The American workforce is very diverse. The measurements of diversity include race, cultural identity, age, religion, and sexual orientation (Youssef-Morgan & Hardy, 2014). Variety can lead to significant changes in working performance and communication between team members, as well as contribute to a safer working environment. The administrator’s role in ensuring those changes is crucial.
Firstly, a leader should accept diversity and realize that it is beneficial for the organization. Managing the international workforce is associated with sustaining multiculturalism and creating an inclusive environment for all employees. One of the effective administration strategies is listening (Purdy & Manning, 2015). One should listen to culture to understand its aspects. It is vital to provide workers with space where they can share their experiences and knowledge. To implement this idea, a leader can organize training or workshops on diversity. Language courses for foreign workers will ensure their faster integration into society and help them to communicate with their colleagues effectively. Another technique is the decentralization of control. Managers should learn to delegate authority to smaller groups of employees to ensure well-managed working processes on all levels. Moreover, studies reveal that multicultural teams show more creative thought processes than homogeneous ones because they represent multiple social identities (Korzilius, Bücker, & Beerlage, 2017). It means that organizing international collaborations within a company can lead to increased productivity and outstanding results.
It is essential to note that for many people, a workplace is not only a source of income but also a place where they can build strong interpersonal connections, socialize, and apply their skills. A diverse and safe environment can ensure positive outcomes on both employees’ lives and the company’s performance. That is why administrators and directors should approach the establishment of a welcoming working space responsibly.
References
Korzilius, H., Bücker, J. J., & Beerlage, S. (2017). Multiculturalism and innovative work behavior: The mediating role of cultural intelligence. International Journal of Intercultural Relations, 56, 13-24.
Purdy, M. W., & Manning, L. M. (2015). Listening in the multicultural workplace: A dialogue of theory and practice. International Journal of Listening, 29(1), 1-11.
Youssef-Morgan, C. M., & Hardy, J. (2014). A positive approach to multiculturalism and diversity management in the workplace. In J.T. Pedrotti & L.M. Edwards (Eds.), Perspectives on the intersection of multiculturalism and positive psychology (pp. 219-233). Dordrecht, The Netherlands: Springer.