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The Multicultural Organization: A Historic Organizational Theory for Gaining Competitiveness in Global Business Environment
Abstract
This chapter avers that over the past years, monolithic organizations, as opposed to multicultural organizations, have been created by many top business executives in order to attain their corporate visions and missions. One particular feature of the monolithic organization is that its leaders psychologically impose the culture of the organization on their subjects (employees). Their expectation is that a business organization should be able to satisfy the diverse needs of its various stakeholders (customers, suppliers, shareholders, etc.), when a unique set of covert and overt behaviour is revered by a homogenous workforce. Oftentimes, the imposed “organizational culture” is nothing but a mere derivative or microcosm of the wider societal culture in which the organization is domiciled. This was conceivable in yesteryears, given the fact that most organizations only operated within their domestic business enclaves. However, with globalization and the increasing need for organizations to develop businesses and
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