| Abstract: | Summary This study of multi-ethnic workgroups in two deluxe London hotels used an open-ended interview approach to obtain rich data from managers and their subordinates. Data was analysed using cultural dimensions identified by Hofstede and Trompenaars. Managers, who were from both individualistic and collectivistic national cultures expressed themselves in predominantly individualistic terms. In contrast, workers, regardless of their cultural background, spoke of their working relationships in a generally collectivistic way. They also said that they preferred to be managed in a collectivistic style, according to Trompenaars' categories. There was evidence that this clash of preferences caused conflict between workers and managers. Both managers and subordinates appeared to believe that a multiethnic workforce delivered a better quality service to a multi-ethnic clientele than would a homogeneous staff team, but for different reasons. Managers mentioned the potential adaptability and innovativeness of a mix of different cultures. Workers spoke of multi-ethnic teams as being open-minded, patient, understanding, sharing common goals and being a family. However, the collectivistic qualities of workgroups seemed to inspire workers from individualistic national cultures rather than the collectivistic nationalities. “Family” aspects of group work seemed inadequate for the latter, who tended to identify external factors as responsible for their motivation. |
