INTRODUCTION
The cultural diversity of Nigerian
society is reflected in the fact that the country has over 250 identified
ethnic groups. Three very large ethno-linguistic entities dominate: the Yoruba,
the Ibo and the Hausa-Fulani in the North. The Hausa-Fulani, Yoruba, Ibo,
Kanuri, Tiv, Edo, Nupe, Ibibio and Ijaw groups account for almost 80 per cent
of the population. The Muslims comprise more than 50 per cent of the
population, Christians account for about 35 per cent, while the balance of the
population is animists.
Cultural organizations at both Federal and local
levels, artistic associations, specialized institutions, agencies, etc.,
operate through registration with the authorities. Organized cultural centers
usually function within the local communities or at the universities. They are
self-organized and sometimes supported for specialized, particular activities
only. Some may also operate as small private enterprises, which is the case of
small performing groups, small publishers, etc.
1.0 DEFINITION
What is Cultural Diversity?
It's having a heart and a mind that
acknowledges, accepts, values, and even celebrates the various ways that people
live and interact in the world. It's answering the question, "What is
cultural diversity?" with a warm and caring heart that realizes that -
even with our various cultural differences - we all aspire to many of the same
things: security, well-being, acceptance, individualism, esteem, and some form
of equity, whether it's physical, spiritual or emotional. Characteristics of
diversity are (but not limited to): age; cognitive style; culture; disability
(mental, learning, physical); economic background; education; ethnicity; gender
identity; geographic background; language(s) spoken; marital/partnered status;
physical appearance; political affiliation; race; religious beliefs; sexual
orientation or veteran's status (Jesse B.T. 2000).
Cultural diversity, or
multiculturalism, is based on the idea that cultural identities should not be
discarded or ignored, but rather maintained and valued. The foundation of this
belief is that every culture and race has made a substantial contribution to
Nigerian history. The cultural diversity of the Nigeria is truly astounding, as
many different ethnic and cultural groups have contributed to the social,
economic and cultural values of our society. This has been true throughout our
history, even though many of our school books have not always taught that fact.
In fact, the very idea that cultural diversity should be taught has only been
promoted in the last few years. The bottom line is that when we fully recognize
that Nigeria is great because of the contributions of the many; then we
as a people will be even more united in our common goals, and even more proud
to be Nigerian citizens (Cox, T. 1994).
1.1 BACKGROUND ON CULTURAL VARIABLES IN DIVERSITY MANAGEMENT
The socio-cultural diversity of Nigeria has influenced the
citizens and their daily activities or practices in Nigeria. Nigeria is
characterized by over reliance on culture, language, religion, gender and
educational qualifications as a basis for determining who get employed. What
this means is that, the opportunity for an average Nigeria to get employed is a
factor of the aforementioned variables (Khanus, T. (2007). Nigeria according to
Fajana (2009) is one of the African countries troubled by abundant labour and
scare talent. Attracting, developing, deploying and retaining best talents had
become a challenge. That is why Fajana and Ige (2007) argued that the desire
for top performance has driven the need for effective management. Human
Resource Management in Nigeria can be said to be ‘still in Infancy’ and lot of
academic research is still required in this area. Lack of indigenous and
comprehensive Human Resource Management models is one of the challenges facing
Human Resource Management practices in Nigeria, which is why the majority of
principles and practices evidence in workplaces in Nigeria are all adopted from
other countries. Human Resource Management practices in Nigerian are a
convergence with western-inspired approaches, with the evidence of cultural and
institutional influences on it. That is, there is a blend of transplanted and
indigenous Human Resource Management practices. The sensitivity to individuals’
socialization as well as economic, historical, political, and social contexts
according to Azolukwam and Perkins (2009) may enable organizations to
capitalize on the potential to transplant forms of Human Resource Management
from parent country cultures to developing countries such as Nigeria.
Furthermore, Nigeria is a country of cultural diversity,
with about 200 different ethnic groups. Many states in Nigeria can be rightly
regarded as having a considerable degree of “domestic multiculturalism”
(Adigun, 1995). Given these multiple diversities that characterize Nigeria, any
overview of the Nigerian workplace in different geographic locations must be
treated with some caution, so as not to mislead.
