The Challenge of Managing Diverse Teams
Team diversity is a progressive indicator of an inclusive organisation. Policy makers, including human resource, has a duty to accommodate and bridge the diversity barriers among employees. Since the workforce has become more diverse over the past few years, more businesses have come to understand the positive effects diversity and inclusion can have on a company (Childress, 2018). However, it is not without limitations and challenges (Usanmaz, 2023).
Figure 1: Diverse Team (Source: https://www.score.org/resource/blog-post/5-reasons-why-workplace-diversity-key-business-growth)
Challenges of Diversity in Team
In a diverse team, there are possibilities in which due to language barriers and cultural style of communicating, conversations may lead to misunderstandings. A team's productivity and efficiency will suffer if members are unable to comprehend the tasks and directives linked to their jobs (Usanmaz, 2023). Hence, it is vital for policymakers of the company to ensure employees use a common language when speaking with their co-workers, and adhering to proper communication techniques and courtesy.
Diversity in a team also means that problem-solving will be facilitated by individuals from various workforce culture and experiences (Usanmaz, 2023). Leaders in the team or company must be wise at accepting suggestions and offering feedback professionally, while also ensuring all members of the team feel heard and valued.
Hofstede’s Six Dimensions of Culture in Diverse Team
Understanding Dr. Hostede's cultural framework is essential for managing diversity in a team as it provides knowledge about cultural differences and solutions. In 1970, Psychologist Dr Hofstede built this cultural model, on the foundation of divergent views on what constitutes worthwhile employment (Bright and Cortes, 2019). The Hofstede’s Six Dimensions of Culture discusses the followings;
Power Distance Index refers to the level of disparity that exists and is accepted between those in positions of power and those who do not. A high PDI reflects a society that accepts a hierarchical and unequal allocation of power, while a low PDI score indicates that society members do not condone unfair power distribution and that power are to be distributed fairly.
Individualism VS Collectivism refers to how strongly connected people are to one another in their local community. A high score suggests poor interpersonal connections and assuming less accountability for the choices and results of others. However, a low score suggests that members are expected to support the group to which they belong in return for the organisation defending their interests.
Masculinity VS Feminity refers to difference in role expectation. A high masculinity score signify assertive work attitude while a femininity score signify modest value such as compromising and negotiating.
Uncertainty Avoidance Index (UAI) measures a community’s capacity to manage anxiety. A high UAI indicates that people try to make their lives as predictable and manageable as they can. While a low UAI embrace openness to change, as well as inclusiveness in general.
Long VS Short-term Orientation refers to the length of period that members of a society view. Generally, a long term oriented society values education and thrift, and placed heavy emphasis on obligations and virtues. Meanwhile, a short term oriented society assert freedom, values and rights critically.
Indulgence VS Restraint measures the index of gratification in the society. A highly indulgence nations promote the relatively unrestricted satisfaction of an individual's own desires and emotions, including leisures in life. While, highly restraint societies place more focus on suppressing gratification, regulate behaviour and have stricter social conducts.
Applying this Hofetede’s framework serve as an important guide to assess strategy, choices, and actions based on the general understanding of how members of a specific community comprehend and respond.
Figure 2: Mastercard Recognition (Source: https://www.linkedin.com/posts/yisselsamaniego_i-wanted-to-take-a-moment-to-express-my-appreciation-activity-7059676545119920128-i5WG/)
Embracing Diversity - MasterCard
It is found that employees are more likely to perform better and stay with the firm longer if they feel comfortable and supported, regardless of their gender, age, or position within the organisation (Ramchadani, 2022). Since 2020, Mastercard has affirmed its commitment to promote inclusive economic growth and foster an environment where everyone is given the opportunity to realise their full potential (Miebach, 2023).
Through its diversity, equity, and inclusion (DEI) programmes, Mastercard has been able to develop and implement a variety of viewpoints to forge meaningful relationships and develop novel solutions (Tucker, 2023). Furthermore, it has accelerated long-term change across the financial technology sector and in typically underserved communities. DEI continues to be one of Mastercard's key values and serves as the foundation for all business operations.
Recommendation
Enhancing diversity in a business is more than just hiring minorities and closing the gender gap. When executed right, businesses will benefit from the value and advantages a diverse team can present. However, to ensure that business can have a positive impact from diversity, leaders must actively seek feedback from co-workers regarding activities and policies implemented, while ensuring continuous learning in managing diversity. Otherwise, employees may find the lack of impact in diversity hire, policies and activities, which will eventually lead to a conclusion that diversity are better not embraced.
References
Bright, D. & Cortes, A. (2019, March 20). Principle of Management. OpenStax. Retrieved from: https://openstax.org/books/principles-management/pages/6-2-hofstedes-cultural-framework
Childress, L. (2018, March 15). 6 HR & Recruiting Stats You Need to Know for 2018. Glassdoor for Employers. Retrieved from: https://www.glassdoor.com/employers/blog/6-hr-recruiting-stats-you-need-to-know-for-2018-and-beyond/
Miebach, M. (2023). Diversity, Equity and Inclusion. Mastercard. Retrieved from: https://careers.mastercard.com/us/en/diversity-equity-inclusion
Ramchadani, S. (2022, March 31). How Diversity and Inclusion is Powering Mastercard’s Growth Plans. Your Story. Retrieved from: https://yourstory.com/2022/03/mastercards-growth-plans-diversity-inclusion-powering
Tucker, R. (2023). Diversity, Equity and Inclusion. Mastercard. Retrieved from: https://careers.mastercard.com/us/en/diversity-equity-inclusion
Usanmaz, O. (2023, September 7). What are the challenges of diversity in the workplace and how to mitigate them? Diversity Mentoring Qooper. Retrieved from: https://www.qooper.io/blog/what-are-the-challenges-of-diversity-in-the-workplace-and-how-to-mitigate-them