Republic of the Philippines

CAMARINES NORTE STATE COLLEGE

F. Pimentel Avenue, Brgy. 2, Daet, Camarines Norte – 4600, Philippines

COLLEGE OF BUSINESS AND PUBLIC ADMINISTRATION

Instructor: Jennylyn C. Casabar
THC 9- Multicultural Diversity in the Workplace for Tourism Professional
MW 08:00- 09:30 (BSHM 3B)/ MW 09:30-11:00 (BSHM 3A)

2
CHAPTER
Communicating in a Diverse Workplace

I. OBJECTIVES
 Describe the traits and characteristics of different nationalities in a workplace
 Compare and contrast the cultures, values and differences among diversity
 Categorized the different nationalities based on the layers of diversity
 Formulate an avenue on how to properly communicate in a diverse culture in a workplace

II. DISCUSSION
DOMINANT CULTURE
The Characteristics of Dominant Culture
Perfectionism
 little appreciation expressed among people for the work that others are doing; appreciation that is expressed
usually directed to those who get most of the credit anyway
 more common is to point out either how the person or work is inadequate
 or even more common, to talk to others about the inadequacies of a person or their work without ever talking
directly to them
 mistakes are seen as personal, i.e., they reflect badly on the person making them as opposed to being seen for
what they are – mistakes
 making a mistake is confused with being a mistake, doing wrong with being wrong
 little time, energy, or money put into reflection or identifying lessons learned that could improve practice, in other
words, little or no learning from mistakes
 tendency to identify what ís wrong; little ability to identify, name, and appreciate what ís right
Sense of Urgency
 a continued sense of urgency that makes it difficult to take time to be inclusive, encourage democratic and
thoughtful decision-making, to think long-term, to consider consequences
 frequently results in sacrificing potential allies for quick or highly visible results, for example sacrificing interests of
communities of color to win victories for white people (seen as default or norm community)
 reinforced by funding proposals which promise too much work for too little money and by funders who expect too
much for too little
Defensiveness
 exists rather than to facilitate the best out of each person or to clarify who has power and how they are expected
to use it
 because of either/or thinking, criticism of those with power is viewed as threatening and inappropriate (or rude)
 people respond to new or challenging ideas with defensiveness, making it very difficult to raise these ideas
Quantity Over Quality
 things that can be measured are more highly valued than things that cannot, for example, numbers of people
attending a meeting, newsletter circulation, money spent are valued more than the quality of relationships,
democratic decision-making, ability to constructively deal with conflict
 little or no value attached to process; if it can't be measured, it has no value
 discomfort with emotion and feelings
 no understanding that when there is a conflict between content (the agenda of the meeting) and process (people's
need to be heard or engaged), process will prevail (for example, you may get through the agenda, but if you haven't
paid attention to people's need to be heard, the decisions made at the meeting are undermined and/or
disregarded)

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 Worship of the Written Word
 if it's not in a memo, it doesn't exist
 only one right way
 the belief there is one right way to do things, and once people are introduced in the right way, they will see the
light and adopt it
 when they do not adapt or change, then something is wrong with them (the other, those not changing), not with
us (those who know the right way)
 similar to the missionary who does not see value in the culture of other communities sees only value in their beliefs
about what is good
Paternalism
 decision-making is clear to those with power and unclear to those without it
 those with power think they are capable of making decisions for and in the interests of those without power
 those without power do not know how decisions get made and who makes what decisions, and yet they are
completely familiar with the impact of those decisions on them
Power Hoarding
 little, if any, value around sharing power
 power is seen as limited, only so much to go around
 those with power feel threatened when anyone suggests changes in how things should be done in the organization,
feel suggestions for change are a reflection on their leadership
 those with power assume they have the best interests of the organization at heart and assume those wanting
change are ill-informed (stupid), emotional, inexperienced
Fear of Open Conflict
 people in power are scared of conflict and try to ignore it or run from it
 when someone raises an issue that causes discomfort, the response is to blame the person for raising the issue
rather than to look at the issue which is actually causing the problem
 emphasis on being polite
 equating the raising of difficult issues with being impolite, rude, or out of line
Individualism
 little experience or comfort working as part of a team
 People in the organization believe they are responsible for solving problems alone
 the desire for individual recognition and credit
 competition more highly valued than cooperation and where cooperation is valued, little time or resources devoted
to developing skills in how to cooperate
 I'm the only one
 connected to individualism, the belief that if something is going to get done right, I have to do it
 little or no ability to delegate work to others
Objectivity
 the belief that there is such a thing as being objective
 the belief that emotions are inherently destructive, irrational, and should not play a role in decision-making or
group process
 invalidating people who show emotion
 requiring people to think in a linear fashion and ignoring or invalidating those who think in other ways
 impatience with any thinking that does not appear logical to those with power
Right to Comfort
 the belief that those with power have a right to emotional and psychological comfort (another aspect of valuing
logic over emotion)
 scapegoating those who cause discomfort
 equating individual acts of unfairness against white people with systemic racism which daily targets people of color