2.0
EMPIRICAL
REVIEW
Diversity management in the concept
of culture is a strategy that is intended to foster and maintain a positive
workplace environment. Usually initiated by Human Resources professionals and
managed by department heads and supervisors, an effective diversity management
program will promote recognition and respect for the individual differences
found among a group of employees (Osmond, 2008). The idea of this management
approach is to encourage employees to be comfortable with diversity in the
workplace and develop an appreciation for differences in race, gender,
background, sexual orientation or any other factors that may not be shared by
everyone working in the same area of the company. The underlying principle of
diversity in management has to do with acceptance. While individuals retain
their own sense of values and ethics, diversity in management encourages people
to recognize that not everyone is alike. Rather than being intimidated or prejudiced
by those differences, employees are encouraged to accept the fact that there
are diverse interests, diverse values, and diverse physical and emotional
characteristics present within the office environment (Sonia, 2006). Further,
the diversity present in the office does not have to hamper productivity or
create conflict. Instead, the diversity may function as helpful attributes that
promote the attainment of the goals and objectives of the department. Diversity
in management can be adapted to many different types of working environments
and be integrated into many different types of management styles (Garus, 2003).
Promoting recognition and acceptance of diversity among the employees can
convert a hostile workplace environment into a welcoming environment where
people freely communicate and support one another with any tasks associated
with the job (Benaus, 2004). In doing so, the implementation of a diversity
management approach often makes it possible for productivity levels to increase
dramatically. One of the main advantages of a strong diversity management
program is that it tends to encourage the development of latent skills and
talents among employees. Individuals who may have felt unable to move forward
in the company due to factors such as race, gender or sexual orientation find
that these attributes are no longer issues. When this happens, employees begin
to feel valued and are more willing to step outside their comfort zones and
enhance their skill for the benefit of the departmental team, the company as a
whole and for the individual (Sidney, 2001). Implementing a diversity
management program successfully is not an easy task as it takes time and
dedication. However with patience, time, and structured efforts to educate
employees, a diversity management policy and program will eventually make a
huge difference in the communication among employees and the general
productivity of the department (Harrison, 2009).
2.1 MEANING
OF CULTURAL MANAGEMENT
Generally, human race has different
cultural background. The way of doing things in one culture may not always be
the same in another country. What is good in one culture may be bad in another.
Cultural management is the study of the behavior of people in organization
located in cultures and nations around the world. It focuses on the description
of organizational behavior within countries and cultures, on the comparison of
organizational behavior a countries and cultures and most importantly, on the
interaction of people from different countries working with the same
organization or within the same environment. The implication is that often time
different meanings, interpretations may be given to similar activities in two
different cultures. The diverse nature of the workforce accounts for the
variations of interpretation given to employee behaviors depending on its
cultural setting. (Wikipedie answers.com/Q, 2012).
That the today’s workforce is a
multicultural admixture of people from different cultures, ethnicities and
lifestyles accounts for the difference in managerial perception of the
workforce. This perceptual difference of different employees calls for a
critical study of cultural aspects of management (Friday, E (2007).
There is the urgent need for today
managers to develop a global perspective to management as a parochial view is
inappropriate. It is also imperative for a manager that wants global presence
to place strong emphases on the external environment. It is a recognized fact
that culture differs widely within the same country, not only in countries that
are large and diverse but also within geographically small and relatively
homogeneous countries. Hardly therefore can firms ignore the global
environment, even if the firm has no plan to operate abroad. Increasingly,
firms are now known to employ people from different nations with different
cultural background. (Fajana, S. and Ige, A. Y. 2009)
Cultural differences do affect
managerial behavior and practices such as planning, organizing, staffing and
controlling. Culture also affects interpersonal relations as seen in
negotiation. It is essential that being aware of cultural difference is a
prerequisite for personal and organizational success (Donnelly Jr., Gibson,
Ivancevich, 1984).
