Course Work on "Management and Leadership across Culture"

Course Work on “Management and Leadership across

Culture”

Abstract

Globalisation of economy and trade brought drastic changesin the business processes. The business has become morediverse and the society becomes progressively moremultidimensional. Globalisation brought augmentedinterconnection between different nations in variousdimensions such as technical, social, economic andpolitical. The global reach of organisations impelled theorganisations to employees more people from diverse socio-economic and ethnic backgrounds, and that brought culturaldiversity in the organisation. Managing cultural diversityis seen as a challenge to the organisations. Theorganisations are implementing various diverse policies andpractices for managing diversity in the organisation. Thisincludes hiring suitable leaders, motivating the employeesto be more productive in the industry and treat allemployees equally. This research has analysed variousleadership styles, motivation theories, cultural diversityand managing cultural diversity in an organisation.Research has taken Emirates Airlines as a case for analysisand summarised findings. The organisation is hired leaderswith combinations of various leadership styles, which isnecessary to foster growth to the organisation. The

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organisation has implemented effective diversity policiesthat have increased the efficiency of the organisationthrough enhancing the effectiveness of the teamwork.

Table of Contents

Abstract.............................................11. Introduction......................................32. Leadership in an Organisation.......................32.1. Various Approaches to Leaderships..................5

2.1.1. The Great Man Approach......................................................................52.1.2. Trait Approach........................................................................................52.1.3. Attitudinal Approach..............................................................................5

2.2. Types of Leaderships...............................52.2.1. Visionary Leader.....................................................................................52.2.2. Integration Leader.................................................................................62.2.3. Fulfilment Leader...................................................................................62.2.4 Transactional Leader.............................................................................62.2.5. Transformational Leaders.....................................................................62.2.6. Charismatic Leader................................................................................62.2.7 Autocratic, Democratic and Laissez–Faire...........................................7

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2.3. Implications.......................................73. Motivating the group in an Organisation..............73.1 Motivation Theory..................................8

3.1.1 Intrinsic or Internal Motivation............................................................83.1.2 Extrinsic or External Motivation...........................................................9

3.2 Maslow's Theory of Motivation......................93.3 Employee Motivation...............................11

4. Cultural Diversity...............................114.1. Changing viewpoint of Cultural Diversity..........124.2. Various approaches to Cultural Diversity..........134.3 Organisational Tips for Managing Cultural Diversity

145. Analysis of Emirate Airlines: A HospitalityOrganisation........................................165.1 Leadership and Motivation in Emirates Airline.....175.2 Cultural Diversity in Emirates Airlines...........18

6. Conclusion.......................................187. Reference........................................19

1. Introduction

Globalisation of economy and trade brought drastic changes

in the business processes. The business has become more

diverse and the society becomes progressively more

multidimensional. Globalisation brought augmented

interconnection between different nations in various

dimensions such as technical, social, economic and

political (House, et al., 2004). As a result, nowadays

organisations are becoming more international and people

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are becoming increasingly interconnected. Globalisation

impelled the organisations looking for global reach, to

conduct more worldwide businesses and utilise international

telecommunication systems. This requires more employee

commitment from various socio-economic backgrounds and

religious thoughts. Thus, globalisation brought more

diverse employees to the organisation and caused cultural

exchange. This has brought more creativeness and

transformation to the company and the people are turned

into part of the global economy (Green, et al., 2008).

Globalisation become more widespread in all sectors in the

last decade, and the communities, organisations and even

the schools and colleges are become more and more global

than ever before. Enhancement in globalisation processes

among the organisations brought increased challenges, which

include manage cultural diversity or employees from diverse

cultures in an organisation, effective planning of

multinational organisation to compete in the global market,

and identification and selection of suitable persons to

lead these organisations in the global market (House and

Javidan, 2004). These show that globalisation has produced

a requirement to know the impact of cultural diversity on

leadership performances in a global organisation. This is

helpful for setting various factors to motivate the

employees from diverse background in the global

organisation to achieve the business goal. The leaderships

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and motivation are interconnected and are explained in the

following sections.

2. Leadership in an Organisation

Leadership is found as an essential component of social

life as well as work. In reality, a leader may be

obligatory for accomplishing a general goal by a group of

people in a particular situation. Leaders and leadership

activities arises in majority of informal and formal social

situations (Kritsonis, 2004). For instance, in the

informal activities of a group of friends, it is seen that

one person generally holds the lead in the activities of

the group. This is very commonly seen in almost all groups

of friends, both in formal and informal cases. This shows

that situational activities oblige a leader in a group and

changes in situations direct to the appearance of a new

leader (Kritsonis, 2004). The leadership activities arise

in organisational and political groups, in which leaders

may demonstrate leadership behaviour with or without formal

right through persuading or motivating individuals to work

for achieving a common goal (Yukl, 2001). Leaders are

usually exhibiting some common characteristics, which are

knowledge, confident and persistent, assertive, dependable,

decisive, cooperative, alert towards social situation and

adaptable of situations (Scribd, 2011).

Various authors are defined leadership in different ways.

However, all definitions are referred to a common element

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or attribute that represents a successful leader.

Leadership can be defined as “the ability of a person to

influence a group of people toward the achievement of a

goal” (Scribd, 2011, pp.179). This definition shows that

the leadership process or situation entails various key

factors, such as: (Scribd, 2011)

Leadership process include two entities such as

leaders and followers

It involves a process or an activity

This entails things like persuasion, exemplary

behaviour and/or influence others in the group with or

without formal rights

The resultant effect of the leadership process is the

achievement of one or more tasks or goals through the

commitment of others

The individual or the leader attains commitments

and/or trust of others

Each of the elements listed above may change depending on

each situation and the people engaged. For instance,

various attributes involved in accomplishing a task by an

Army Major is different from accomplishing a task by a

political leader. In the first case, the Major is the

formal authority to accomplish a very finite goal and the

followers are skilled people. In the second case, goal is

not finite and the followers are unskilled people. Hence

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the situations are different and required various courses

of actions to accomplish the task (Yukl, 2001).

2.1. Various Approaches to Leaderships

People are following various approaches to leadership, such

as the Great man approach, trait approach and attitudinal

approach etc. (Vugt, 2006).

2.1.1. The Great Man Approach

In this approach, people or leaders are studying and

following the personalities and characteristics of great

men and women leaders from the past history. As the

personal qualities and characteristics of eminent leaders

are different from one-to-one, it is seen difficult to

emulate (Vugt, 2006).

2.1.2. Trait Approach

Instead of connecting leadership qualities with a person,

this approach considers a number of intellectual, personal

and/or social traits that distinguish a non-leader from a

leader. This include the capability to listen, capacity to

create effective team, capability to hold good people,

capacity to make own decisions and capability to encircle

himself with good people (Scribd, 2011).

2.1.3. Attitudinal Approach

Attitudinal approach deals with the approaches which

highlights the tendencies and attitudes of a person towards

the behaviour of a leader. The leader behaviour has two

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major dimensions, such as consideration and initiation

structure (Yukl, 2001). Consideration explains the

consideration of the leader towards the members of the

group such as inviting participation, developing mutual

trust, nurturing self-esteem, such as giving recognition,

etc. Initiation describes attributes that defining

responsibility and roles, highlights deadlines and quality,

define tasks and methods for doing tasks, define

relationships and systematize the group (Scribd, 2011).

2.2. Types of Leaderships

The leaderships are categorised in many ways into many

types as explained below:

2.2.1. Visionary Leader

In this case the person is externally oriented and has

long-term outlook. He is responsible for developing a

mission and vision for the organisation. He is the person,

who transforming and structure the organisation for

assuring its enhancement and growth (Thaker, 2010).

2.2.2. Integration Leader

In this case, the person has a medium-term outlook and

inside-out oriented. He reconciles conflicts and develops

a culture and business systems and processes in the

organisation for its smooth running. He utilises hi

corporate experiences and knowledge to integrate all

processes in the organisation (Scribd, 2011).

