1. Managing cultural diversity in the hospitality industry
Seminar presented by:
Garibaldi A,
Stanisic G,
Petrides P,
University of West London
Introduction of the team and inform group that the seminar will last 20 minutes and they will have the opportunity to ask questions at the end.
A hand-out has been to complement the information that will be given during the seminar power point presentation.

2. Introduction http://www.youtube.com/watch?v=ib-Qiyklq-Q.
This short viewing of Coca Cola video is an ice breaker and to enthuse the class on the topic of cultural diversity.

3. Objective of seminar To explore
What is cultural diversity and how can it be effectively managed in the Hospitality Industry?
Credibility and legitimacy to speak – Researched Journals , literature, books attended lectures and seminars.

4. Overview of seminar Section 1 – What is Culture and diversity
Section 2 – What is cultural management
Section 3 – Cultural diversity in the hospitality industry
Section 4 – Legislation and policies relating to cultural diversity
Section 5 – Hofstede’s Cultural dimensions theory
Section 6 – The mosaic model by Kandola and Fullerton.
Section 6 - Managing cultural diversity
Section 7 - Cultural diversity and its benefits
Section 8 - Challenges and issues with cultural diversity
Section 9 – Conclusion and Questions ?

5. Culture
… that complex whole which includes knowledge, belief, art, law, morals, custom and other capabilities and habits acquired by man as a member of society. Taylor (1871) citied in Minkov (2011)
Culture - human activity and symbolic structure designs that emphasize the importance and value of the actions. (Reisinger, 2009)
Culture is complex concept and as a word has many different meanings (Minkov, 2011). By researching culture issues Mullins (2008) has stated the a word culture originates from Latin word “cultura” which is meaning cultivate. Culture is not tangible according by Okoro and Washington (2012) but it can be expressed through tangible items such as food, art, clothing or architecture. From organisation point of view culture can be expressed and articulated through organisation vision. In essence, culture is the full range of learned human performance patterns (Armstrong, 2008; Mullins, 2005; Reisinger, 2009)
In society context, culture gives directions for people to behave in a socially accepted way in order to obtain stability and peace (Reisinger 2009).

6. Culture diversity management
Culture diversity encompasses “… language, culture, race, nationality and religion” (Devine et.,2007:125)
Effective managerial response to the challenges of managing increasingly diverse workforces (Gröschl, 2011)
The definition and concept of culture is complex to explain due to its multidimensional phenomenon (Reisinger 2009). Contemporary researches in culture diversity theorizing stressed the value of the heterogeneity of group dissimilarities and challenged and focused the view that difference was essentialist (Walby, 2007). Relatedly Groschl (2011) argues that diversity management must focuses an a strategy which recognises worker individuality and believes in terms of diversity benefits within organisations. This approach is not guarantee the integration of minorities in a dominant culture but will challenge managerial practices (Groschel, 2011)

7. Cultural diversity in hospitality industry
Migrant workers have formed a substantial part of the hospitality workforce in UK (Janta,2011).
The growth of cultural diversity in the hospitality workforce results from a combination of global or international factors and conditions within the host country environment (Baum, 2007)
Hospitality Industry is a diverse area of economic activity, it is a characterised by diversity in terms of the range of business types and guest’s profile (Baum et al., 2006).A cultural diverse workforce has long been an important reliance for UK Hospitality Industry. Due to the rapid growth rate of globalization and the changing in labour structure managing the cultural diversity in hospitality organisation became significant issue.
A recent study by Minkov (2012) has argues that more immigrant labours and minority employees get into the UK Hospitality Industry workforce.

8. Legislation and policies relating to the cultural diversity
The Equality Act 2010 legally protects people from discrimination in the workplace and in wider society (UK Government, 2013)
A numerous of personal characteristics are covered by discrimination law to; such as disability, race, gender, sex, marriage and civil partnerships, age ,religion, belief, sexual orientation, maternity and pregnancy (CIPD, 2011).
Similarly, in organisation context legislation ensures that the workforce get fair treatment and being protected, regardless of their background, personality, language, nation and so on (Melia, and Kennedy 2005).
Culture differences include language, dress, traditions, morality and religion, societies organization, and the way they interact with the environment (United Nations, Educational, Scientific and cultural Organisations, 2001)

9. Hofstede,s cultural dimensions theory
"Culture is the collective programming of the mind that distinguishes the members of one group or category of people from others“ Hofstede (2013)
Published on 19 Jan 2013
Key Note Speech for the 2nd Hofstede Symposium, January Organized by the Geert Hofstede Consortium. Film by Siegmund Audiovisuele Produkties

