Wherever I travel around the globe -- from Singapore to Luxembourg; from Jordan to New Zealand, I see reflections of America.

Or has America become a reflection of the world?

America is still the great melting pot, and our cultural diversity is a reflection of global diversity on a grand national scale.

The 30 million African-Americans among us outnumber the populations of 42 of the 47 countries on the African continent.

Only four countries in Latin America have populations greater than the Hispanic population of the United States, which now numbers 22.5 million people.

There are more Oriental faces in America than in Cambodia, Laos, Hong Kong or Singapore.

Within our boundaries are about two million American Indians -- close to the population of Panama.

Non-Hispanic whites still constitute the majority of the American population , but at some point during the 21st century, they will simply be the largest of several minorities.

The growing diversity in the work force poses many challenges for employers. The language barrier is an obvious one.

In many cases, companies have found it advantageous to offer their employees courses in English as a second language. The Honeywell Corporation instituted English-language courses for the Vietnamese, Laotians and Cambodians in its Minneapolis work force; it also provided instruction in Asian languages for its American-born personnel.

One way to establish lines of communication with other cultural groups is to organize special-interest groups for ethnics within the work force. You then can meet with them and let them tell you about their problems and concerns.

Remember that people from different backgrounds send and receive messages through cultural filters.

I've learned that words, expressions and gestures that mean one thing in a given culture may mean something else in another culture.

A term that may seem perfectly harmless to you may be offensive to someone from another ethnic group. A gesture that may be offensive to you may be a friendly communication to someone from another culture.

How can we know what to do and say when dealing with people of other ethnic and cultural groups?

First, find out what terms and expressions are offensive to minority ears. Avoid slang words that refer to people of different racial, ethnic or national minorities. Don't use them, even in joking.

English is a precise language, but it is perceived as blunt by many speakers of other languages.

Americans often pride themselves on "straight talk" and "telling it like it is." This is a turn-off to Japanese workers, who practice "ishin-denshin" -- communication by the heart.

To the Japanese, the truth lies in the things you imply, and is not openly stated. Vagueness is preferred to precision. If you're too explicit with the Japanese, they take that as the mark of a know-it-all.

"Saving face" is an important consideration in some cultures, and this may influence the way people respond to you. If you say "Do you understand?" to someone from an Asian culture, you may get a polite "yes" when the employee has no idea what you're talking about.

If they say "No," it can only mean one of two things to many Asians: They're too dense to comprehend or you are a poor instructor.

In such cases, it's important to watch the face. It's hard to disguise puzzlement, and it's usually easy enough to tell whether the face comprehends.

Here are some other suggestions for dealing with multi-cultural challenges in the work place:

Ask for feedback.

If your listener repeats what you've said exactly in your words, you probably didn't get through.

Listen for questions.

If there are no questions, there's likely to be no understanding. Be suspicious when you encounter too much nodding agreement. A person who understands what you're saying will usually find something to elaborate on or to disagree about.

Use clear, simple language.

Avoid slang, and be aware that idioms can confuse the newcomer to English. Idioms are expressions in which words take on meanings that are quite different from their dictionary definitions.

I know first-hand the difficulty of comprehending idioms and slang. I learned English as a second language after I came to this country. Idiomatic expressions that make perfect sense to people who grew up speaking English can be bewildering to someone who grew up speaking another language.

For instance, when you say "I give up," you mean "I surrender," "I quit," or "I yield." But the newcomer to the English language may be puzzled. What does it mean to make a gift in an upward direction?

Idioms are important tools of communication, and newcomers to English must learn them just as they must learn individual words. But be aware that you may occasionally have to explain carefully what you mean.

Provide thorough orientation.

Be sure your new employees are acquainted with the roles of the key people they'll be dealing with. Who is the team leader? Who is the supervisor? Who is the department head? Let them know whom to go to for advice, instructions and answers to questions.

Learn about minority cultures.

When you're dealing with people from another background, learn as much about them as you can. Go to the encyclopedia or to the card catalog at the library. Find out whether there are ethnic organizations that might provide some information.

Ask for help from a member of that ethnic group who has already fully adapted to the American culture. And ask the newcomers themselves.

Assign mentors.

Mentoring can be used as an adjustment tool for immigrants. The ideal mentor would be one who is familiar with both cultures.

If such a person is not available, then look for someone with an abundance of friendliness, tolerance and tact. Give mentors good orientations into the minority culture and let them know what to expect in the way of behavior or reactions.

Seek their suggestions and comments.

This can give minorities a sense of belonging to the group.

Some people may be reluctant to provide open criticism, even in the non-threatening environment of a focus group. So the wise executive will provide a system for employees to make comments and suggestions anonymously. That way, you get the benefit of feedback and nobody loses face.

Maintain cultural profiles.

If a number of different cultures are represented in your work force, it might be helpful to prepare cultural profiles for each employee from a minority culture.

Make this profile a part of the employee's personnel records. The profile might contain information on language, religion, food customs or restrictions, the political system in the homeland, national and religious holidays, and customs that might affect work habits.

Americans have been taught as an article of faith that the "American way" is the best way. But ours is a dynamic country, and the "American way" is always evolving, incorporating the best ideas from other cultures, as well as from minority cultures within the United States.

This diversity has always been a part of our national strength. You can make it a part of your corporate strength, too.