Example
of cultural diversity studies
·
Cultural diversity and group/organizational
performance
·
Cultural diversity and organizational transformation
·
Cultural diversity and organizational learning
·
Cultural diversity and organizational capability
·
Cultural diversity and synergy effect
2.1 SIGNIFICANCE
OF CULTURAL VARABLES IN DIVERSITY IN NIGERIA
Managing Cultural Diversity
The typical Nigerian office has never been so diverse in
terms of age, race, ethnicity and culture. In response, modern managers and HR
professionals must come up with new solutions that embrace this growing
diversity. Different cultures embrace different perspectives on important
workplace issues, like time management, respect for authority, teamwork and
responsibility. Conflicting interpretations of transparency and ethics, methods
of communication and reluctance to give and receive feedback may also arise.
When clients and co-workers operate based on diverse belief systems with
conflicting attitudes, it creates barriers to on the job bonding. These
barriers need to be broken down in order for an organization to run efficiently
and harmoniously. The responsibility falls on the organization's leadership,
and particularly Human Resource professionals, to ensure that these issues are
addressed and managed. To goal is to make each worker feel valued—and that
their needs are being addressed and considered. (Azolukwam, V. and Perkins, S.
2009)
The following strategies are
particularly effective in managing and integrating diversity into the
workforce.
·
Take a culture inventory. What are
your company's demographics? How many different nationalities, cultures and
ethnic groups are represented? Publish the results internally. Regularly post
updates to show your workforce that you are making progress consistent with
your statement of intent.
·
Craft a statement of intent
regarding diversity and cultural positivity. Make sure that it is co-created
with buy-in from top leadership. Post it publicly. It is okay to have a gap
between where you want to be and where you are, provided that you are moving
towards the ideal and not away from it.
·
Provide mentors cross culturally.
This will help senior leadership relate to and understand people of other
cultures as well as provide them with an experienced guide. Simply assigning a
mentor is not enough; the mentoring relationship must be active. Senior leaders
are not always comfortable with mentoring and may lack mentoring skills and
motivation. Provide training to both mentors and mentees and institute a
regular process for monitoring their progress.
·
Hold leadership accountable for
harnessing diversity and cultural positivity. In the world of organizations,
what gets measured gets done. Build these systems into a performance metric and
regularly review the results.
·
Circulate notices/news/videos of
other international offices. Profile them in the employee newsletter. Let Iowa
know what's happening in Indonesia and vice versa. Focus on the people aspects
more than performance.
·
Encourage leaders to prepare and
present a cultural profile of their people. One of my clients uses a PowerPoint
presentation to introduce his diverse team and their local environment. He
plays this as a scene-setter before his main presentation.
·
Use icebreakers based on a positive
view of cultural diversity. For example, ask meeting participants to introduce
themselves as a descendant of their particular cultural group(s); share
experiences from “the old country"; relate stories of parents' or grandparents"
challenges.
·
Facilitate dialogues around values
and aspirations. Focus on identifying people’s existing interpretations rather
than rushing towards convergence.
·
Refrain from using culturally biased
competencies in leadership development models. Keep in mind that initiative and
risk-taking have very different boundaries across different cultures. To
suggest a single, dominant style perpetuates the dominant culture.
·
Choose for talent, not quota.
Leaders are grown, not born. If you don’t have enough of a talent pool from
which to select emerging leaders, then grow the pool. This means actively
recruiting more diversity candidates for their leadership potential. Also
provide training and developmental opportunities, augmented by personal
leadership coaching.
Globalization means movement.
People, images, symbols, information, capital, goods and so on increasingly
move from one corner of the world to another and people communicate with other
people many miles away. As a consequence, individual people are increasingly
facing different influences and ideas from other parts of the world. People
with a Catholic or Calvinist inspiration speaking Italian or Dutch meet with
other people with a Hindu or Candomblè background speaking Hindi or Portuguese
and feel challenged or inspired by each other. Global communication media like
the internet and means of rapid transportation facilitate such encounters. The
same holds true for multinational organizations that expand globally and thus
incorporate people with all kinds of cultural orientations in their workforce.
Organizations and societal fields such as the labour market, education, health
care and arts and culture are increasingly made up of employees and citizens
with different identities and have to deal with customers and citizens with
diverse orientations and world views.
Thus, globalization and cultural
diversity turn societal fields and organizations into very dynamic places and
render individual experiences very exciting but perhaps also menacing to some extent.
