TRANSCULTURAL NURSING: MANAGING DIVERSITY

Beginning in the 1960s, however, the property of Europeans among immigrants to the United States has decreased steadily. Thus, an ever increasing number of ethnical communities contribute developed and continue to develop in this bucolic whose social mores are quite different from the European pagan values that angle to characterized the behaviors of the majority of the American population.

Increasing pagan pluralism emphasizes the contend to both understand and manage classify processes in contemporary organizations (Bernal, 1993, pp. 228-232). The delegation of autonomy to groups within breast feeding perpetrate empowers nurses within groups to develop the strategies that effectively integrate pluralistic perspectives (Laschinger & Shamian, 1994, pp. 38-47). The consolidation of culturally differing perspectives within organizations is accomplished through the process of group dynamics (Smith & Comer, 1994, pp. 553-582).

The behaviors of nurse managers need to vary as groups maturate to promote optimal group effectiveness (Scandiffio, 1990, pp. 77-109). During all facets of nursing practice, however, the nurse manager must act to minimize disbelief and reduce tension. Nurse managers must understand their own views in relation to power, communication, and organizational culture before attempting to understand the views of former(a) members of the nursing staff.

Impact on the Healthcare Delivery System

Friedman, M. (1991). Exploring culture and family caring patterns with the framework of systemic organization. Anthology on Caring, (NLN Pub. 15-2392), 169-182.

Managing cultural diversity in work-groups assumes greater greatness as the heterogeneity of the workforce increases (Bettenhausen, p. 371).

A real need exists "to discover how to integrate divergent perspectives and overcome the major sources of 'process loss' associated with heterogeneity" (p. 371).

Sugiyama, S. (1988). Socialization process in a Japanese virgin religious group. Tohaku Psychological Folia, 47, 29-36.

Ethnicity serves as a basis for association, self-definition, and enfolding behaviors that affect group performance and behavior (Ullah, 1987, pp. 17-23). New members of groups tend to "base their actions and interpret some other members' actions on the norms they held as members of other groups" (Bettenhausen & Murnighan, 1991, pp. 20-35). The social realities of groups "are shaped by members' cognitive structures" that much vary according to ethnicity (Sugiyama, 1988, pp. 29-36). For nursing managers in the global health care arena, increasing ethnic diversity generates significant human resourcefulness issues that must be addressed.

Bettenhausen, K. L. (1991). Five years of groups research: What we have learned and what needs to be addressed. Journal of Management, 17(2), 345-381.

Smith, C., & Comer, D. (1994, May). Self-organization in small groups. Human Relations, 47(5), 553-582.

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