Worldwide Telecommunications

Global diversity is changing the way people look at the world. American work force continues to include more multicultural workers all the time. Expansion of Worldwide Telecommunications, Inc. to world markets will add even more diversity, forever altering just what one means by “corporate culture.” However, having a multicultural work force does not guarantee that Expansion of Worldwide Telecommunications, Inc. will have a multicultural culture. Creating that culture requires supervision and evaluation practices and policies that nurture and bring into harmony cultural differences. This paper forecasts possible cultural changes inside Worldwide Telecommunications, Inc. and suggests the strategies that might be employed to manage these changes to create fully functional teams.Main BodySome scholars have argued that teams of multicultural organizations can be highly effective if they develop common norms for operating and shared work capability expectations (Earley and Gibson 2002, p. 26). These elements make up a “hybrid culture” (Earley and Mosakowski 2000, p. 40). This does not mean that every employee of Worldwide Telecommunications, Inc. will have the same views, but that significant mutual understanding will exist. This in turn will facilitate individual and team work and communication. A hybrid culture will be the newly developed patterns of team member cooperation and shared agreements that will be explicitly developed over time. Given both increasing internationalization and the prevalence of multicultural groups in Worldwide Telecommunications, Inc., addressing the challenges that people face as they organize themselves in multicultural teams and how to build hybrid culture to overcome these becomes an essential task for the organization.De Meuse and O’Neill (2007, p.139) state that all employees need supervision, but the degree and kind of attention they need varies by the individual. Supervisors in multicultural companies can provide culturally appropriate supervision that both motivates individual employees by using culturally specific techniques and creates cohesive and efficient teamwork among culturally diverse employees.This culturally appropriate supervision differs from the traditional concept of supervision that is intended to direct and inspect the work of employees. In culturally appropriate supervision, the supervisor’s role is to provide the environment and resources that all of his or her employees need to be sufficiently productive members of the multicultural organization. Culturally appropriate supervision in Worldwide Telecommunications, Inc. will empower employees. As a result, managers of Worldwide Telecommunications, Inc. will serve rather than supervise their employees. Managers will be used by or are of use to their employees rather than vice versa (De Meuse and O’Neill 2007, p.145).Creating multicultural culture requires training in both multicultural literacy and management as service. In order to respond to cultural changes within the organization, managers will recognize and value diverse work styles, problem-solving art, ways of learning and gaining knowledge, and opinions about problems and solutions. In order to learn how to recognize and value diversity, managers will need to become informed of different cultures and how to ask questions when they communicate with new cultures or behaviors that they do not understand.Asking questions, serving other members of the team, and being sensitive to the differences in their behavior are all part of a process of making diverse team the central focus. This approach will dramatically change the task of managing in Worldwide Telecommunications, Inc. and presents a new and very different picture of the skills and personal qualities of future managers.Besides an appropriate training for employees, Worldwide Telecommunications, Inc. also need to develop reward systems that reward employees for their new roles that support multicultural work. Performance appraisals should include an evaluation of the employees’ ability to work in culturally diverse teams and to motivate culturally diverse communication. In making that evaluation, information from team members will be gathered. The productivity of the team as a whole and the job satisfaction of individual employees are important indicators of how a team adopts to cultural changes.Policies and practices intended to support a multicultural work force will not be able to fully succeed unless they are grounded in an organizational culture that embraces multiculturalism (De Meuse and O’Neill 2007, p.145). A new organizational culture will be open to new ideas and ways of doing things, supportive of differences among diverse employees, and ready to respond to employee needs and problems. Communication is essential to creating and retaining this kind of organizational culture. Employees and managers must communicate with each other. Management will be willing to listen to employees, to evaluate what they think, and to respond seriously to employee desires and ideas. Employees will take responsibility for communicating their concerns and ideas, rather than showing no initiative and waiting passively for others to speak for them. Employees must also, however, be confident that they are safe when they communicate their ideas.Mor Barak (2002, p.65) states that skills such as intercultural awareness, sensitivity, resilience, flexibility and openness are becoming necessary core competencies for individuals actively participating in either the global marketplace or the increasingly multicultural domestic workplace. Employees and managers inside Worldwide Telecommunications, Inc. will develop an expanded set of personal competencies to build and maintain efficient relationships with their workplace team. These skills are of particular urgency and importance to key managerial and technical staff on transpatriate assignments and to facilitate inpatriate inclusion (Schreiber 1996, p.96). Managers might prepare themselves and learn to prepare other employees to operate successfully in these ever more complex cross-cultural workplace.ConclusionOrganizational culture is a dynamic mix of national, professional, and disciplinary components that constantly interact with one another. Culture in Worldwide Telecommunications, Inc might change according to multicultural context and over time. These changes should be understood as resources, accumulations of actions, and patterns that will transform organizational life. The organizational strategies described above will create organizational culture that respects and nurtures differences among employees and is inclusive of all employees. These strategic initiatives are designed to destroy all barriers that prevent all employees from contributing to their fullest potential. As a truly multicultural organization Worldwide Telecommunications, Inc. will do all of the following things: