Managing Cultural Diversity in the Hospitality Industry

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Table of Contents

Culture shock
Case study/ example
Cross-cultural Theory
Cultural Dimension Theory
How issues of culture shock affects work
Managing culture shock in the work environment
Encouraging cultural diversity in the work place
Reference List

Our environment determines our behaviors. People adopt certain communication styles, eating habits, and different modes of dressing depending on the type of social orientation. Symbols such as gestures and body language also form part of the human culture. Different people interpret symbols differently depending on their culture. As such, individual’s way of life determines how one perceives different ideas. Our way of life determines how we cope in a new environment with unfamiliar practices (D’Almeida, 2007).

This paper, will discuss ways of managing culture diversity in the work place. I will highlight two cultural theories to demonstrate issues of cross-cultural differences. This paper will use a general comparative method and one example to demonstrate cultural shock. The US and Indian culture will be used in the examples.

Culture shock

When people are exposed to different cultures, they go through culture shock. This happens especially if individuals are not prepared to adapt to the new culture (Hall Dowling, and Welch, 2008). Individuals go through disappointments and develop unsocial behavior. This is common due to confusion and the inability to interact with others in the society (Henderson, 1994).

In the hospitality industry, culture shock is more likely to be experienced because of diverse customers. Most tourists seek accommodation in hotels. Here, tourists experiences culture shock; they face different language, food, and lifestyle.

Case study/ example

Jimmy Steve is an employee of Sagret Hotel, one of the best restaurants in America. Last year, the management of Sagret Hotel opened a new branch in India. Because Jimmy Steve was experienced, he was transferred to India as the new manager of Sagret Hotel India branch. Jimmy Steve experienced the following problems.

First, it was difficult for him to understand both verbal and non-verbal communication. This is because some gestures are interpreted differently in India from the way they are interpreted in the US. For instance, nodding the head in the US means yes to a question. In India, nodding of the head can mean yes or no. Hence, found it difficult to give clear directions to the workers who were Indians.

The second challenge that Steve faced was that, he had difficulties eating the local foods. To him, the food was not appealing. He was also frustrated by different behaviors by the locals. Steve experienced very different custom and value system. He could not understand why there was discrimination based on caste system in the workplace. Steve also had issues with environment and hygiene. He was not able to understand why people would cook food next to places with sewer in the hotel.

The safety of the hotel that was supposed to accommodate tourists was questionable for him. He observed that there were beggars around the hotel, which could scare away guests. He was surprised that in the hotel only women worked in the housekeeping and food departments. All waiters and cooks were women while men worked as cashiers and supervisors. Steve was told that it was taboo for men to cook since that was a job for women.

Cross-cultural Theory

In the hospitality industry, cross-cultural issues may be experienced because this sector receives customers from different regions. Dr. Milton Bennett argues that the more an individual encounters cultural differences, the more likely a person will become more competent working across cultures (Ward, 1999).

People, who become competent in managing cross-cultural issues, can be able to adjust and adapt to different environments. Bennett has provided six stages of how individuals develop intercultural competence. The first step is the denial stage. At this level, individuals are not able to interact (Ward, 1999).

Usually, people refuse to interact and behave aggressively. The second level is the defense stage. In this stage, individuals consider their culture superior over the other (Ward, 1999). Individuals usually criticize the other culture because it is “inferior.” At this stage, individuals will also defend their culture.

The third step is the minimization stage. At this stage, individuals believe that all cultures share common values (Ward, 1999). People try to minimize cultural difference. The fourth level is the acceptance stage. At this stage, individuals are curious about the other culture. Although they may criticize the other culture, they will also acknowledge that not all cultures are similar.

The next stage is the adaptation stage. At this stage, individuals start adapting the other culture. People begin to change communication style and so on. The last step is the integration stage. At this stage, individuals are fully integrated with the other culture (Ward, 1999). Individuals’ adapt some behaviors from the other culture. Some people can even communicate using different styles (Ward, 1999).

The cross-cultural theory portrays what happens to individual while adapting to a new culture. A tourist from the US visiting India would most likely stay in a hotel. While at the hotel or restaurant, the tourists experiences cross-cultural issues. The individual comes across different lifestyle, communication style, and unfamiliar food.