10. Hofstede,s cultural dimensions theory
Published on 19 Jan 2013
Key Note Speech for the 2nd Hofstede Symposium, January Organized by the Geert Hofstede Consortium. Film by Siegmund Audiovisuele Produkties
1. Power Distance, related to the different solutions to the basic problem of human
inequality;
2. Uncertainty Avoidance, related to the level of stress in a society in the face of an
unknown future;
3. Individualism versus Collectivism, related to the integration of individuals into
primary groups;
4. Masculinity versus Femininity, related to the division of emotional roles between
women and men;
5. Long Term versus Short Term Orientation, related to the choice of focus for
people's efforts: the future or the present and past.
Hofstede 2013

11. Hofstede,s cultural dimensions theory
Power Distance,
Uncertainty Avoidance,
Individualism versus Collectivism
Masculinity versus Femininity
Long Term versus Short Term Orientation
Indulgence versus Restraint
(Hofstede, Hofstede & Minkov, 2010)
In the 2000s, research by Bulgarian scholar Michael Minkov using data from the
World Values Survey (Minkov, 2007) allowed a new calculation of the fifth, and the
addition of a sixth dimension Indulge versus restraint.
6. Indulgence versus Restraint, related to the gratification versus control of basic
human desires related to enjoying life.
The sixth and new dimension, added in our 2010 book, uses Minkov’s label Indulgence
versus Restraint. It focuses on aspects not covered by the other five dimensions, but
known from literature on “happiness research”. Indulgence stands for a society that allows
relatively free gratification of basic and natural human desires related to enjoying life and
having fun. Restraint stands for a society that controls gratification of needs and regulates
it by means of strict social norms. Minkov (2010).
(Hofstede, Hofstede & Minkov, 2010)
Firstly, the averages of a country do not relate to individuals of that country. Even though this model has proven to be quite often correct when applied to the general population, one must be aware that not all individuals or even regions with subcultures fit into the mould. It is to be used as a guide to understanding the difference in culture between countries, not as law set in stone. As always, there are exceptions to the rule.
Secondly, how accurate is the data? The data has been collected through questionniares, which have their own limitations. Not only that, but in some cultures the context of the question asked is as important as its content. Especially in group- oriented cultures, individuals might tend to answer questions as if they were addressed to the group he/she belongs to. While on the other hand in the United States, which is an individualistic culture, the answers will most likely be answered and perceived through the eyes of that individual.
Lastly, is the data up to date? How much does the culture of a country change over time, either by internal or external influences?
Clearly Cultural. (2013) Making Sense of Cross Cultural Communication [On line]. Available from:
< [Accessed 23 October 2013].

12. Kandola and Fullerton mosaic model
Mission and values
Objective and fair processes
Skilled workforce: aware and fair
Active flexibility
Inclusive
Culture that empowers
Kandola (2006)
The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include such factors as sex, age, background, race, disability, personality and workstyle. It is founded on the premise that harnessing these differences will create a productive environment in which everybody feels valued, where their talents are being fully utilised and in which organisational goals are met. (Kandola and Fullerton, 1998)

13. Cultural diversity and its benefits
Rise people interpersonal skills.
Increases team-work.
Expand innovative and creativity.
Different attitudes and behaviors.
Skills and variety of language spoken.
Growth company credibility.
Increases productivity on complex tasks.
The list of advantages and benefits of CD is vast.
1- Because people of various cultures when working together can easily understand the view of others.
2- consequently it increase team work inside the workplace.
3- Staff of different background can benefit when it is a time to create new project. Also it means different solution to a common problem.
4- People behave differently and it can lead to better communication and strong relationship.
5- Benefit of the industry, having a large range of language spoken by their staff could attract international guests, employee can benefit from learning new language consequently expand their knowledge.
6- Having staff from many different backgrounds can make the company more attractive to potential guests and future employees.
7- A multicultural work environment also result in more effective execution of the tasks with different peoples imput
Divene et al 2007, Clements & Jones 2006, Peterson 2004, Sonnenschein 1997, Blair et al 2000