Societal fields, organizations and individual people are challenged by people
speaking different languages, having different norms and values and adhering to
different religions, which leads to new encounters and exchanges but also to
confrontations and tensions. In many countries this new cultural diversity
triggered by globalizations comes on top of already existing diversity in terms
of languages, religions, ethnicities and racial groups, like in India, Spain,
The Netherlands, South Africa, Mexico and Turkey. Numerous questions are raised
in this framework, such as:
·
What does it mean to a hospital when
patients with various religious beliefs need tailor-made care?
·
How are production and service
delivery affected when people from all parts of the world come together to
communicate and work in a company?
·
What are the consequences when
citizens representing different identities, traditions, languages and beliefs
send their children to mixed schools?
·
Do people with different ethnic
backgrounds get equal opportunities in the labour market?
Cultural diversity entails both
risks and opportunities. Risks: think of miscommunication, conflict and
exclusion. Opportunities: think of innovating ideas, creativity and renewal of
production and service delivery. Consequently, there is need for management,
policy and intervention to deal with these risks and opportunities, i.e. to
neutralize the risks and take advantage of the opportunities presented by
cultural diversity. There are no standard management and policy solutions
available so far. New answers need to be developed in each specific case,
place, organization or field based on a sound understanding of the issues
involved at that moment and in that particular context.
The aim of our Master's program in
Management of Cultural Diversity is, first, to equip students with the
necessary expertise, tools and skills to analyze cases of cultural diversity in
organizations and societal fields like education, health care, labour market
and arts and culture. Second, based on such an analysis they will be able to
design management interventions to neutralize the risks and to take advantage
of the opportunities stemming from cultural diversity. Tilburg University is
well positioned to offer such a program. It disposes of high-level and
internationally oriented expertise in the various relevant academic fields,
embodied by teaching staff firmly embedded in and intellectually nourished by
relevant research programs.
2.2 THE MULTICULTURAL ORGANISATION PARADIGM IN DIVERSITY MANAGEMENT
Base on this paradigm, diversity
management should strive to create multicultural organization in which members
of all socio cultural backgrounds can contribute and achieve their full
potential. Cox (1994, 2001) presents a diversity management paradigm that
includes three types of this paradigm as follows.
a.
The Monolithic Organization - This is an organization that demographically and
culturally homogeneous. For example, most Chinese companies are monolithic from
a cultural and ethnic perspective, as the overwhelming majority of their
workers are ethnically Han Chinese. They are not, however, monolithic from a
gender perspective because there are many women in the companies. Women, although,
are more commonly employed at the lower levels of the organization, whereas most of
the managers, particularly at the top levels, are men (Powell and Graves,
2003).
b.
Plural organization - This is an organization
that has a heterogeneous workforce, relative to the monolithic organization,
and typically makes efforts to conform to laws and public policies that demand
and expect workplace equality. Although women and members of minority groups
are represented in larger numbers, they make up only a small percent of the
management, particularly top management, and are still expected to assimilate
into the majority culture. Examples of plural organizations include companies
in which members of minority groups constitute a sizeable proportion of the
workforce but only a small percent of the management positions. Cox (1994)
argued that plural organization are mostly found in the North Nigerian
business environment, but this organizational type is also prevalent in
other areas of the world such as Europe, Australia, India, and South Africa.
c. The
Multicultural Organization. The MO has full integration, structurally and informally, is
free of bias and favoritism toward one group as compared with others, and has
only a minimal intergroup conflict, it is hoped that following the above three
paradigm will result from effective management of diversity (Barak, 2011).
3.0 CULTURAL
DIFFERENCES AFFECTS AND BENEFIT DIVERSITY MANAGEMENT
3.1 CULTURAL
DIVERSITY AND THE POSITIVE BENEFITS / INFLUENCE IN NIGERIA WORKPLACE
Cultural diversity in the workplace
not only benefits organizations, but the professionals who build them. With the
ever-changing demographics of the country, increased cultural diversity in the
workplace can have a substantial effect on the workplace and on the individual
professionals within it. Individuals can learn new ways of thinking, understand
different points of view and create innovative solutions that may not have
otherwise come to fruition. The same can be said of both managers and employees.
a.
