Diversity Training in Organizations

Diversity training is an area of growing interest within organizations. As organizations and society become more culturally diverse, there is a need to provide training across all hierarchical levels to make individuals more aware of and sensitized to elements of difference. Managing and valuing diversity is becoming increasingly important to delivering higher levels of performance and creativity, enhancing problem solving and decision-making, and gaining cultural insights into domestic and overseas markets. As facilitators of diversity training, line managers are increasingly tasked with the important role of equipping employees with the skills and competencies to work effectively in diverse multicultural teams. Consequently, this chapter looks at the mechanics of how diversity is discussed and delivered in organizations. It explores the necessity of diversity training in safeguarding and respecting individual identity and in fostering more welcoming inclusive workplaces.

Leveraging Workforce Diversity and Team Development

In this broadening landscape of business, corporations are encouraged to develop global leaders. “Changes in workforce demographics resulting from globalization, combined with the rising popularity of team-based management techniques, have resulted in a practical concern with the management of multicultural groups” (Thomas, 1999, p. 242). Organizations are challenged to implement a comprehensive approach to global development that encompasses different cultural perspectives. This chapter proposes to utilize team-based learning within a cross-cultural work-group. The use of a collaborative approach supports the social dimensions of learning and can exhibit greater productivity for individuals. According to Jonassen, Strobel, and Lee (2006) as cited by Schaffer, Lei, and Paulino (2008), “Knowledge exists not only in the heads of learners, but also in the conversations and social relations among collaborators” (p. 144). This chapter will emphasize the importance of collaborative team-based work groups among diverse settings. First, the authors will discuss the factors of diverse teams and identify the stages of group development focusing on Tuckman’s Model. In addition, Gert Hofstede’s cultural dimension will be addressed. Finally, organizational contexts that impact the performance of diverse teams such will be explored.

Leadership in Globally Distributed Virtual Teams

The purpose of this chapter is to introduce readers to various factors that can affect the management of international virtual teams. In examining this topic, the authors provide an overview of what each factor is, note how each factor can create problems in international virtual teams, and explain how effective management—or informed approaches to managing such teams—can help mitigate such challenges. The authors also provide readers/managers with foundational strategies that can facilitate the sharing of information and the creation of trust in international virtual teams.

Icon Metaphors for Global Cultures

Developing icons has always been challenging, from the first appearance of icons on desktop computers to the current day mobile and tablet platforms. Many of the same challenges apply when designing icons for global enterprise software. Icons can easily be misinterpreted when the designer and user have differing cultural backgrounds. The purpose of this chapter is to demonstrate the various cultural implications of icon interpretations and misinterpretations by users in various regions around the world. The authors conducted several studies to understand the roles cultures play when icons are viewed and interpreted by users. By deploying global surveys and conducting focus groups with users from around the world, they collected data to help them understand some of the variations in understanding and interpretations of icons. The authors also looked into various cultures that might find certain icons culturally insensitive or even offensive. After extensive research, they found that some of their initial assumptions regarding taboos and cultural standards were skewed by antiquated research, and now, their more recent research data shows that there is a more accepting global view of iconic metaphors and graphical imagery.

Linguistic and Cultural Skills for Communication in Global Workplaces of the 21st Century

This chapter examines issues in intercultural communication in regard to the use of English as a global language in the workplace of the 21st century. The findings that emerged from data gathered in two multinational companies inform discussion about the sort of communication skills that workers will require in the global workplace. A case study with an Australian undergraduate class served to examine whether the skills identified in multinational workplaces are, in fact, being developed in graduates. Based on all the above, the author has developed a four dimensional model comprising the intercultural communication skills that future graduates, including engineers and IT professionals, will require for global workplaces. Some strategies that will facilitate the development of such skills are also discussed.