14. Challenge and issues with cultural diversity
Communication.
Commitment and loyalty.
People perceptions of change.
Complicates decision-making.
Generate conflict.
High employment turnover
Discrimination and legal ramification.
It is not only benefits, unfortunately there are also few challenges with cultural diversity
1- language barrier and perception, employee can misunderstand or misinterpreted and customer needs can be affected.
2- challenge for small groups or minority groups to remain faithful to the whole organization. eg. I'm Brazilian working for French company.
3- People can be stubborn and does not accept cultural diversity and its changing pattern, they want thinks done the same way as aways
4- Could be difficult to find a solution when employees has different values, believes and rituals.
5- Tend to generate conflict in the team as sometimes people has different opinion
6-At work, sometime employee are forced to work with others they may not necessarily socialise with, such forced proximity may result in high staff turnover
7- On a more tragic situation it can turn to discrimination leading to legal ramification.
Baum et al 2006, Carr-Rufino 1999, Cox & Blakes 2001, French 2007, Holaday 2007, Schneider and Barsoux 2003, Wrench 2001,

15. Managing cultural diversity
Adopt an employee relationship management system.
Overcoming stereotyping and discrimination.
Training.
Empowerment of individual.
Appraisal and performance evaluation.
Implementing and practicing cultural diversity policy.
Equal treatment/treat people individually
What we saw so far is that although there are challenges on cultural diversity, they are all manageable.
1- Managers accept the cultural differences of all employers and create good relationship with them. Holliday Inn example.
2- learn to respect differences of others. Do not associate all muslin employee with terrorism
3- Use training sessions to increase employees awareness and sensitivities of cultural diversity.
4- Empower staff to take decision, and use people strengths
5- Appraisal and performance evaluation example. Use this opportunity to understand employee different culture
6- Improving fairness and equal employment opportunities when a new position appear on when promotion is available.
7- The big question, should we treat everybody the same, 10 minutes smoke break and 10 minutes pray break
Groschl 2011, Ledwith & Seymour 2001, Madeira 2011, Maxwell et al 2000, Seymen 2006, Testa 2004, Wirth 2001

16. Conclusion & Question
Diversity is an increasingly important component of the 21st century workplace. But putting these strategies into action, your organisation will be well-positioned to leverage the power of difference. (Leondakis 2011)
The importance of introducing measures to show the added value of managing diversity is very clear. But it’s also important to consider the positive and negative impacts that can arise. It’s the ability to manage diversity that makes the difference – not just diversity itself. CIPD (2006)

17. References
Accor Hotels (2009), Workforce diversity, (online), Available from:< (Accessed October, 2013)
Baum, T. (2006). Human Resources Management for Tourism, Hospitality and Leisure: An International Perspective. London: Thomson Learning
Chiavenato, P. (2005) The New Time for Administration. Expanding Knowledge in Cultural Diversity International Journal of Human Resource Management, Vol. 2, pp. 85.
Devine, F., Baum, T., Hearns, N. and Devine, A. (2007) "Managing cultural diversity: opportunities and challenges for Northern Ireland hoteliers", International Journal of Contemporary Hospitality Management, Vol. 19 Iss: 2, pp.120 – 132
Dubrin,P. and , Andrew.J. (2003) Fundamentals organisational behavior. S/L: Cengage Worldwide Hospitality and Tourism Themes, Vol. 5 Iss: 9, pp.38–42
Gröschl, S. (2011) "Diversity management strategies of global hotel groups: A corporate web site based exploration", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 2, pp.224 – 240
Equality Act 2010: guidance (online) Available from: < (Accessed on October 2013)

18. Hanashiro, D and Carvalho, F. P
Hanashiro, D and Carvalho, F.P. (2008) Cultural diversity: an overview and
reflections for the European reality, Ed. 47, Vol. 11 No. 5.
Hearns N.,Devine F.,Baun T (2007)The implications of contemporary cultural diversity for the hospitality curriculum, Education and Training Vol. 49 No. 5, 2007,pp , Emerald Group Publishing Limited
Madera, J.M. (2011) "Removing communication barriers at work: What workforce diversity means for the hospitality industry", Worldwide Hospitality and Tourism Themes, Vol. 3 Iss: 4, pp.377 – 380
Maxwell, G., McDougall, M. and Blair, S. (2000) "Managing diversity in the hotel sector: the emergence of a service quality opportunity", Managing Service Quality, Vol. 10 Iss: 6, pp.367 – 373
Melia, D.M. and Kennedy, E. (2005), Cultural Diversity: A Management Perspective, Dublin Institute of Technology, Dublin.
Okoro, E. & Washington, M Workforce Diversity and Organizational Communication: Analysis of Human Capital Performance and Productivity. Journal of Diversity Management. Vol. 7 No 1.
Seymen, O. A. (2006) "The cultural diversity phenomenon in organisations and different approaches for effective cultural diversity management: a literary review", Cross Cultural Management: An International Journal, Vol. 13 I: 4, pp.296 – 315