Managing Cultural Diversity in Asia
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Managing Cultural Diversity in Asia

A Research Companion

Edited by Jawad Syed and Mustafa F. Özbilgin

This Companion provides an authoritative overview of how cultural diversity is managed in Asia. Although the Asian context appears at first sight to be irreconcilably divergent in terms of diversity management approaches, the contributing authors seek to explore thematic and geographical demarcations of the notions of cultural diversity and equality at work.
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Chapter 8: The Main Problems of Cultural Diversity Management in Turkish Companies which Operate in Central Asian Countries

Beliz Dereli


Beliz Dereli Introduction The changing face of organisations, and an increasingly competitive and globalised world economy are posing great challenges to management (Johnston and Packer, 1987 cited in Ayoko and Härtel, 2006, p. 345). The business world is becoming more diverse, more technical, more global, and at the same time more dependent than ever on productive working relationships. The workplace is changing dramatically, with minorities moving into all types of executive, managerial, technical and professional jobs. Business relationships are more diverse than ever, and various groups have different issues that are important to them; business leaders should build and practise their multicultural skills when they create a multicultural work environment. Diversity can be the greatest source of a company’s power, and it can also be the source of its disintegration as a culture (Carr-Ruffino, 1996, p. 27). Cultural diversity management is a very important tool for international human resource (HR) management. Managing diversity means establishing a heterogeneous workforce to perform to its potential in an equitable work environment in which no one group enjoys an advantage or suffers a disadvantage. At least five factors account for the increasing attention that companies are paying to diversity: (i) the shift from a manufacturing to a service economy; (ii) the globalisation of markets; (iii) new business strategies that require more teamwork; (iv) mergers and alliances that require different corporate cultures to work together; and (v) the changing labour market. Each of these factors can represent opportunities for firms whose managers and employees...

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