Cultural diversity changes the workplace by providing new human resources and managerial challenges to employers. As the United States experiences shortages of skilled workers, most organizations will have to find ways to optimally utilize multicultural workers. This often entails dealing with employees who have different attitudes toward time, status and roles, relationships, responsibility, decision-making, and technology ( Goldstein & Leopold, 1990). To effectively manage diversity, managers and supervisors must be aware of the values, motivations, communication styles, attitudes, and needs of their employees ( Foxman & Polsky, 1989). This is a Herculean task even for people trained in intercultural relations. And as the nation's workforce is reshaped with respect to age, sex, racial composition, and national origin, the challenge to managers and supervisors is magnified ( Abbasi & Hollman, 1991).
When demographics change and the demand for labor becomes greater than the once traditional labor pool can provide, cultural diversity becomes a formidable activity for employers. This does not necessarily mean the new labor pool is incapable of meeting the needs of employers, but it does mean that in some instances extensive job training strategies must be implemented. The shortage of skilled workers and the increase of employees' diverse cultural backgrounds are reasons corporations like Apple Computers, Southwestern Bell, Corning Inc., and Quaker Oats have implemented programs that focus on diversity issues rather than following the traditional corporate practice of ignoring existing cultural differences ( Nel