Ethnic diversity and managerial effectiveness in South Africa

Abstract

This article discusses a study which examines the influence of ethnic diversity on organizational culture and effectiveness in South Africa. South African middle managers, all of whom had hiring and firing authority, were looked at. Despite the managers' identification with their own ethnic group, a common national culture persists at the managerial level. The author notes that the nuances of South African national culture, which include a high degree of individualism and a low tolerance for hierarchical power differences, resemble the national cultures of the Netherlands, England, and the United States. Research suggests these similarities may reflect the historical impact of Dutch, British, and American cultures on South Africa, as well as the inherent effects of British and American management systems.