A Collaborative Inquiry

This chapter describes a Collaborative Inquiry (CI) process as experienced by six diverse female participants in a doctoral program. The focus of the inquiry was to deepen individual and group cross-cultural understanding, and to show how holistic learning can be promoted through integrating multiple ways of knowing and spirituality within a multicultural context. The purpose of this chapter is to provide the readers with sufficient information to apply CI in their practice and build on the research presented here. To meet this goal, the authors describe how CI has the potential to foster transformational learning and discuss the relationship between transformational learning, informational learning, global competencies, developmental capacity, and the paradoxical nature of diversity work. Lastly, the chapter ends with recommendations for creating a CI process that supports deep learning and change, and potential topics for future research.

Second Language Strategic Interactions Using Emerging Technologies and Experiential Learning

The affordances provided by technology for increasing efficacy of foreign language education have been a major research area within applied linguistics over the past thirty years or so (see Levy & Stockwell, 2006, for an overview). In a Japanese context, there are culturally-based issues with foreign language education at the tertiary level, such as large class sizes and low student motivation, that present educators with specific challenges where technology may provide effective mediational means to improve practice and learner outcomes. In this chapter, the authors describe an eight-week teaching intervention that was designed, through digital and web technologies readily available to teachers, to improve the communication skills of Japanese university students of English. The strategic interaction framework, developed by Di Pietro (1987), was enhanced by use of digital video and a freely available wiki site. Performances were digitally video recorded and uploaded to a private wiki and participants used this to evaluate, transcribe, and self-correct their performances. The instructor then used the video and text to focus post-performance group debriefing sessions. The results suggest that a wiki, digital video, and strategic interaction-based experiential learning cycles can be effectively integrated to mediate Japanese university EFL students' oral communication development. Technical and pedagogical recommendations are offered.

Interaction in Google Wave Sends Chat Rooms Out with the Tide

This chapter focuses on Google Wave, a new, emerging world-wide technology by Google that supports both synchronous and asynchronous communication. Research on this technology took place during two sessions of an advanced second language (L2) technology course whereby synchronous conversations in Google Wave were compared to synchronous conversations in Blackboard chat rooms. Students experienced both forms of technology while discussing cross-cultural and pedagogical discussions relevant to L2 learning. Structural comparisons in terms of message length, message turns, numbers of words, and clarification revealed that students were more patient and wrote lengthier, more complex posts when conversing in Google Wave as compared to the chat room. Students’ impressions further confirmed their awareness of writing and reflecting more within Google Wave. These results suggest that Google Wave will support flexible, innovative learning and will provide researchers with multiple opportunities for expanding our understanding of students’ interactions in synchronous environments.

Electronic Collaboration in Strategic Decision-Making Processes

The pace of change in information and communication technology has accelerated rapidly in the past decade, providing various opportunities for companies to improve their efficiency and competitiveness and also collaborate with their business partners. In the digitally connected 21st century business environment, collaboration among organizations requires electronic communications within and across fields to facilitate superior outcomes. The proper use of technology enables businesses to be more efficient. E-collaboration has been a great tool to improve business and a strategic weapon to change the traditional business relationships. E-collaboration aims to facilitate coordination of decision-making processes, and it is no longer a source of competitive advantage, but instead a competitive necessity. Tightly linking information technology with strategy formulation is one of growing importance in organizations. This chapter aims to explore the role and benefits of technology in decision-making processes by presenting a successful implementation of electronic collaboration in a leading global supplier of electronics and electrical materials and provide useful information to managers and practitioners.

The Customer Relationship Management as an Element of the Acceleration of Society Evolution

Globalization and the rapid advance of information technology and communication have led to the emergence of new trends like postmodernity and hypermodernity. Madagascar, a future emerging economy, chosen as the research field, has not been immune to these phenomena. It is integrated into the global cultural system, although it is known for its specific traditional culture. Therefore, this work has demonstrated how the chosen tool of relationship marketing, which is Customer Relationship Management (CRM), can be an element of accelerated societal change and how CRM can cause changes in the Malagasy culture. The research presented in this chapter examines the four major roles of CRM as used in Madagascar to determine whether it is suitable for Malagasy consumers. This study may help service marketers of international companies in using new marketing tools as innovative means in emerging economies and increase their customer loyalty.