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2.2.3. Fulfilment Leader

In this case, the person is a knowledge expert and has

short-term outlook. He is result oriented, utilises the

potentials of individuals for delivering results promptly

to the customers. He provides sustained improvements to

the organisation through the optimal utilisation of

resources (Vugt, 2006; Thaker, 2010).

2.2.4 Transactional Leader

In this case, the leader creates finite goals and is very

skilful in understanding employee needs like employee

recognition, enhanced job satisfaction, pay increase, etc.

and providing suitable and motivating rewards. This

enhances the satisfaction of the employees (Kritsonis,

2004; Scribd, 2011). .

2.2.5. Transformational Leaders

In this case, the leader and the follower create

relationships based on the mutual trust. This is most

suitable in managing changes in the organisation, where the

leader employing the dedication of employees in the outlook

of shared vision and values. This leadership has various

elements such as inspiration, intellectual stimulation,

individual consideration and idealised influence (Scribd,

2011).

2.2.6. Charismatic Leader

In this case the followers are influenced by the personal

charisma of the leader, and follow him blindly by

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worshipful. Mhatma Gandhi is an example of this kind of

charismatic leader, who attracts masses by themselves

through emotional appeal. In this case the followers

unthinkingly accept the leader and follow the leader

willingly. The followers keep a belief similar to that of

the leader and trust the rightness of the beliefs of the

leader (Thaker, 2010).

2.2.7 Autocratic, Democratic and Laissez–Faire

The Autocratic leader makes own decision and forces the

group to accept them without questioning the reasons.

Wherein the democratic leaders, share the decision making

process among the group and perform as a coordinator of

group task. In the third case, the leader is inactive in

the group and interacts only on the initiatives if the

group members (Thaker, 2010; Scribd, 2011).

2.3. Implications

In the case of the global organisations, the main challenge

of the organisation is to motivate the employees from

diverse background or manage the cultural diversity in the

organisation. The cultural diversity brings various

conflicts to the organisation due the potential differences

among the members of the group, such as cultural

difference, differences in the skill set, differences in

the communication skills and variation in their socio-

economic backgrounds. As a result, conflict resolution is

the main task of the leaders in the organisation. The

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effective management of the group in an organisation, the

leaders should have the characteristics of visionary,

democratic leader, charismatic leader, transformational

leader, transactional leader, fulfilment leader and

integration leader. Each of these attributes helps the

leaders to motivate the group at various situations to

achieve the business goal.

3. Motivating the group in an Organisation

It seen very important of motivate the group to accomplish

the goal of the business. Motivation refers to make

someone move towards the goal. Motivation theory describes

motivations into two categories, such as intrinsic or

internal motivation and extrinsic or external motivation

(Money-zine, 2011). The leaders of the organisation should

be aware that how they can motivate the employees in the

organisation to achieve the goal or what they have to do

for keeping their employees motivated.

3.1 Motivation Theory

It is required to develop a strategic approach for

motivating someone else or ourselves incorporating the

various conditions and incentives which help to move the

person towards a required behaviour or goal. In both

intrinsic and extrinsic motivation, majority of persons are

moving towards required behaviour to achieve the goals

according to their personal interests, values, beliefs and

even fear. The main challenge of a leader is to find out

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appropriate ways to effectively motivate the people belong

to his working group. As the motivation is strongly

personal, it is complex and each individual required

separate approach to motivate them. It commonly seen that

the factors that motivate one person or leader won’t work

out for motivate another person. In reality, it is not

possible to motivate the employees more than the reality

(Tutor2u, 2011).

3.1.1 Intrinsic or Internal Motivation

Basically, almost all motivations come from inside. Hence,

the most general notions of motivations are intrinsic or

internal or self motivation. These words are used

interchangeably in many occasions to illustrate the

identical factors of motivation which come from inside an

individual. Many theories like Combs (1982) reveal that

the internal or intrinsic motivation is of only one kind.

This can be explained as various activities that can be

applied to sustain or improve self-image or perceptions of

oneself (Money-zine, 2011).

In other words, the motivation can be considered as the

things that people do without any external pressure (Malone

and Lepper, 1987). This can be further explained that the

internal motivation or self motivation is the activities,

for which people will contribute in it for getting

enjoyment from the activities without any rewards.