One of the purposes of listing characteristics of white supremacy culture is to point out how organizations which
unconsciously use these characteristics as their norms and standards make it difficult, if not impossible, to open the door to
other cultural norms and standards. As a result, many of our organizations, while saying we want to be multicultural, really
only allow other people and cultures to come in if they adapt or conform to already existing cultural norms. Being able to
identify and name the cultural norms and standards you want is a first step to making room for a truly multi-cultural
organization.

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 AMERICAN INDIAN
India is a land of great diversity, contrasts and complexity. Its diversity spans geography, languages, religions, castes and
classes. There is a North-South divide as well as regional divides along cultural and language lines. Business practices may
differ in India depending on your location in India, and whether you are working with government officials, multinational
companies or local vendors. The size of the company, the age and level of your business associates, as well as their familiarity
with western business practices will all have an impact on your team effectiveness and productivity.
Below is a list of 12 things you need to know when working with Indians.
Hierarchy – Authority is generally respected among Indians who may hesitate to question a boss due to the respect
given to seniors/elders. It starts in the home with parents, as well as in their educational system. e.g. Indian children
are not encouraged to speak up or challenge a teacher. It carries over into the work place and may affect communication
with seniors.
Empowerment – Many Indians aren’t used to a boss asking their opinion, “what do you think?” And if that is their
experience, they may prefer to do what the boss says and expect to be micromanaged. Others like to take initiative and
just keep the boss informed. A U. S. boss may need to discuss expectations and preferences around empowerment and
individual responsibility. Initially, be very specific with directions.
Strong work ethic – Be careful what you ask; Indians generally don’t push back and will try to accommodate you, even
if it means working through a weekend.
Roles & responsibilities – If a colleague asks for help, an Indian employee will usually try to do it: they try not to say no.
Team – Competitive with themselves and others; still many prefer to be collaborative as they are group-oriented in
work style preference. However, those behaviors may be restrained in a mixed Indian and American group until mutual
trust and “open and honest” communication has been established.
Collegial – Indians enjoy being with others and take breaks and lunches with colleagues. They may use the time to ask
a question or clarify a point. If your colleague doesn't have an answer, he or she may know someone who does. Indians
utilize networks well.
Timeliness – Working in multinationals, Indians are generally timely with schedules and deadlines; in Indian companies
they expect flexibility. There is an intention to complete the work on time; however, they often don’t give early warning
of problems. It’s better to check-up how the work is going and will it be ready on time.
Communication style – Indians generally prefer a communication style that is less direct than many Americans. They
are polite and careful not to offend; they often perceive a direct style as blunt, and sometimes rude.
Conflict – Indians are taught to minimize conflict and strive for harmony. If uncomfortable with your "style" or unable
to deliver for some reason, Indians may stall or avoid you to eliminate direct confrontation.
Risk – Many Indians prefer to gather detailed information before making a decision to avoid risk. There is a preference
to do business within the network of personal relationships based on trust.
Relationships – Relationships first, then task. Indians may be reserved in the beginning until they know you better,
especially with non-Indians. Build relationships through team meetings over lunch and celebrations of birthdays.
Socializing – In social situations among themselves, Indians are personal and informal. They generally don’t plan far in
advance to see friends. Friends become like family; they can speak about personal subjects and share confidences.
Indian friendships are often compared to a coconut (hard to break into, but then smooth and inviting). American
friendships are compared to a peach (easy access but the hard pit prevents friendship from becoming deep). Be sincere
and patient in your efforts to develop relationships.

Understanding and appreciation of cultural differences promote more effective interactions and result in greater
collaboration among people of diverse cultural backgrounds.

AFRICAN CULTURE
African Cultural Values
In Africa, actions speak louder than words, especially if there is a barrier between languages.
In an effort to contextualize and be mindful of a complex mindset and worldview, here are a few African cultural values to
be aware of:

1. Greeting – Hello and a Handshake

Greeting people in Africa is one of the most important things you can do. A quick “hello,” paired with a handshake is a
sufficient way to make a positive first impression with anyone.
2. Show Respect to Elders
African cultural values are based on a foundation of the past and present, a leading reason why elders are so well
respected. Always acknowledge an elder, let them ask questions, and during mealtime elders should be served first.
3. Pointing at Things
Pointing at something or someone with the index finger is usually considered rude or just straight offensive – it’s not
something you want to do. Different ethnic groups have different ways of pointing, but the method I usually employ is
poking my chin in the right direction and widening my eyes.

