There may be an inevitable loss of homogeneity of company values, even while creative capital and international knowledge increases.
Communication also may be more difficult, at least initially in a culturally diverse organization. Before, in less diverse circumstances, every person might have seemed fluent in the same company or corporate language, now this is not necessarily the case. The company cannot assume that automatically, new and old workers will 'get along' and that new workers will easily conform to the corporate culture, or think that they should sacrifice their personal beliefs and practices to do so. Today, workers are likely to see their identity as pluralistic or hyphenated. They are workers for a company but also members of their culture and region of origin, rather than as the same as everyone else at the company.
Communication difficulties can mean that simple comments or gestures may be misinterpreted, and negotiating personal...
Also, managers from different backgrounds may encounter prejudice, which, however unfairly, impedes their ability to get things done. Morale may suffer in the short-term when an organization becomes more diverse.
The company can work to overcome these differences by making diversity a part of the corporate culture. Simply by having 'diversity days' where the company brings in cuisine from the area where new hires may come from, or the land where the company is expanding its new product line can be an informal, welcome, and unforced method of education. Diversity should not be viewed by the company as a punitive measure, enforced by the law or by policy from above, but as a value that is willingly welcomed. By viewing diversity as an asset on a corporate level, employees will value diversity themselves, regardless of their personal background.