Researches show that there are various factors such as

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motivation through challenges, motivation through

curiosity, motivation through control, motivation through

fantasy, motivation through competition, motivation through

cooperation and motivation through recognition should be

considered by the leaders of the organisation to design a

self-motivating environment among the working group in an

organisation (Tutor2u, 2011).

3.1.2 Extrinsic or External Motivation

This is the second form of motivation. This explains that

there are various external factors that can motivate a

person are considered as secondary factors. The external

factors to be effectual in motivating a person, that factor

should be in synchronization with at least one of the

internal factors of motivation of that person. In summary,

the external factors are used to stimulate the internal

factors or internal motivation. As a result, same as in

the internal motivation, the external motivation also

arises from inside the person. Hence, this enables the

leaders to create an external environment or situation that

stimulate the internal factors of that person and thus

motivating the person. Here the main challenge of the

leader to identify ways to motivate the working persons who

are indirectly or directly reporting to the leader. In

this case, the leader has to identify and develop plans to

influence the intrinsic factors of the employees to

encourage motivation among them (Internet-of-the-mind,

2011; Money-zine, 2011).

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3.2 Maslow's Theory of Motivation

Abraham Maslow has made-up five fundamental human needs in

a hierarchical order in 1943. These needs are considered

as the specific set of fundamental human needs. The main

characteristic of Maslow’s theory is its hierarchical

order of needs. In this hierarchy of needs, lower level

needs are considered as more basic needs compared to the

top ones. If the persons are in need of the lower needs,

means that the people are looking for more fundamental

needs rather than the higher ones, which they can ignore

at that level (Changingminds, 2011).

Figure 1., Maslow's hierarchy of NeedsSourece: Reference (Changingminds, 2011)

The figure shows hierarchy of human needs, in which it is

not necessary to fulfil all the physiological needs at

lower levels before moving to higher needs. The global

survey conducted by Tay and Diener (2011) shows that

people can attain higher satisfaction levels from esteem

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needs, while they are living in risky poverty (suffering

without satisfying basic physiological needs). However,

it is commonly found that people are fundamentally moving

to higher levels of needs once they are satisfied their

lower level needs (Changingminds, 2011). In the

hierarchy, there are five fundamental needs as explained

below: (Tay and Diener, 2011; Changingminds, 2011).

Physiological needs: These needs are related to

human body and its management. People are less

bothered about these basic needs

Safety needs: These are related to providing shelter

to the people for saving us from harmful situations.

Various shelters can be made according to your wealth

and or level of friends.

Belonging needs: This reveals our ethnic nature.

The people may make friendship with us related to our

personal nature, such as kind to others or helpful or

lovable etc.

Esteem needs: These are the personal needs to

attain respectable higher positions among the group.

Increased respects provide increased power.

Self-actualization needs: These are for reaching to

the highest capable position or to make greatest

achievement in life.

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According to Maslow’s theorem, leaders should identify the

exact need of the people in the group to design a plan to

motivate them accordingly to get best out of them through

making them satisfied.

3.3 Employee Motivation

The most successful methods that leaders can adopt for

motivate their employees include challenging them to learn

new things, provide positive feedback on their performance,

recognise their work etc. Penalty for mistakes and

criticism about their performance may de-motivate them.

Hence leaders should avoid these things. The followers

will stay motivated, when they get constant support and

have the capability to stay in control at their workplace.

Leaders can encourage people by providing additional duty

and responsibility for making decisions. The important

thing in the motivation is that it is individual. The

strategy which is successful to one person may not be

effective to motivate another person or all other

employees. The most successful method for identifying the

motivation factors of a person is trial and error method.

4. Cultural Diversity

The globalization of economy and trade brought immense

changes in the business processes. The business has become

more diverse and the society becomes progressively more

multidimensional. The organisations looking for global

reach has augmented the competition around the world. As a

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result, the global organisations require more employee

commitment from different socio-economic and ethnic

backgrounds, and religious thoughts to contend in the

market. This brought cultural diversity in the

organisation. This diverse workforce caused organisational

transformation and brought creativeness to the

organisation. Diversity has also brought changed to the

people and they turn into part of the global economy

(Green, et al., 2008). In view of that, cultural diversity

turns into an essential element of the global organisation

and that instigated latest IHRM (International Human

Resources Management) approaches for enhancing the benefits

of the organisation.