In the example presented, it is clear that adapting to a new culture is a long process with many challenges. The link between this theory and issues of cultural diversity is that, the theory describes steps that such individuals would go through to be integrated into a new culture.

In the diagram the arrows represent the stages of development in the hospitality industry.

In the diagram the arrows represents the stages of development.

Cultural Dimension Theory

According to Cultural dimensions theory people are different from six dimensions. The difference in dimension is what determines how people can easily adopt to foreign cultures. This theory argues that societies have different power structure. Some cultures such as Indian culture encourage a gap between people in high positions and subordinates.

While the US culture encourages equal power distance between leaders or managers and workers. This leads to democratic type of leadership. In a close power relation, people interact as equals irrespective of their formal positions. People can be able to provide their ideas and participate in decisions making.

The second dimension is individualism verses collectivism. This refers to the level of integration in the society. The US is an example of an individualistic society. The US culture is focused on individual achievement but others such as India encourage collective effort. Individuals have to forego their personal needs for common goals (Dean and Leung, 2003).

According to the cultural dimension theory the third aspect that differentiates, people are the level of tolerance and avoidance practiced by a society. Tolerance and avoidance is an aspect used by the society to socialize its members on ways of dealing with anxiety and new ideas (Cornelius, 2002). The US has a high level of tolerance because of its diverse population compared to India. On the other hand, India has a homogenous culture. Hence, India encourages avoidance making it hard for Indians to adopt other cultures.

The fourth dimension is masculine verses feminine. Socialization and allocation of gender roles is different depending on the society. The American society advocates for equality between men and women in the society. In societies that are masculine such as India men make decisions. While in the US, women have the opportunity to make or influence decisions.

Additionally, in masculine societies gender roles are rigid there are domains that are set specifically for men and women. One such society is India where it is a taboo for men to cook and look after children. Nevertheless, in the US both men and women share gender roles (Warner and Joynt, 2002).

The fifth cultural dimension is long-term verses short-term orientation. Societies with short-term orientation emphasizes on the past and present. Community members conserve and protect their cultural values.

Short-term orientation does not allow change of ideas. India is an example of a short-term orientation society with rigid cultural values (Warner and Joynt, 2002). While the US is a long-term orientation society, it focuses on the future. Long-term orientation societies are tolerant to different cultures and encourage new ideas (Deresky, 2001).

The sixth and the last cultural dimension is indulgence against restraint. In societies that encourage indulgence, individuals are allowed to satisfy their needs and desires. Such societies encourage people to have what they want when they want. Societies that practice restraint are more conservative and do not tolerate other cultures. Individuals from this type of society do not adopt new cultures. Western countries practice indulgence while those in countries such as India practice restraint.

How issues of culture shock affects work

Issues of culture shock affects work in many ways. According to cross-cultural theory, an individual who is experiencing culture shock will not relate well with colleagues at the work place. Lack of good relationship may affect individual’s commitment to work (Hopkins, 2009).

Secondly, individuals experiencing culture shock face communication problems. In the work place, lack of proper communication may cause poor feedback. Issues of culture shock may also cause low production (Kirton, and Greene, 2000). In the work place, people work in groups and contribute towards the same goals.

Managing culture shock in the work environment

Managing culture shock is the first step towards adapting and coping in a new work environment. This is what Bennet refers to as competence in the cross-cultural theory. To overcome culture shock, affected individuals like Steve should do the following. First, develop confidence and always remember about your personal strengths.

This is the first step in adapting a new culture as portrayed in the acceptance stage of cross-cultural theory. Secondly, always keep an open mind. Being open minded will help an individual not to judge other based on their culture (Brislin, 2008). Thirdly, always maintain a sense of humor. Laughing will always help to fight embarrassment, fear, and despair (Brislin, 2008).

Furthermore, the affected individual should develop a hobby (Brislin, 2008). One can decide to make new friends in the work environment and so on. Another strategy is being patient. It is not easy to adapt in a new environment. It takes time to be integrated with a new culture (Brislin, 2008).

At the adaptation stage, individuals should try to be flexible. Being flexible will facilitate rapid change. Lastly, try to read new resources. Reading books and other articles will help an individual to understand others and appreciate their culture (Brislin, 2008). The procedures portrayed here are what Bennet refers as “adaptation.” Once individual adapt to the culture they become integrated.

