With an emphasis on building success in today's multicultural
workplace, Fine describes the truly multicultural organization, one
that values the cultural differences among its employees and knows
how to create policies and practices that encourage the full
productivity of all employees. Fine maintains that just to remain
competitive as the U.S. workforce becomes culturally diverse,
organizations must not only recognize the inherent multiculturalism
within their walls, but must actively transform themselves into
such organizations. Her book thus explains how cultural differences
affect workplace behavior and provides ways for management to work
with them, not against them. A practical, challenging,
research-based discussion for human resource professionals and
management in public and private organizations.
After reviewing the changing demographics of the workforce and
discussing how present practices are exclusionary, Fine provides
detailed descriptions of the values, norms, beliefs, and behaviors
of various ethnic groups and women and the dysfunctional
interactions among groups. Nine case studies document diversity
initiatives in public, private, and not-for-profit organizations,
and lead to numerous concrete ways to train employees in
multicultural understanding and create policies and practices that
acknowledge, value, and incorporate cultural differences into the
organization itself. Fine offers no quick fixes, however; instead,
she makes clear that building a successful multicultural
organization is a difficult, unceasing process of creating and
recreating organizational life. The result is an analytical,
research-based discussion for scholars, researchers, and others in
the academic community -- and a practical guide to the complexities
posed by multiculturalism for organization management at all levels
in both the public and private sectors.
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