Exam (elaborations)
EPP2601 SEMESTER 1 EXAM 2023
- Institution
- University Of South Africa (Unisa)
EPP2601 SEMESTER 1 EXAM 2023. THIS DOCUMENT CONTAINS VERIFIED ANSWERS TO THE EXAM, YOU JUST NEED TO PARAPHRASE AND SUBMIT
[Show more]
Content preview
NAME:STUDENT NUMBER:
MODULE CODE: EPP2601
EXAM PERIOD: MAY/JUNE 2023
EXAM DATE: 16 MAY 2023
DECLARATION FORM
I, …………………………. declare that this portfolio of evidence is my own original work
and I did not copy any other person’s work. I also declare that I have read and
understand the Unisa Plagiarism policy, which prohibits the submission of plagiarized
work as one’s own work. Where I have used information from other sources, a list of
reference and in-text reference is provided in order to acknowledge the original authors
of the information.
Signature:………………………………
Date: 16 May 2023
Place: Home
,Question 1
Read the above case study and write an essay critically explaining cultural
diversity in the work environment. Support your answer with practical examples.
TABLE OF CONTENTS PAGE
1. Introduction ………………………………………………………………
2. Definition of key concepts………………………………………………
1. Introduction
Cultural diversity is a complex issue to avoid in the workplace, even in government
institutions or democratic countries, where, employment equity representation of all
cultures is being emphasized within the workplace. Cultural diversity in the policing
environment is necessary, since the police deal with people from the community who
are comprised of different cultures. Therefore, it is important for the police to be
sensitive regarding diversity and learn something about, not only among themselves,
but also towards their clients, irrespective of their cultural/religious/ethnic/racial
background. Culture refers to the sum of ideas, customs and social behaviours (such as
norms and values) shared among a particular group of people. Hence people of the
same culture perceive certain matters similarly and also behave in similar ways while
those of different cultures have to earn their trust and prove themselves before they
could be trusted in the workplace (Unisa, 2020:15).
2. Definition of key concepts
a) Ethnocentrism: this is a tendency to judge other groups according to the
standard, behaviours, and customs of one’s own group.
b) Stereotyping- involves unfairly generalising the behaviour of one person of a
certain cultural group (Unisa, 2020:15).
3. Cultural diversity in the policing environment.
Many opportunities and ideas can arise from having a diverse workforce in the policing
environment. Individuals from different cultures think differently and approach issues
differently. In a scenario where people from different backgrounds work together, if
given an opportunity to take charge, they will contribute new ideas. Therefore, in the
workplace or work environment, they would bring variety or fresh perspectives and
innovative ideas for the workforce to use. These different ideas can assist the force’s
different clients, since they are not biased in terms of the approaches they use. For
example, people from a certain ethnic background may feel at ease explaining their
problem to police officials with the same background and the same understanding of
their ways of doing certain things. Challenges can arise with diverse workplaces since
police officials may try to compete about whose cultural approach to consider (or to
reject) during decision making. The Commander needs to balance the ideas and views
of all employees to make them feel accommodated in the workplace.
, The cultural differences or variations to consider during the communication
process, include the following:
Contextual differences: this refers to how a person uses verbal or non-verbal
communication cues, to convey a message. For example, some use less verbal
communication and more nonverbal communication cues to convey messages
(this is known as high-context culture), while others use more verbal and less
non-verbal communication cues to express their thoughts (this is known as low-
context culture).
Legal and ethical differences: in an organisation with a high-context culture,
people may prefer written agreements, while in low-context cultures they may
value verbal agreements. When there are conflicts at work, people from high-
context cultures may prefer legal ways of seeking resolution, while those from
low-context cultures may seek mediation processes where two parties meet to
discuss their issues, before reaching a verbal resolution.
Social differences: various social norms affect employers at work:
a) Attitude towards work and success: this which leads to differences in how
people show commitment to their work or success in life. Some may value
working hard to earn more money, while for others, achieving success
may not be necessary – as long as they have permanent employment
which offers them security, they are satisfied.
b) Roles and status: these factors may influence someone’s behaviour
during the communication process. For example, it determines how some
women behave, or how junior staff members behave towards their
superiors on the basis of their cultural background.
c) Manners: what appears to be personal information in one person’s culture
may not be regarded as such in another person’s. This will influence how
staff members share information with one another.
Concept of time: to high-context cultures time is very important, while to low-
context cultures time is not a vital issue. This may affect how people use their
time, or when they arrive at certain events. To some, arriving late to a meeting is
not an issue, while to others it is a sign of disrespect.
Future orientations: to some, making future plans may be important, while others
live in the moment and do not worry about the future.
Openness and inclusiveness: culture influences how people welcome or accept
one another. Some cultures are more welcoming of strangers, others are not.
Non-verbal differences: people's interactions are heavily influenced by their
culture, in many respects:
a) Greetings: examples include bowing, shaking hands, exchanging kisses or
hugging.
b) Personal space: some stand close while communicating, while others maintain a
distance.
c) Touching: some touch people on the shoulder or arm, while others do not.
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through EFT, credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying this summary from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller xoliswamdlamini. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy this summary for R253,00. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
53022 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy summaries for 14 years now