leadership style for facing the conflicts resulting from cultural diversity in the business organization. It also investigates how managers can be trained to do this task effectively. 

Discussion

Many authors have discussed cultural diversity in the workplace, Panda, (2010) referred to cultures existence in the workplace as a good merit that managers should make use of it and consider it as encouraging factor for employees to be motivated and urged for work. He explained that managers should have strategies for the organizational success especially when there is cultural diversity as there can be differences in the customs, traditions, religions, behaviors of employees and other related issues. This means that there should be a type of mutual understanding for these differences by managers who should focus on confidence building, enhanced relationships and counseling opportunities. Neves and Mele, (2013) discussed cultural diversity with reference to the influence it leaves on the work environment and confirmed that it can be either positive or negative based on the way management is dealing with the cultural diversity as in some organization, it can cause much stress, conflicts and misunderstanding as a result of lack of awareness and communication between employees. These conflicts and stress can reduce the efficiency of the work and lead employees to low employees' performance and when they are well managed and controlled by a good manager, the employees can present their best in cooperation with people without consideration to their cultural backgrounds.

Related to the influence left by culture over the different working styles, there are many views such as those of Mazur, (2010) who discussed the difference in the performance of employees based on their cultures as the time used in doing tasks, ways of thinking, reactions and systematic methods, it is apparent that people react in different ways and culture has a role in this regard as culture dimensions such as time management and adequacy for example may differ from a culture to another and here appears the role of the manager who can set rules for all employees to follow at the beginning of their work without regard to their past work in their countries. Vangen and Winchester, (2013) Mentioned another influence is the communication influence as for example, languages may lead to time waste and misunderstanding so the manger can for example suggest using English in meetings or Arabic or any other one language that can be used by all employees freely. Another influence is a good one which is the high competition that occurs among employees as each employee can try to show that he comes from a culture that respects time and work and the manager here should use motivation techniques that can raise cooperation and enthusiasm with employees. 

According to Leveson, (2009) cross cultural conflicts that occur in business organizations result from the differences in values, traditions, systems and values as they may affect the way employees do the different tasks assigned to them. Management style can affect the way things are done in the business organization, a manager can choose a more flexible management style in order to manage conflicts and specify more time for communication with employees and making them more cooperated and communicating with each other and with their managers. Hunt, (2007) also discussed the management style and how it can be very helpful in managing conflicts and reducing stress resulting from the cultural diversity in the workplace, he referred to the need for applying management styles that include intensive analysis for the work styles employees follow and their relation to the cultures they are belonging to and how to make them more flexible in working according to the organizational goals. The management of the business organization should choose a suitable management style that can help in solving problems related to cultural diversity or any delays caused by it. According to Bell et al, (2006) when a manager chooses a management style, he has to choose that one that focuses on intercultural communication with employees and should regard issues related to cultures such as masculinity and feminism and how they are regarded in employees' cultures as equality should be applied and employees accept this in order to be cooperative but in some cultures masculinity is preferred in management for example. Another issue that should be considered in management style is legislations and state requirements as employees should be aware of the laws and differences in rules and legislations in the country they are working in and their home countries. Another important issue management style should focus on is identifying goals for diversity and creating changes that can achieve them such as gaining more knowledge about global business systems and finding techniques for applying best practices within such work environment such as different team work activities and cooperative projects where all employees have to cooperate and share information with each other.    

As discussed  by Kawar, (2012) A manager should chose a management style that can properly deal with issues related to cultures and this can be by choosing specific frameworks and models to deal with management systems related to space and power, action and competition, structure and communication and others. He also stated that openness is highly needed in the management styles that deal with work environments with different cultural backgrounds as openness can provide a bigger space for communication and can motivate employees and make them closer to each other and to their managers. Gallant, (2013) confirmed this and added that there are other issues such as individualism versus collectivism and power distance that need to be well tackled by a manager in a workplace that is full of different people from different cultural backgrounds. He added that this depends on the flexibility of the chosen management style and if it is able to apply changes or not. 

According to Kumar and Patrick, (2012) managers should be trained on dealing with different issues related to cultural diversity in their business organizations, they have to be part of different training courses and programs with the aim of improving their performance and then the performance of employees. Managers are in need for being able to face the different challenges that face them during working in a work environment that is full of different cultural backgrounds. Change and deep analysis can be tools that are used by managers to solve and face the problems relevant to cultural diversity in the working place, this can be given to managers in specific workshops and frameworks that are helping them communicate better with employees, engage them better and being able to make open discussions with them to realize their needs and motivate them and make it clear for all employees that equality and fairness are emphasized by management. They referred to certain diversity communication programs can train managers on accepting others and their cultures and as a result being able to make all employees accept each other and stop considering issues such as language, race, religion and customs in dealing with other employees, this can help make the business flow better and can solve different problems related with culture in the workplace which improves the employees' performance and then profitability. 

Conclusion

In conclusion, it is important to focus on the influence left by cultural diversity within a business environment and that it can be either positive or negative and this is all depending on the management style followed and the way culture is regarded by a manager. A manager should choose a suitable management style that can be effective in making communication better between employees and their mangers or their colleagues from different cultures. The good management style can be flexible enough to create new communication methods and apply certain models and frameworks for ensuring equality among employees. Managers should be trained in order to face different challenges that may result from cultural diversity in the workplace and to be able to find creative methods for communication with employees from different cultures.

 

 

 

 

 

 

References

1. Bell, R. Falls, T. Tilloston, G. Thibeaux, S. (2006). 'The Imposition of Diversity- Training through Top Down Management Communication.' Journal of Diversity Management-2006. Volume1, Numb2. 

2.         Gallant, M. (2013). 'The Business of Culture: How Culture Affects Management Around the World.' http://www.halogensoftware.com/blog/the-business-of-culture-how-culture-affects-management-around-the-world.

3.         Hunt, B. (2007). 'Managing Equality and Cultural Diversity in the Health Workforce.' NCBI. United States National Library of Medicine National Institutes of Health. 

4.         Kawar, T. (2012). 'Cross Cultural Differences in Management.' International Journal of Business and Social Science Vol. 3 No. 6; [Special Issue -March 2012]

5.         Kumar, V. Patrick, H. (2012). 'Managing Workplace Diversity: Issues and Challenges.' SAGE. http://journals.sagepub.com/doi/pdf/10.1177/2158244012444615

6. Lynne Leveson, Therese A. Joiner, Steve Bakalis, (2009) "Managing cultural diversity and perceived organizational support: Evidence from Australia", International Journal of Manpower, Vol. 30 Issue: 4, pp.377-392, https://doi.org/10.1108/01437720910973061

7. Mazur, B. (2010). 'Cultural Diversity in Organizational Theory and Practice.' Journal of Intercultural Management Vol 2. No 2.

8. Neves, J. Mele, D. (2013). ' Managing Ethically Cultural Diversity: Learning from Thomas Aquinas.' Journal of Business Ethics. https://link.springer.com/article/10.1007/s10551-013-1820-1

9. Panda, S. (2010). 'Managing Cultural Diversity Strategies for Organizational Success.' Journal of Contemporary Research in Management. 

10. Vangen, S. Winchester, N. (2013). ' MANAGING CULTURAL DIVERSITY IN COLLABORATIONS: A FOCUS ON MANAGEMENT TENSIONS.' http://oro.open.ac.uk/34810/1/Managing%20cultural%20diversity.pdf