New Languages
In Nigerian, the dominant language
spoken is generally English. However, shifting demographics have encouraged the
need for cultural diversity in the workplace, increasing the value of speaking
more than one language. Working with other professionals from different
cultural backgrounds can provide motivation for both managers and employees to
embrace learning new languages such as Spanish or Mandarin in order to better
communicate with both co-workers, direct reports and clients.
b.
Increased Problem Solving
According to the Stanford Graduate
School of Business, workplaces that boast a more culturally diverse environment
are better at innovating and brainstorming new ideas. In fact, when an
organization or department becomes so homogeneous that there is little to no
diversity, the more likely employees are to only see one perspective or method
of solving a problem. With increased diversity comes different life and career
experiences that can provide the necessary insight to improving processes,
products and services.
c.
Better Conflict Resolution
Many Nigeria states experience
conflict, but a more culturally diverse workplace may actually be better
equipped to handle inter-office spats. When team members seemingly come from
similar backgrounds, there can be an unintentional expectation that everyone
will always get along or think the same. This can cause quite a jolt to team
harmony when disagreements on how to approach an issue or problem arise.
However, in groups with a stronger mix of cultural and ethnic backgrounds,
there can be a heightened awareness of the possibility of disagreements. An
employee or manager in the more diverse team will be more apt to recognize
potential conflicts and more quickly identify solutions that will benefit the
team and its members.
d.
Talented Nigerian Colleagues
When professionals are immersed in a
culturally diverse work team, they are more likely to be surrounded by peers of
equal or great caliber, which improves the team's success rate. When teams are
more homogeneous, the talent pool shrinks, meaning that employees and managers
who may have heightened abilities are forced to work with individuals who may
not be on their professional level. This can slow down team performance and
decrease individual employee engagement. With a wider net cast, employers have
a larger number of talented professionals to help grow their teams, which not
only benefits the organization, but its individual team members as well.
3.2 MANAGING
THE CONSEQUENCES OF CULTURAL DIVERSITY AS IT AFFECTS MANAGEMENT IN NIGERIA
Cultural diversity relates to the
co-existence of people from different background. Multiculturalism is concerned
with the influence of this culturally diverse workforce co-existing and
flourishing within the organization. The nature of this diversity could be in
ethnicity, race, gender, physical ability and sexual orientation and age
(Stonner, Freeman and Gilbert Jr, 1993).
Due to the challenges posed by
cultural diversityin workplace, management must pay strict attention to the
needs of a diverse workforce. Cox and Blake (1991), highlighted six arguments
as consequences of diversity. The cost argument relates to the cost of managing
cultural issues. The resource allocation argument is concerned with the
reputation of managing diversity. The market argument is concerned with the
distribution of goods and services in a culturally diverse environment. The
creativity argument is concerned with the improvement of the level of
innovativeness. The problem solving argument takes advantage of the
heterogeneity of the workforce in decision making and problem solving resulting
in better decisions. Finally, system flexibility argument posts that the operating
environment becomes less determinate, less standardized and therefore more
fluid.
Gentle (1994), believes that
managing workforce diversity should incorporate both the dominant race with the
visible and invisible ethnic cultures in the society that contribute to the
diversity. This is necessary for any company that seeks competitive advantage
in the global economy. Griffin (2002), however, recognizes two approaches to
managing workplace multiculturalism
4.0
SUMMARY,
RECOMMENDATION AND CONCLUSION
4.1
SUMMARY
The socio-cultural diversity of Nigeria has influenced the
citizens and their daily activities or practices in Nigeria. Nigeria is
characterized by over reliance on culture, language, religion, gender and
educational qualifications as a basis for determining who get employed. What
this means is that, the opportunity for an average Nigeria to get employed is a
factor of the aforementioned variables. Nigeria according to Fajana (2009) is
one of the African countries troubled by abundant labour and scare talent.
Attracting, developing, deploying and retaining best talents had become a
challenge. That is why Fajana and Ige (2007) argued that the desire for top
performance has driven the need for effective management. Human Resource
Management in Nigeria can be said to be ‘still in Infancy’ and lot of academic
research is still required in this area. Lack of indigenous and comprehensive
Human Resource Management models is one of the challenges facing Human Resource
Management practices in Nigeria, which is why the majority of principles and
practices evidence in workplaces in Nigeria are all adopted from other
countries. Human Resource Management practices in Nigerian are a convergence
with western-inspired approaches, with the evidence of cultural and
institutional influences on it. That is, there is a blend of transplanted and
indigenous Human Resource Management practices. The sensitivity to individuals’
socialization as well as economic, historical, political, and social contexts
according to Azolukwam and Perkins (2009) may enable organizations to
capitalize on the potential to transplant forms of Human Resource Management
from parent country cultures to developing countries such as Nigeria.
