Download - 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