Relationships in a multicultural company in the Middle East - publié le 10/03/2009

Résumé du document

Dubai is a city of all superlatives. It is a specific place which reveals few important characteristics. Indeed, it is also considered as a city of significant symbols of luxury and tourism. Thus, our company which offers cheap accommodation is composed of a small team which includes the manager (French), one associate (European) (both share communication, human resources, finance etc...) and various employees (from diverse locations such as Filipino, Indian and Iranian) who operate in departments such as housekeeping, reception, and cooking (chef) departments and so on. An observable fact is that employees comprise of diverse cultures and origins such as Indians, other Asians, Arabs and Europeans. All speak the business lingua franca language i.e. English. They also do converse in other languages such as Russian, German, Spanish, Chinese, Arabic and Hindi. In most companies, the above mentioned languages are considered the ?official language' of the company. However, the management of these multicultural specificities has never been led efficiently and accurately. Therefore a never ending list of problems involving efficiency, synergies and productivity was created. Hence, it is essential to react quickly in order to avoid important consequences. In our present case, we will be concentrating on the total multiculturalism of the company and its clients.

Extraits

[...] Indeed, we know that the intercultural management is crucial in our company and all people of the staff are trained to be met with all specific situations. The manager and Human Resources department of such company must to take into account origins of all employees to optimize all relationships and productivity into the company; the staff training is essential as well even in such a little company due to the specific context of perfect multicultural activity. This aspect must start with perfect intercultural skills of the manager. [...]

[...] The company solves this problem and meets with success. Thus, this little company is composed with a small team which includes the manager (French), one associate (European) (share communication, human resources, finance etc . ) and various employees (Filipino, Indian and Iranian): housework, reception, cooker etc . Employees are from various different cultures and origin: Indians, Asian, Arabic and European. All speak English (and other languages like Russian, German, Spanish, Chinese, Arabic, Indian, etc . ) which is the “official language” of the company. [...]

[...] But, fortunately, air conditioned is present everywhere; all buildings and vehicles. But, in our company, we couldn't be absent; a presence is essential 24/24, because Dubaï is a city where people love having fun and parties. Conclusion The manager and Human Resources department of such company must to take into account origins of all employees to optimize all relationships and productivity into the company; the staff training is essential as well even in such a little company due to the specific context of perfect multicultural activity. [...]

[...] Thus, Dubaï's population is composed of a very large majority of expatriates; with only 14% of local people; what implies a big tolerance towards people; it's the cohabitation of numerous cultures and religions, to work and do business in a perfect synergy. Each population (American, Islamic fundamentalist etc . ) having its financial interests, in spite of differences adapts itself to the territory and its specificities; what guarantee a good insurance against all terrorist threat. Religious and political factors Situation is different in the various emirates and countries of Middle East. For instance, in Dubaï, there is a big tolerance about religions. All religions (excepted Judaism) are tolerated at the condition of not doing proselytism (crime). [...]

[...] Indeed, in Dubaï in particular, all companies Arabic or occidental don't hesitate to recruit among best competent people of the world, whatever nationalities Sociologic factors in the company In certain countries, mentalities are very different and it is more or less important to have comfort, timing etc to work. Demographic and cultural aspects are very important and influence demand, needs, behaviours and the size of the potential market. The productivity and efficiency could be depending on the nationality ant temper. For instance, Indians have not a very good reputation of serious and quality, but can work harder and in difficult environment. In our present case, we are confronted to the total multiculturalism of the company and its clients. [...]