Asia to help leaders understand the Asian flavors so they can target exports to Asia (Nankervis et al, 2002)
在这方面可以举出许多组织的例子。例如，在澳大利亚，悉尼的日兴酒店有一个优势，即工作人员在用户直接连接的领域总共会说34种不同的语言。同样，澳航飞行餐饮公司的员工有66个国籍，其中不乏海外出生的领导人。如果承诺的话，各种“民族”美食为澳航提供了巨大的竞争优势，可以根据口味和民族客户的要求提供食物。此外，Don's Smallgoods通过识字、语言和文化培训增加了跨文化交流，增加了利润，同时降低了成本。同样，作为亚洲员工，奶酪蛋糕工厂也特别努力了解包装质量和日本文化，以帮助领导人了解亚洲风味，从而将出口目标定在亚洲
Hence the discussion suggests that it is important to realize that cultural diversity must be considered as a tool for better organizational progress rather than a management problem and if effectively managed, it can be a key to gain competitive advantage and success.
因此，讨论表明，重要的是要认识到，文化多样性必须被视为促进组织进步的工具，而不是管理问题，如果得到有效管理，它可以成为获得竞争优势和成功的关键。
Like other industries in the hospitality sector is facing challenges of diversity and specific opportunities.In 2003, the Department of Commerce, Enterprise and Employment has issued more permits forty seven thousand workers, migrant workers, this was more than eleven and a half thousand different employers and workplaces.According to IBEC hotel and restaurant is the major employer of nationals NONEU with about 23% work in the area.This creates challenges in that the organizations should create and maintain workplaces that evoke a concept of fluidity in their organization will accept and take into account differences in humans.Achieving this requires leadership diversity, the diversity of organizational structures effective and successful planning and execution of decisions of diversity appropriate and timely.
与其他行业一样，酒店业也面临着多样性和特定机遇的挑战。2003年，商务、企业和就业部发放了超过四万七千名工人、移民工人的许可证，这是一万一千多个不同的雇主和工作场所。根据IBEC的数据，酒店和餐厅是NONEU国民的主要雇主，约23%的人在该地区工作。这带来了挑战，因为组织应该创建和维护工作场所，以唤起其组织中流动性的概念。组织将接受并考虑人类的差异。实现这一目标需要领导层的多样性，组织结构的多样性——有效和成功地规划和执行适当和及时的多样性决策。
Research: Through research, a number of focus groups were conducted at various locations throughout the country.These meetings brought together representatives of properties and organizations operating within (or connected to) the hospitality industry.Participants included hotel owners, restaurant owners, hotel managers, Catering Managers, human resource managers, supervisors and hotel food and Students & Teachers colleges different host.( Bucher, R. 1999)
研究：通过研究，在全国各地举办了一些重点小组。这些会议汇集了酒店业内（或与酒店业相关）的物业和组织的代表。参与者包括酒店老板、餐厅老板、酒店经理、餐饮经理、人力资源经理、主管和酒店餐饮以及学生和师范学院的不同主持人。
The qualitative study was supported by quantitative research in the form of surveys were completed by participants in focus groups.To guide and direct the search for a model (developed in both academic literature and practical experience) was used.As shown in figure one, the framework assesses the extent to which organizations are taking steps to meet the challenges of diversity through assessment and planning dimensions of implementation.
定性研究得到了定量研究的支持，定量研究以调查的形式由重点小组的参与者完成。为了指导和指导对模型的搜索（在学术文献和实践经验中发展而来）。如图一所示，该框架通过执行工作的评估和规划层面，评估各组织在多大程度上采取措施应对多样性挑战。
Regarding planning for diversity, the analysis criteria focused on “Diversity Awareness” (or the extent to Whish organizations are aware of diversity and proactively identify opportunities for diversity / challenges in their own contexts) and “Diversity Options” (which basically considers the type of diversity planning and decision making performed by organizations).Regarding the implementation of diversity assessments have focused on “Diversity Imperatives” (the extent to which organizations share the responsibility for diversity and the development of rewarding diversity and effective structures of control) and “The variety of interfaces (which considers the extent to which it is internal and external cooperation on diversity and the degree to which assessments of effective structures were developed).
关于多样性规划，分析标准侧重于“多样性意识”（或Whish组织意识到多样性并在其自身环境中积极识别多样性/挑战的机会的程度）和“多样性选项”（基本上考虑了组织执行的多样性规划和决策的类型）。关于多样性评估的实施，重点关注“多样性要求”（各组织在多大程度上分担对多样性的责任，并制定奖励多样性和有效的控制结构）和“接口的多样性（其中考虑了内部和外部在多样性方面的合作程度，以及对有效结构进行评估的程度）。
While many host organizations have begun to take note of the dynamics of diversity change (such as l