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4. Overhand Motion Calling
Avoid motioning to call a person with an upwards palm. The preferred method is to call someone over with the
palm faced down and pulling the fingers inwards.
5. Sole of the Foot
Just like in many cultures around the world, the very bottom of your foot is the very dirtiest part of your body. Try not
to directly point your foot sole towards anyone.
6. Eat with the Right Hand
You might have heard this before, the right hand is for eating food and the left hand is reserved for the unsanitary task
of what happens afterward. Whatever you do, don’t touch African food with your left hand!
7. Hissing and Kissing Sounds
To call the attention of someone is often performed with a hissing or loud smack of the lips. If you are not expecting it,
the sounds might come as a surprise, but it’s totally acceptable and very common.
8. Silence is an African Value
Don’t be alarmed or nervous with spans of silence during African conversation. When there’s something to be said, it
will be said; when there’s nothing to be said, silence is perfectly fine. There’s no need to feel uneasy during a period of
silence in Africa, take the time just to enjoy the presence of others.
9. Time – A Little Less Important
Despite the use of clocks to tell “what time it is,” African clocks work differently; things fall into place as they unfold. An
African worldview does not focus far into the future, but dwells more on past events and whatever is happening
currently. Future scheduled times can’t be rushed and thinking so will only make one more and more frustrated.
10. Use Flexibility
Africa will teach you to be flexible. Closely relating to how future-time is of less importance, schedules aren’t always at
the forefront of lifestyle. If a plan gets shut down or changes drastically, there’s not always something you can do
besides accept it and continue with a positive attitude.
11. Do NOT Publicly Show Anger, Frustration, or Impatience
Though circumstances have potential to become frustrating, it’s highly important to NOT publicly display any sort of
negative feeling in public. Africans have incredible self- control, being careful not to offend or shame anyone in public.
12. Positive Communication
Positive communication is a key African cultural value. Along with not displaying public negativity there are countless
ways to express “good,” or “ok.” Don’t immediately get into a discussion about a hardship or struggle, these topics can
be gradually being brought forth.
13. Relationships Matter
With future-time a little less important, current time is of extreme value. Meeting people and spending time with
others to develop lasting relationships is an aspect of African culture that is truly cherished.
14. Don’t Talk Too Much During a Meal
Simple small talk is permissible, but don’t try to talk too much business or seriousness during a meal. Serious issues are
handled after the meal.
15. Receive a Gift with Both Hands
If someone graciously gives you a gift, a non-verbal way to show extreme thankfulness is to accept it with both hands
outstretched.
16. The Un-Stated – “Sorry We’re Out”
There will inevitably be a circumstance in Africa where you go to a restaurant, order a dish, and a totally different dish
is served to you – no questions asked. You will naturally complain, saying “this is not the dish I ordered.” The waiter will
shyly back away and simply tell you that what you ordered was not available. It can be a bit frustrating to say the least
(remember #10, 11, and 12, and that African flexibility!).
17. Personal Space
It might seem odd (or even drive you crazy) when you are the only person on an empty bus and another person gets
on and sits down right next to you. Imagine growing up in a single room with 10 people living together, or living with a
clan of extended family; your idea of personal space might be a little different thinking in African terms.

Non-Verbal and Verbal Communication

Cultural Groups Non-Verbal Verbal Social Behavior

African Culture  Don’t make eye contact  They mostly talk loudly  Respect for authority
 Look down and remain and shout across to the  Live according to nature
silent person across the street demands

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  First greet men then  Value system does not  Have a need for
greet women allow the person to affiliation
 Men sometimes walk in whisper. They perceive  Believe in ancestral
public holding hands as this to be rude spirits
a sign of friendship /  They’re comfortable to  Consult with a witch
respect for each other laugh and cry loudly in doctor and accept
 Men walk in front of public guidance from a
women to show that  Youngsters are not Sangoma (highly
there is a leader and to allowed to address their respected healer among
also protect the women superiors by name the Zulu people
in the event of danger of South Africa who
 Sitting is a sign of diagnoses, prescribes,
respect to superior and often performs the
rituals to heal a person
physically, mentally,
emotionally, or
spiritually.)
Western/Colored Culture  Make eye contact  Talk in a well-modulated  Openness
 Greet with a firm tone of voice within  Question authority
handshake their circle of space  Assertiveness
 Greet each other with a  Whisper and talk in  High need for
kiss and hug lowered tones so as not achievement
 Standing a to disturb or distract  Individualism
others in their
surroundings
Asian Culture  In greeting with each  Verbal communication  Friendly
- Hindu other, put hands is in modulated tones  Have own traditional
- Muslim together as if in prayer  Do not display emotions food
- Chinese  Make eye contact publicly, worried what  Show a positive
 Men shake hands and people will think approach towards
kiss both cheeks  Men appear to be the business
 Muslim women avoid spokesperson
contact with unrelated  Men are authoritarian.
men and cover up hair Women are very
and face conservative

