The diversity of culture creates an environment with multiple beliefs and perceptions regarding essential factors of integration and corporate affairs. In business, cultural differences affect gender equality, which contributes to miscommunications witnessed in the business environment. The need for a comprehensive strategy that will mitigate gender inequality is necessary to ensure that a sustainable culture is developed for efficient integration and mandate execution in the business world. This excerpt evaluates how gender equality and culture affects communication and business integration, and proposes measures to mitigate the associated challenges.
Cultural practices and beliefs have contributed to the gender inequality activities advanced against women and marginalized groups. The existence of skewed communication strategies and work-life imbalance in the corporate sector has been encouraged by the differences in culture. The multiple understanding of the position of men and women in the society has affected the career development trend in the corporate sector. Whenever employees do not embrace the element of diversity, then there exists a higher chance of discriminatory health and safety measures for women as well as limited freedom from violence and sexual abuse. Besides, the capacity of women participating in managerial and governance of essential business enterprises is limited through culture clashing. Moreover, lack of ethical practices in the supply chain activities as well as the marketing practices contributes to gender misconceptions. Administrative practices such as lack of a clear plan to enhance equality between the sexes have encouraged the problem to grow and spread across the industry. Where multiple cultures do not recognize the existence of diversity leadership, accountability and transparency is limited, which contributes to increased gender imbalance.
Nevertheless, a strategic approach to the matter is essential in promoting equality among the sexes. It is critical to recognize that not all strategies will work for such a course unless additional elements are included. More efforts should be geared towards changing the cultural perceptions. The authorities in the business sector should formulate plans that will depict how diversity can benefit every individual irrespective of the gender (Sharma & Nisar, 2016). The factors that represent variability such as the number of women aspiring for promotions, significant business opportunities, and leadership positions should not deteriorate. Focusing on protecting women may not create any significant influence, but changing the workplace cultures to benefit both men and women will be a sustainable solution. A dedicated platform for integration and networking is a powerful tool to encourage mutual perception regarding gender equality. Corporate organizations should consider setting up measures that will prioritize collaboration with women-owned organizations and those operating on small-scale o assist in building their capacities. Furthermore, a culture that will ensure that value propositions as well as creating diversified teams will be important in controlling the impact of cultural diversity concerning gender in the working environment (Begley & Boyd, 2003).
In conclusion, the effect of cultural difference has contributed to the complexity of gender equality management in the business sector. The process of setting up a sustainable culture that involves effective communication and mutual integration is demanding, which calls for a diversified approach to control the shortcomings. However, through the incorporation of diversity management in an organization, the managers, and business owners will ensure that the women are not overprotected, but a complementary approach is established that will benefit both women and men.
Begley, T. M., & Boyd, D. P. (2003). Why dont they like us oversees? Organizing the US business practices to manage culture clash. Organizatinal Dynamics, 32(4), 357 371. http://doi.org/10.1016/j.orgdyn.2003.08.002
Sharmar, A, & Nisar, T. (2016). Managing diversity and equality in the workplace. Cogent Business & Management, 3(1), 1212682. http://doi.org/10.1080/23311975.2016.1212682
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