Question 1
“Global leaders and managers are expected to lead and manage a diverse workforce. In order to do so, there
are number of initiatives that can be implemented in organisations”.
1.1 Identify and discuss the most important initiatives. The use of practical examples will earn more marks.
(13 marks)
Quite a number of the initiatives that can be adopted in managing diversity within global enterprise are discussed
briefly below. The material used in answering this question can be found on page 31 of the prescribed book.
• Holding managers accountable for achieving workforce diversity – the global manager is held accountable for
successful or otherwise, management of workforce diversity. By implication, the global manager, being an
accounting officer, shoulders all the blames and receive all the accolades for diversity management.
• Establishing minority recruitment, retention and mentoring programmes – the recruitment processes of the
organisation should cater for the minority group, through robust employment policy and retention packages. It must
be admitted that the exercise of recruiting is far easier than retention. Thus, global manager is expected to do all it
takes to ensure that critical workforce is attracted and retained within the organisation. If this is not managed
properly, the employee may join competitor, thereby placing the MNC at a competitive disadvantage.
• Conducting diversity training – after recruitment, it is essential to train the global manager on diversity management.
Thereafter, every new entrant into the organisation is expected to be trained on the understanding and appreciation
of diversity.
• Conduction cross-cultural training – Apart from diversity training, the importance of cross-cultural training is also
considered imperative for MNCs. For instance, low or lack of cross-cultural understanding may jeopardise the
operational efficiency of the MNC.
• Encouraging the development of employee networks – It is also important to encourage and promote cross-regional
visits and deployment of members of workgroup across the operational facilities of the MNC. This practice helps the
MNC to build a global network of management team that meets from time to time and share knowledge and
experience on issues of common interest.
Page 1 of 10
“Global leaders and managers are expected to lead and manage a diverse workforce. In order to do so, there
are number of initiatives that can be implemented in organisations”.
1.1 Identify and discuss the most important initiatives. The use of practical examples will earn more marks.
(13 marks)
Quite a number of the initiatives that can be adopted in managing diversity within global enterprise are discussed
briefly below. The material used in answering this question can be found on page 31 of the prescribed book.
• Holding managers accountable for achieving workforce diversity – the global manager is held accountable for
successful or otherwise, management of workforce diversity. By implication, the global manager, being an
accounting officer, shoulders all the blames and receive all the accolades for diversity management.
• Establishing minority recruitment, retention and mentoring programmes – the recruitment processes of the
organisation should cater for the minority group, through robust employment policy and retention packages. It must
be admitted that the exercise of recruiting is far easier than retention. Thus, global manager is expected to do all it
takes to ensure that critical workforce is attracted and retained within the organisation. If this is not managed
properly, the employee may join competitor, thereby placing the MNC at a competitive disadvantage.
• Conducting diversity training – after recruitment, it is essential to train the global manager on diversity management.
Thereafter, every new entrant into the organisation is expected to be trained on the understanding and appreciation
of diversity.
• Conduction cross-cultural training – Apart from diversity training, the importance of cross-cultural training is also
considered imperative for MNCs. For instance, low or lack of cross-cultural understanding may jeopardise the
operational efficiency of the MNC.
• Encouraging the development of employee networks – It is also important to encourage and promote cross-regional
visits and deployment of members of workgroup across the operational facilities of the MNC. This practice helps the
MNC to build a global network of management team that meets from time to time and share knowledge and
experience on issues of common interest.
Page 1 of 10