Furthermore, Nigeria is a country of cultural diversity,
with about 200 different ethnic groups. Many states in Nigeria can be rightly
regarded as having a considerable degree of “domestic multiculturalism”
(Adigun, 1995). Given these multiple diversities that characterize Nigeria, any
overview of the Nigerian workplace in different geographic locations must be
treated with some caution, so as not to mislead. The culturalist explanation
given by Hofstede (1991) has informed most of the African management
literature. Hofstede identified four dimensions to viewing cultural differences
namely:
Power distance
- Power distance according to Gbadamosi (2004) cannot be underplayed in the
Nigeria workplaces, because power is unequally distributed as the society has
regards for seniority, respects for elders and those in authority. That is,
workplace with large PD, subordinates feel dependent on their superiors and are
afraid to express disagreement (Gartley et al., 1996).
Individualism -
The extent to which individual collective achievements and interpersonal
relationships are reinforced and the extent to which people can act on their
own or as part of a group. Nigeria can be view practically as a society with
large concern for collectivism than individualism. As noted by Gartlet et
al., (1996), society high on collectivism are characterized by
particularistic relationships based on trust for moral nature of work,
promotion usually on prescriptive criteria, private and work life diffusely
related. These features summarize the nature of collectivism in the Nigerian
workplace.
Masculinity
- The degree to which the masculine work role model of male achievement,
control, and power is reinforced. This dimension to national cultural
differences emphasize the extent to which the dominant values of society are
more masculine, assertiveness and competitiveness, when compared to femininity
dimension that emphasizes relationships among people, concern for others and
interest in quality of work life.
Uncertainty Avoidance -
The level of tolerance for uncertainty and ambiguity within the society within
the Nigerian context, especially in the private sector organizations, there is
low uncertainty avoidance and therefore, there is relatively high job mobility.
4.2
RECOMMENDATIONS
Diversity management should be
adequately utilized in the management of cultural differences, establishments
or institutions to make sure that everybody is carried along irrespective of
cultural background, ethnic group, race, or color. Before a manager adopts any
type of management style, he should figure out who he is, find out his
personality, what kind of leader is he is? Is he a 'What I say goes" or a
'Let it be' or maybe a 'what do you think?' The type of management style one
chooses should be based largely on him as a person. A manager can find a
friend, spouse, or co-worker and ask them what kind of leader they think he is,
or find a personality test. Anyone who desires a certain management style
should find books on that particular style and read up. Take a class on
leadership which can help him learn more about himself. Codes of ethics in
management should be properly documented and referenced from time to time. All
employees should adhere to the updated codes of conduct, and those that do not
follow these regulations should be dismissed although managers must follow the
same codes of conduct as their employees.
4.3 CONCLUSION
Perhaps the most compelling reason
to employ a diverse work force is cultural intelligence. When all Nigerians
employees and customers are diverse, the opportunities not just to learn but to
appreciate what values other cultures hold sacred are limitless. Adopting these
values as part of the business' core message and product fosters understanding
between the cultures (Forbes, 2009). When a business operates with diversity in
mind, the opportunity for shared value “both in profit and society” is greatly
expanded. The purpose of Diversity Management is to tap into the positive
potential of diversity and transform this potential into a reality.
Organizations are reassessing their structures and processes in the light of
equal opportunity (Paulson, 2011). Awareness of diversity and competence in its
management are necessary prerequisites for success. Many business and other
organizations have already developed diversity management programs with some
success. Having originated in the US in the early 1980s, Diversity Management
is to some extent already established in many organizations (George, 2009).
Also, in Europe organizations are learning to use diversity as an advantage.
Valuing differences makes the difference for success. Diversity Management is a
young management discipline, which originated out of a maze of many different
historical currents and social issues.
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