The cultural diversity is commonly defined as “acknowledging,

understanding, accepting, valuing and celebrating differences among people

with respect to age, class, ethnicity, gender, physical and mental ability, race,

sexual orientation, spiritual practice, and public assistance status”

(Katharine, et al., 1995).

Managing cultural diversity may affect very badly on the

productivity and efficiency of the organisation.

Generally, cultural diversity influences the employees of

the global organisation in three different ways as

explained below: (New, 2008).

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Personally – cultural diversity affects the personal

productivity, the morale of the person, and the career

and professional developments.

Interpersonally – persuades team works, innovations

and problem solving skills.

Organisationally – persuades relations of the

organisation with the customers and vendors, capacity

to attract and hold the experts with the company and

the potentiality to develop new markets.

For this reason, the cultural diversity is categorised as

an essential element of people management, and that

generates increased challenges to the company (Black,

2001). Globalisation is brought workplace transformation,

developments, organisational re-structuring, and

diversification to the company. Hence, the managers or

leaders are required to develop appropriate skills,

policies and practices for managing people and allied

changes due to the diversity and consider each person alike

with dignity (Green, et al., 2008).

4.1. Changing viewpoint of Cultural Diversity

The environmental changes in the international markets

brought changes in the necessities and that impelled

changes to the notion of cultural diversity. It is

mandatory for global organisations to employ people from

diverse ethnic backgrounds having distinctive cultural

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significance, and to work as a solitary social system

(Earley, 1993). In the past approaches, the cultural

necessities of majority groups are imposed on minority

ethnic groups and are seen unjustifiable. This brought

changes in the outlook of cultural diversity and obtained

contributions from various organisations, which are:

(Amaram, 2007).

“The mission for social and ethical responsibility and

social justice of organisations about the ethnic

minority groups” has derived superior innovative

methods for the developments of minority groups (Cox,

2003).

The organisations have developed alternative methods

for eliminating the minority discriminations aroused

because of the demands and requirements of the civil

rights laws and the allied positive action programs

(Amaram, 2007).

The strategic demands on American business for better

benefits and the limitations of positive action

programs in the global market have formulated

innovative methods to handle cultural diversity

uniformly in all groups, without overwhelming any

group under other (Ramakrishnan and Balgopal, 2005).

Cultural diversity approaches are awfully important for

global organisations that produce substantial amount of

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their income and profits from other host nations. The new

notions of cultural diversity integrate various demographic

elements such as race, sex, gender, age, disability etc.

direct to various working outlooks, insight and values

(Amaram, 2007). Majority of main international

organisations are recognised the prospective of expatriate

employees, who are comparatively more available in the

current market than ever, in producing increased benefits

to the company (Ramakrishnan and Balgopal, 2005). These

new changes in the outlook of cultural diversity produced

opportunities as well as challenges to the organisations,

and have to be managed effectively.

4.2. Various approaches to Cultural Diversity

The global organisations are entitled to choose suitable

methods in line with the objectives of the organisation for

the effective handling of cultural diversity for enhancing

the productivity and profitability of the organisation.

Various researches recognized three different methods for

handling cultural diversity in an international

organisation, which are explained in the following sections

(Poniatowski, 2003).

1) Cultural relativism

- The standards set by one culture cannot be

applied to another culture, discloses the

cultures as closed systems.

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- Accepts other cultures, though refuses cultural

dynamics depending on intercultural exchange


2) Cultural absolutism

- The Cultures are arranged in the hierarchical

order with ‘minority’ cultures are supplementary

to the dominant cultures.

- Strong barriers should be placed in between the

minority and dominant cultures in the case of the

rejection of above, and should re-impose from

either side (Poniatowski, 2003).

3) Cultural pluralism

- The uniqueness and expressions in the diversity

of cultures has been accepted along with their

recognized commonalities.

