Writing the Rough DraftAs you begin to move beyond your initial outline and summary, your next step will be drafting. Drafting is a very important step in the writing process, but by no means should i

Creating an outline

Student’s Name: Marquita Brown

Institution Affiliation: Rasmussen College

Purpose Statement

The main aim of the author is to identify the major cultural differences among people from various nationalities and how they affect the success rate of a business. The goal of the paper is to provide insight to the challenges faced by some of the largest corporations that hire employees from different countries. Some multi-nationals face major issues such a reduction in productivity due to lack of strategies to manage cultural diversity. The content in this paper hopes to simplify the solution to cultural diversity by creating a tool known as the culture map. The author has designed this tool to enable business managers to understand the differences among their employees from varying regions and also guides them on how to relate with these workers. Cultural diversity is an issue that must be controlled in all social interactions to ensure peace and productivity in a firm or a country at large.

Problem statement

It is unfortunate that most managers rely on false beliefs about how people from various cultures behave in the working environment. Therefore, these executives use ineffective techniques in managing their workers. Most firms neglect the importance of sponsoring their managers to be trained on cultural diversity and the best techniques to use for curbing it. As a result, the managers develop some misplaced attitudes towards the staff from certain countries. This situation causes conflicts and leads to poor productivity. Some companies which hire professionals from foreign countries have suffered losses due to mismanagement of cultural diversity.

Although a lot of research has been done and published to address the issue of cultural diversity, most of the articles are hypothetical. They contain very little practical skills that the managers can learn and implement. There are also some case studies that have been conducted and published to offer solutions to this challenge. Most of the findings of these studies have provided the current solutions to cultural diversity. However, it is still a major issue since these solutions are not applicable to all companies. They depend with the current financial and technical abilities of a firm.

Most managers fail to recognize that culture is a complex phenomenon that requires thorough analysis. The author’s creative solution is a map that acts as a blueprint to reducing the gaps caused by cultural diversity. The map contains eight major behavioral traits that the author analyzes based on employees from different countries and regions. These eight metrics of measuring cultural diversity are Communicating, Evaluating, Persuading, Leading, Deciding, Trusting, Disagreeing, and Scheduling. There are also four rules included by the author in the article. These are:

1. Don’t Underestimate the Challenge

2. Apply Multiple Perspectives

3. Find the Positive in Other Approaches

4. Adjust, and Readjust, Your Position

The observation of these variables can enable managers to determine the rate at which cultural differences affect the dynamic performance of a firm.

Conclusion

Cultural diversity is one of the hardest challenges that is faced by most multinational companies. The situation is usually worse for the business that are expanding into other regions that have different cultures. It takes a lot of time to adjust and come up with a comprehensive method and strategy to ensure employee unity. These business struggle to establish effective communication and due to this situation, they suffer from low productivity. Therefore, this issue needs to be addressed fast and effectively. The cultural map presented by the author is an ideal solution that can be applied across all industries. It also has the ability to work in any region.

Reference

Meyer, E. (2014). Navigating the cultural minefield. Harvard Business Review, 92(5), 119-123.