Cultural Education in Workplace, Essay Example

Cultural Education in Workplace

As globalization embraces the modern society of industries and field of work, it could not be denied that the entrant of highly diversified members of the employment body would affect the overall operation of the organizations. Considerably though, diversity at work among employees and even employers could play a great role in strengthening or breaking the bond of unity in a company or in an institution that is designed to assist and provide service to the public depending on how the organizational administrators face the challenge that they are being presented with.

Notably, one way of positively dealing with this particular aspect of organizational transformation in the era of expansive globalization is through establishing cultural education. Cultural education is basically the process of redefining the course of understanding that employees have towards their coworkers who come from different nationalities through noting that their differences are but good sources of overall organizational unison. Appreciating each other’s individuality as a complement towards each other’s possible shortcomings in line with cooperation is the aim of the establishment of a structured cultural education in a particular workplace.

This is especially important particularly in organizations providing public service such as those that are dedicated to nurturing social health matters. Nursing-dedicated organizations ought to consider establishing such a form of organizational transformation culture so as to improve communication and camaraderie among employees as well as employers. This would affect the operational function of the organization with a great deal. The capacity of the workers to support each other beyond all the differences that they have from each other is an important aspect of organizational development and the consideration over the improvement of quality of the services that they offer to the public. Having a constant understanding of what their role is towards their comrades at work specifically provide them the chance to manifest a consistent understanding on how they should handle personal conflicts as well that could hinder the manner by which they complete their tasks and respond to the needs of their main stakeholders. Understandably, it could be observed that the compliance of organizations towards the creation of cultural education among their midst improve the manner by which their people treat each other even in the midst of transformational operations that are directed to organizations that are openly embracing the procedures of complete globalization for the sake of better quality service which is directly mirrored through positive client feedbacks later on.

Cultural education should begin during the orientation of the employees as they enter a particular organization. Through this, their entrant to the unison of the organization would not cause any commotion to the already existing custom and culture among trained employees who recognize diversity of culture as an opportunity and not a hindrance. To further improve the process, it is important that regular updates and camaraderie-programs are to be established to make sure the employees are well-acquainted among each other hence allowing them to adjust towards each others’ weaknesses as well as find a complementary partner as they face their own possible weaknesses. Considerably, through this process, the constancy of establishing proper cultural education system in the organization would be more of an accepted process than a new approach that people have to adjust to every time. In the aim of easing out the pressure of change, this process shall create a more responsive attention on how the employees should deal with their interpersonal differences between them and their coworkers hence establishing organizational unity.

References

Harvey, Carol P. (2012). Understanding and Managing Diversity. New Jersey: Pearson Education, Inc.. pp. 41–47.

Milliken, Frances J.; Elizabeth W. Morrison and Patricia F. Hewlin (September 2003). “An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why“. Journal of Management Studies 40 (6): 1453–76.

Tatli, Ahu; M. Ozbilgin (22). “Understanding Diversity Managers’ Role in Organizational Change: Towards a Conceptual Framework“. Canadian Journal of Administrative Sciences 26: 244–58.