are likely to hold positive attitudes towards their organization, their job and their career (Hicks-Clarke and Iles, 2000). Such workplaces are characterized as having a positive atmosphere or “climate for diversity”, where this term is conceived of as the extent to which “human resource diversity is valued and in which employees from diverse backgrounds feel welcomed and included” (Hicks-Clarke and Iles, 2000, p. 324). Conversely, other studies have found that employees who do not feel valued because of their race and ethnicity consider that this negatively affects their job and career satisfaction and job involvement (Cox, 1993) and their ability to interact with others (Kossek and Zonia, 1993).
文化多样性在跨国或全球企业的沟通问题中占有重要地位。不完全了解员工群体的文化结构和属性会导致在绩效评估、衡量和管理决策过程中的错误估计；在大多数跨国或全球企业中，由于表现多样性的文化需求，员工的绩效评估遇到了困难。例如，美国人更喜欢直接向自己公布自己的表现结果，而亚洲人通常是间接的。因此，制定适用于大多数跨国或全球企业所有部门的标准绩效评估系统是不现实的。从员工的角度来看，研究表明，认为多元化在工作场所得到支持和鼓励的个人可能对其组织、工作和职业持积极态度。这类工作场所的特点是具有积极的氛围或“多样性氛围”，这一术语被认为是“人力资源多样性受到重视，来自不同背景的员工感到受到欢迎和包容”的程度。相反，其他研究发现，因种族和族裔而不受重视的员工认为，这会对他们的工作和职业满意度、工作参与度以及与他人互动的能力产生负面影响。
West and Mayor (1997) in their study concluded that characteristics of top management team members affect the organisation’s capability to seek out and concentrate to compelling information about future conditions and competitive environments.
West和Mayor在他们的研究中得出结论，高层管理团队成员的特点会影响组织寻找和集中有关未来条件和竞争环境的令人信服的信息的能力。
2.2 Different approach in managing the culturally diverse organization:管理文化多样性组织的不同方法
The basic concept of managing diversity accepts that the work force consists of a diverse population of people. By realising the difference between the employees and if it is properly managed this will become a great asset for the organisation and work to be done will be more efficient and effective. Race, culture, ethnicity, gender, age and disability are examples of diversity factors. (Bartz, Hillman & Lehrer, 1990:321)
管理多样性的基本概念接受劳动力由不同的人口组成。通过认识到员工之间的差异，如果管理得当，这将成为组织的巨大资产，所要做的工作将更加高效和有效。种族、文化、族裔、性别、年龄和残疾是多样性因素的例子。
There are many definitions diversity management, but the essence of the concept contents that;多样性管理有很多定义，但概念的本质内容是
“Diversity management is founded on the premise that harnessing the differences of a diverse population of people, will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational goals are met” (Kandola & Fullerton, 2000:8)
“多样性管理建立在这样一个前提下，即利用不同人群的差异，将创造一个人人都感到受到重视的生产环境，充分利用他们的才能，实现组织目标”
Social scientists have been trying for long to identify the relationship between culture and behavior of the people in different regions. In many ways culture is no longer a terminology but it is interpreted as the set of guidelines for a society to live in (Venken 2002). On reflecting on this view the organizations can be viewed as the minor social institution.
长期以来，社会科学家一直试图确定不同地区人们的文化和行为之间的关系。在许多方面，文化不再是一个术语，而是被解释为社会生活的一套准则。在反思这一观点时，可以将组织视为次要的社会机构。
In general, culture is a vague concept and many scientists have tried to define it in many ways and measurement of this concept related to the definition (Perks and Sanderson 2000). Human resource management have tried to put forward the importance of the cultural diversity in business while the research exists only in the areas of human resource management such as recruitment, organizational socialization and in service training, it is widely viewed that there is a deep study needed in the field of cultural issues.(McGuire et al, 2002).
一般来说，文化是一个模糊的概念，许多科学家试图以多种方式对其进行定义，并将其与定义相关。人力资源管理试图提出文化多样性在企业中的重要性，而这一研究仅存在于人力资源管理领域，如招聘、组织社会化和在职培训，人们普遍认为，需要在文化问题领域进行深入研究。
The diversity movement is hailed by many as a positive change, in which organizations voluntarily engage in a process of systemic cultural transformation designed to eliminate any further forms of exclusion. This development coincides with a general change in the political climate seeking to reverse many of the legal mandates of the previous decades, most notably affirmative action. To reinforce the