Encouraging cultural diversity in the work place

In the hospitality sector, cultural diversity helps in ensuring that all people are comfortable working together despite of their cultural differences. In order to manage cross-cultural issues, restraints and hotels should make the initiative to help their workers and visitors adapt in a new environment. As such, it is important for organizations like restaurants to develop mechanisms, which will encourage cultural diversity at the work place.

Foremost, restaurant and hotel management should provide mentors cross culturally (Schneider and Barsoux, 2003). This is very important because it will help leaders to understand people of different cultures like tourist. This will also enable the management to provide guideline for employees experiencing culture shock.

Secondly, the management should provide training seminars to encourage cultural diversity (Brislin, 2008). Training should be conducted to all new employees to familiarize them with the new environment and existing cultural differences. The training should focus on ways of helping the new employees to adapt, accept, and appreciate their new environment and culture.

Thirdly, the hospitality management should encourage leaders to prepare and present a cultural profile of their workers (Schneider and Barsoux, 2003). By preparing such a profile, the manager can present it to new workers to familiarize them with other colleagues. This will help in preparing new workers so that they do not become disappointed due to different expectations. Presentation can be done using Power Point.

In the work environment, leaders should promote cultural diversity by encouraging sports and other events especially when doing orientation for new employees. During such events, people can share history, stories, and experiences about their cultures. The participants can organize different cultural activities like sports, dances, and story-telling sessions. This will bring people together. It will also help people to understand and appreciate others (Lewis, 1999).

In addition to this, hotel managers should craft statements or create posters, which promotes cultural diversity (Schneider and Barsoux, 2003). such posters should be put on all public places and in the offices too. The manager can craft the following statement, “Be flexible, accept change, and appreciate others.”

This message does promote cultural diversity. In case there is sensitive discussion at the work place, the leaders should tactfully intervene and avoid being bias (Marx, 1999). Finally, individuals should develop positive attitude and learn from others. All employees should embrace change and develop a common organization culture.

In summary, embracing changes in the hospitality sector is a very important in promoting cultural diversity. The hospitality industry should be more involved in this process because they receive people from different cultural background especially tourist. Management in the hospitality industry should always make the initiative to help employees and diverse customers adapt to new working environment.

It is also important that people should accept and appreciate different cultures (Reynolds and Valentine, 2004). In the hospitality industry, the management should provide cross-cultural training courses to enable customers and employees appreciate different cultures. According to cross-cultural theory, patience is needed as it takes time to adapt a different culture.

Reference List

Brislin, W., 2008. Working with cultural differences: dealing effectively with diversity in the workplace. Westport: Greenwood Publishing Group.

Cornelius, N., 2002. Building Workplace Equality. Ethics, Diversity and Inclusion. London: Thomson learning.

D’Almeida, M., 2007. The effects of cultural diversity in the workplace. Michigan: ProQuest.

Dean. T., & Leung, K., 2003. Cross-cultural management: foundations and future. Farmham: Ashgate Publishing, Ltd.

Deresky, H., 2001. International Management: Managing across Borders and Cultures. London: Prentice

Hall Dowling, P., J., & Welch, D., E., 2008. International Human Resources Management: Managing People in a Multinational Context. (5th Ed.). London: Thomas Learning.

Henderson, G., 1994. Cultural diversity in the workplace: issues and strategies. Westport: Quorum Books.

Hopkins, B., 2009. Cultural Differences and Improving Performance: How Values and Beliefs Influence Organizational Performance. London: Gower Publishing, Ltd.

Kirton, G., & Greene, A., 2000. The Dynamics of Managing Diversity. Oxford: Butterworth Heinemann.

Lewis, R., D., 1999. When Cultures Collide – Managing Successfully Across Cultures London: Nicholas Brealey Publishing.

Marx, E., 1999. Breaking Through Culture Shock. London: Nicholas Brealey Publishing.

Reynolds, S., & Valentine, D., 2004. Guide to Cross-Cultural Communication (2nd ed.). New Jersey: Prentice Hall.

Schneider, S., & Barsoux, J., 2003. Managing Across Cultures. London: Prentice Hall.

Warner, M., & Joynt, P., 2002. Managing Across Cultures: Issues and Perspectives (2nd Ed.). London: Thomson learning.

Ward, C., 1999. Cross Cultural theory. Cross-cultural Comparisons and Methodological Issues1 (1) pp 3-8.

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