The effects of pluralism or cultural diversity on organizational effectiveness are complex and powerful. It is imperative for employers to understand the workforce to get the best out of it. The employers must have to acknowledge and reunite the needs of different cultural people, may it be of any gender, race, ethnicity or of religious background. The levels of co-operation are higher in multicultural organizations compared to homogenous ones. For any organization to be effective in its long run, co-operation and co-ordination of the employees within an organization plays a vital role.
However, managers must also undergo cross cultural trainings to overcome the communication difficulties among multicultural workforce. People from different diverse backgrounds possess different attitudes, values and norms which managers should be able to tackle and shape up and use them as a resource for the development of the organization and reaching its objectives which is normally seen in pluralistic organizations. The report is based on the concept that Pluralist organization culture leads to organizational effectiveness.
Many people believe that compared to homogenous organizational cultures, the multicultural organizations are more successful. Moreover, one of the basic facts is that in a multicultural organization, the levels of competition and the sense of individualism and respect for job is more which results in innovation, new ideas and revenue generation in these types of organizations leading to an overall success. However, the levels of staff turnover and staff dissatisfaction are at lower levels, which a noted as one of the decisive factors for any organization to survive.
Any organization which is internally strong through their skilful human resource will definitely excel in the long run. The aim and objective of this report is to show pluralism as one of the strongest organizational resource that leads to organizational success. Every organisation posses own unique culture. The organizational culture describes the organization and the way the things are done and handled. Mullins. J. L. , describes organizational culture as an important ingredient of managerial behaviour and organizational performance.
Unitary organization is viewed as an integrated and harmonious whole with managers and other staff sharing common interests and objectives. The organization is viewed as a team with a common source of loyalty, focus of effort and one accepted leader. (Mullins L. J,2005) . In the unitarist perspective, the essential unity of the organisation makes it possible for the leader or leadership group to effectively control or change the organizational directions.
It is a top-down organizational control occur in transnational companies, where national or professional cultures arguably exert less influence, but in most organisations the existence of sub-cultures which militate against the effectiveness of top-down cultural leadership. (Handy1993)(cited by Willcoxson L,. Millett B 2000)Ethical and cultural behaviour have direct or indirect impact on the final outcome of an organisation . Pluralist or a multicultural organisation can definitely bring organisational effectiveness .
White (1999) while discussing the advantages of multiculturism , makes the arguments for the performance advantages of diverse groups and organisations over homogeneous organisational groups based on several sources(Cox, Lobel & MacLeod, 1991; Mandell & Kohler-Gray, 1990; Marmer-Solomon, 1989; Esty, 1988; Copeland, 1988; Cox & Blake, 1991),producing common ideas supporting pluralism. As per U. S. Department of Education, Digest of Education statistics,1989 (Gentile M.
C,1996)the developing countries have a good number of share in supplying educated people to the world and to the organizations with diverse working culture where the level of co-operation, co-ordination and understandings are higher compared to homogenous organizations leading to organizational effectiveness. These companies have lower levels of turnover and maximum utilization of combined diverse human talents. (Alder 1991). Moreover, global diversity is not just about race, gender, ethnicity, it is about diversity in thinking, talent, leadership and skill set that individuals bring to an organization from various backgrounds.