Ten Tips for Cross Cultural Communication

Here are some simple tips to help you improve your cross cultural communication skills:
Slow Down
Even when English is the common language in a cross cultural situation, this does not mean you should speak at normal
speed. Slow down, speak clearly and ensure your pronunciation is intelligible.
Separate Questions
Try not to ask double questions such as, “Do you want to carry on or shall we stop here?” In a cross cultural situation
only the first or second question may have been comprehended. Let your listener answer one question at a time.
Avoid Negative Questions
Many cross cultural communication misunderstandings have been caused by the use of negative questions and
answers. In English we answer “yes” if the answer is affirmative and “no” if it is negative. In other cultures a “yes” or”no”
may only be indicating whether the questioner is right or wrong. For example, the response to “Are you not coming?”
may be ‘yes’, meaning ‘Yes, I am not coming.’
Take Turns
Cross cultural communication is enhanced through taking turns to talk, making a point and then listening to the
response.
Write it Down
If you are unsure whether something has been understood write it down and check. This can be useful when using large
figures. For example, a billion in the USA is 1,000,000,000,000 while in the UK it is 1,000,000,000.
Be Supportive
Effective cross cultural communication is in essence about being comfortable. Giving encouragement to those with
weak English gives them confidence, support and trust in you.
Check Meanings
When communicating across cultures never assume the other party has understood. Be an active listener. Summarize
what has been said in order to verify it. This is a very effective way of ensuring accurate cross cultural communication
has taken place.

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 Avoid Slang
Even the most well educated foreigner will not have a complete knowledge of slang, idioms and sayings. The danger is
that the words will be understood but the meaning missed.
Watch the Humor
In many cultures business is taken very seriously. Professionalism and protocol are constantly observed. Many cultures
will not appreciate the use of humor and jokes in the business context. When using humor think whether it will be
understood in the other culture. For example, British sarcasm usually has a negative effect abroad.
Maintain Etiquette
Many cultures have certain etiquette when communicating. It is always a good idea to undertake some cross cultural
awareness training or at least do some research on the target culture.

TAKE NOTE
The best way to make people from other cultures feel welcome and comfortable is to be accepting of their various
habits and cultural traditions. It is a mistake to expect guests to comply with your cultural traditions. You have a much better
chance of building good relationships with guests if you adapt yourself to their cultural norms. Take your cues from your
guests. Wait for a guest to offer their hand to shake, rather than making them feel uncomfortable by presenting yours first.
If a guest speaks quietly to you, respond by also speaking quietly. On the other hand, if a guest has a loud voice, you could
merely respond in clear, tones that are easy to hear – it is not necessary for you to copy the loudness of the guest’s speech.
If a guest avoids making direct eye contact with you, respect this and make only intermittent eye contact with him / her in
order to ensure that he / she does not become uncomfortable. If a guest does not wish to make small talk before placing an
order, respect this and pay attention to what the guest is requesting. There is no point in responding by being offended or
hurt. It is simply the guest’s way – it is not personal.

- - - - - END OF DISCUSSION - - - - -

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IV- REFERENCES
Jones K & Okun T. 2001. THE CHARACTERISTICS OF DOMINANT CULTURE from Dismantling Racism: A Workbook for Social
Change Groups. Retrieved from
http://mcf.org/sites/default/files/files/pages/Characteristics%20of%20Dominant%20Culture.pdf

Sondra Sen. 2017. Working Effectively with Indians: 12 Things You Need to Know. Retrieved from
https://www.linkedin.com/pulse/working-indians-12-things-you-need-know-sondra-sen/

Dina Gerdeman. 2019. 6 Steps to Building a Better Workplace for Black Employees. Retrieved from
https://hbswk.hbs.edu/item/6-steps-to-building-a-better-workplace-for-black-employees

Fasset. 2013. Culture and Diversity in the Workplace Handbook. Retrieved from
https://www.fasset.org.za/downloads/valuing_diversity/culture_and_diversity_in_the_workplace_final.pdf

Mark Wiens. 17 African Cultural Values (To Know Before You Travel to Africa). Retrieved from
https://migrationology.com/african-cultural-values-travel-africa-17/

Prepared by: JENNYLYN C. CASABAR

Reviewed and Approved by:

GENNEVIE L. ELEP, MAT
Chairperson

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