- Confidence has been build in between the

individual to decide themselves about the base of

the cultural values that they want to live on


4.3 Organisational Tips for Managing Cultural Diversity

Managing cultural diversity is critical for all

organisations for increasing their organisational

performance and productivity. The practicing managers have

increased responsibility for handling cultural diversity

and have to adopt a dialectic approach with personal

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awareness to decide when and how to use the benefits of

cultural diversity for the organisational advantages.

Various steps are identified for managing cultural

diversity is explained in the following sections (Amaram,

2007).

The organisations have to identify the individualities

of each person. This demands change in the model of

operations of companies from mono-cultural to multi-

cultural. The change or transformation is a three-

step process, such as: (Rooselvet, 2001)

o Monolithic stage – have homogeneous structure in

culturally and demographically

o Next is a plural representative stage – the

organisation has culturally homogenous leadership

with diverse sub-groups or culture, where the

sub-groups are instigated to adopt the leadership

culture (Hrc, 2011).

o The final stage is fully diverse organisation,

which value equal diversity policies in the

organisation and it encouraged in suitable and

adaptable ways, such as two-way mentoring,

learning, and valuing each other etc.

It is necessary to include top managers in diversity

management program and should provide suitable

diversity training to employees. This will allow

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removing the resistance of employees through inviting

the participation of the workforce of the

organisation.

The diversity management program should be

incorporated in the designed objectives of the

organisation and suitable policies and practices

should be formulated and applied to meet the

requirements of this objective (Hrc, 2011).

Implement a performance evaluation and appraisal

system for keeping the managers accountable to meet

the diversity objectives.

Implement an evaluation system in organisational basis

to assess the equal opportunity involvement of women

employees, minority categories, etc. and the adoption

of corporate culture (Cox, 2003).

Accept and implement safe communication lines for

conveying innovation, various vision of work, new

ideas, etc. freely and effectively (Hrc, 2011).

The organisation should celebrate religious holidays,

and encourage diet preferences, dress modes, etc.

without interfering organisational activities. These

methods of valuing others will bring wide acceptance

of cultural diversity (Amaram, 2007).

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Sequentially, the successful and effective management of

cultural diversity in an organisation leads the managers to

focus their mind towards the modern practices, create new

structure, transform organisational culture, bring changes

to organisation and its operations, and redesign IHRM

strategies, policies and practices (Cox, 2003).

5. Analysis of Emirate Airlines: A Hospitality

Organisation

The Emirates Airlines started their international operation

on 25th October 1985 with two leased aircrafts, a Boeing

737 and an Airbus 300 B4 (Emirates, 2011). Emirates

Airline is fully owned by the Dubai Government. The goal

of the company is set to provide high quality and not on

quantity. The highest quality of services provided by

Emirates in all facet of business since its initiation

transformed the company into an internationally powerful

travel and tourism conglomerate. The company has achieved

growth in scale and size through competing with other

international carriers but not with protectionism. After

instigating the company by providing an initial investment,

the Government of Dubai has treated Emirate as an

independent business entity that helped the company to grow

in a high pace (Emirates, 2011). Emirates has got

recognitions and in 2007 Emirates was recognised as the

fifth largest Airline in the international market for the

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highest flown international passenger kilometers

(Ivythesis, 2011).

Various statistics published by the company shows that the

company is growing on an average of 20 percent every year.

Currently, Emirates is having 153 aircrafts operating to

100 destinations in over 66 countries. On every week about

1000 flights are flying out Dubai Airport and that recorded

40 percent of the total flight transports of Dubai Airport.

The company is planned to expand their operation to 70

percent in coming years. The company accomplished their

high growths through the commitment of their diverse

workforce without compromising on quality (Emirates, 2011).

5.1 Leadership and Motivation in Emirates Airline

The success of Emirates is encouraged by the Visionaries,

the Chairman of the company and the Government. The

Government has introduced various policies such as Open-Sky

policy and autonomous feature of the company etc are

boosted the growth. Open-Sky policy and fleet

liberalisation have attracted more international players to

Dubai and also provided more opportunities to Emirates to

operate in various countries and continents (Emirates-OS,

2011).

The leaders of Emirates Airlines are composed variety of

skills and features and the leadership style is formulated

from various successful Dubai-owned industries and Airline

industries. The leaders are capable to incorporate their

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will and patience to accomplish harmony with the ability to

act decisively and rapidly. The current leader of the

company can be said as a charismatic leader as he is

capable of utilising his leadership style to expand the

company as today. He is more capable of making co-workers

more productive in the industry. On top of this, he has

wide-ranging decision making capabilities that are largely

assisted through the lean management structure of the

company (Ivythesis, 2011).

In many cases, the leader in Emirates Airline is found as

increasingly influential and democratic in nature. He has

the skill and talent to influence and motivate the thinking

and behaviour of his subordinates. He usually request for

meeting of other members for solving issues and making

final decisions formulating from the opinions came from the

shareholders. Hence, he is a democratic leader (OE, 2011).

Another leadership style that is dominant in Emirates is

pacesetting style. He is capable of communicating and

implementing changes due to innovation or trendsetting in

the organisation. He explains the approaches required for

making changes and take initiatives for adopting the “Do as

I do, Now” policy (Ivythesis, 2011).

Leaders in Emirates Airline are also empowering and

perseverance leaders, as they should make relevant and

vital arguments when they are related to the rights of

limited-liability construct towards the issues such as CSR

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(Corporate Social Responsibility). This especially vital,

when the employees are engaged any operation that concerns

the reputation of the company through affecting the

customers, people and environment of the business

(Emirates-S, 2011). In addition to all leadership styles

mentioned above, Emirates leaders are seen increasingly

entrepreneurial leaders, who have a strong capacity for

taking sensible risks and approach for attaining success.

He is also capable of utilising opportunities through

implementing quick actions (OE, 2011; Ivythesis, 2011).

5.2 Cultural Diversity in Emirates Airlines

As Emirates is operating in 66 countries to more than 100

destinations, it is vital for the company to have an

effective operational strategy with importance to diversity

management. Emirates is employed over 150 nationalities

with various socio-ethnic backgrounds are the potency of

their international operation (Emiratesgroupcareers, 2011).

These diverse workforces brought cultural diversity to the

organisation and enrich Emirates Airlines with different

style of thinking, innovative ideas and innovations that

drive the business to success. The 85 percent expatriates

in Dubai Cosmopolitan multicultural population is seen more

subjective to the cultural diversity at Emirate Airlines

(Emirates, 2011).

Emirates has implemented effective strategies and policies

for managing cultural diversity in the organisation. These

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enabled the company to develop a corporate culture in the

organisation, and those ensure that the society, customers,

stakeholders, shareholders, and clients of the company are

served with equality and superb quality. This corporate

culture helps the company to synchronise the negative and

positive culture exits in the organisation as part of the

cultural diversity. Emirates is using a common language

among the diverse workforce as part of their corporate

culture to avoid conflicts due to communication problems.

Diversity policy and practices implemented in Emirates

Airline is intended to share the general objectives of the

organisation between their employees to complement a well-

built positive corporate culture in the company. This

improves the efficiency of the organisation through

enhancing the effectiveness of teamwork (Emirates, 2011).

6. Conclusion

Globalisation brought more diversification in business

through permitting increased international trade. This has

impelled the organisations to operate in various countries

across the globe. This necessitates employing people from

various socio-economic and ethnic backgrounds. This

brought cultural diversity in international organisations.

The cultural diversity brought conflicts in the

organisation. The main challenge faced by any global

organisations is the effective management of cultural

diversity in the organisation. This required suitable

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managers capable of motivating employees individually by

knowing the fundamental needs of each person. Successfully

motivated employee will obtain desired behaviour and will

work towards the goal of the group. This will help to

remove the conflicts in between and will help to create a

positive relationship at workplace. This will provide

growth to the organisation

7. Reference

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Green, K.A., López, M., Wysocki, A., and Kepner, K., (2008): “Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools”, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida

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http://www.hrc.co.nz/home/hrc/newsandissues/tenstepstostrengthenculturaldiversity.php

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Course Work on "Management and Leadership across Culture"

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