Different cultures and individuals will have values, morals, and ethics different from one another (Eisenbeiß & Brodbeck, 2014). Understanding the differences can make or break a business within a certain region such as Greece, Singapore, Germany, and Iran. In order to understand the different cultures and individuals within the cultures there are several steps one might consider such as utilizing culture assessment tools and applications, understanding the leadership styles and techniques best suited for the culture being considered, and understanding how social culture influences the outcomes and productivity within the organization.
Cultural assessment tools and applications
Organizational leaders must be able to understand, using coping skills, and manage their individuals effectively. An individual should consider using culture assessments that best represent their organization, the individuals within their organizations, and help find out information in order to provide the best productivity possible (duPont, 1999). Rather the leader is an experienced leader or one who is just beginning, having new employees come in and out of the organization will cause riffles and cause some situations one might not be expecting (Neyer & Harzing, 2008). There are many cultures assessments that can be utilized such as discussion groups, surveys, focus groups, and a better understanding of where everyone is actually coming from when it deals with the personal issues and the organization as a whole. When it comes down to the bottom line, there needs to be some clear lines of when cultures, habits and personal habits will be dealt with inside and outside of the organization.
Leadership Style and Techniques are Influenced by Group Culture
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Neyer, A.-K., & Harzing, A.-W. (2008). THE IMPACT OF CULTURE ON INTERACTIONS: FIVE LESSONS LEARNED FROM THE EUROPEAN COMMISSION. Retrieved from Harzing.com: http://www.harzing.com/download/culteu.pdf
Pitta, D. A., Fung, H.-G., & Isberg, S. (1999). Ethical issues across cultures:managing the differing perspectives of China and the USA. Retrieved from JOURNAL OF CONSUMER MARKETING: http://www.ebooksmagz.com/pdf/ethical-issues-across-cultures-university-of-baltimore-home-page-214168.pdf
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A Cross-Cultural Examination of the Endorsement of Ethical Leadership. Journal Of Business Ethics, 63(4), 345-359. Retrieved from http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=bth&AN=19617707&site=eds-live&scope=site
Just as there are cultures in larger human society, there seem to be cultures within organizations. These cultures are similar to societal cultures. They are shared, communicated through symbols, and passed down from generation to generation of employees. Many definitions of organizational culture have been proposed. Most of them agree that there are several levels of culture and that these levels differ in terms of their visibility and their ability to be changed.
Within every society and every fabric of culture lies a story. These stories portray the very nature of each culture by representing tales of their history, beliefs, and traditions. As individuals recount and pass on the stories of various cultures, the stories represent a different variation that reflects the particular zeitgeist and cultural context of the society in which one tells the story. Society is particularly vulnerable and even impressionable when faced with stories of certain cultures. Often, people judge improperly and prematurely, making one-dimensional views of a culture or society. The goal, then, is to engage the multiple stories within every culture as a method to understand our differences and emphasize the commonalities, which pave the way for greater intercultural dignity and communication.
In this paper I will be discussing my inherent weaknesses and strengths in relation to the cultural diversity self-assessment test that I had taken online (http://www.illinoiscte.org/PDF/module/Cultural%20Diversity%20Self%20Assessment.pdfPart 2). According to the test, my final score was a 96 out of 160 total possible points. After reflecting on my answers, I feel that I fall in the middle when it comes to cultural diversity. I am aware that I do have some biases. I sometimes do categorize people or groups of individuals before I actually get to take the time to know them or their respective cultural background. I know that this overall approach is wrong and unfair, but I do feel this is an accurate reflection
“Cultural competence is the ability to engage in actions or create conditions that maximize the optimal development of client and client systems” (Sue & Sue, 2013, p. 49). Multicultural competence includes a counselor to be aware of his or her biases, knowledge of the culture they are evaluating, and skills to evaluate a client with various backgrounds (Sue & Sue, 2013). Client assessment involves gathering information pertaining to the client’s condition. Making a culturally responsive diagnosis involves using the DSM-IV-TR axis (Hays, 2008). Following the axis backwards is ideal to discovering the client’s diagnosis, understanding the client’s ADDRESSING outline will help to come to a closer resolution for a diagnosis.
Basic Intro of Cultural Assessment Model Involving Children & Family Life in Roma Culture “A fundamental belief of professional nursing holds that all individuals are to be cared for with respect and dignity regardless of culture, beliefs, or disease process” (Catalano, 2015). The idea of “culture” has many different meanings and connotations. One that is commonly accepted is that it is a, “collective way of thinking that distinguishes one relatively large group from another” often based off if the particular “group’s acceptance of a set of attitudes, ideologies, values, beliefs, and behaviors…” (Catalano, 2015).
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
Culture is “a system of shared beliefs and values that develops within an organisation and guides the behaviour of its members” (Schermerhorn et al. 2011). It plays an important role in any organisation. For instance, in Woolworths we can se...
Leaders have influence the organizational climate and can change the command culture. However to accomplish that they have to first understand the existing organizational culture within which they are operating. Culture is the behavior characteristic of a particular group. In an organizational setting, leaders have to be mindful of this cultural factors in the context that is sensitive to the different backgrounds of team members to best leverage their talent. There are three levels of culture. First level is the Artifacts. This is the surface level. It includes all phenomena that one sees, hears, and feels when one encounters a new group with unfamiliar culture. Second level is the espoused values. These reflect the original values. Third level is the basic underlying assumptions. These are what were once hypothesis, supported only by a hunch or a value, come gradually to be treated as reality. Climate, in the other hand, is a prevailing trend of public opinion or attitude in a given organization at a given time.
It is said that people are the greatest assets to an organization and it is their beliefs, customs, perspectives, attitudes, and values that constitute to the culture that prevails in an organization. Culture, a very common word in today’s world, plays a very vital role in organizations and it not only affects an employee’s professional development but also their personal harmony. Culture gives a sense of belonging to people, a sense of who they are and how productive they are at their work place. It helps in interacting with each other at a work place.
The Hofstede model of national culture differences, based on research carried out in the early seventies, is the first major study to receive worldwide attention. This influential model of cultural traits identifies five dimensions of culture that help to explain how and why people from various cultures behave as they do. According to Hofstede (1997) culture is Ù[ collective programming of the mind? This referring to a set of assumptions, beliefs, values and practices that a group of people has condoned as a result of the history of their engagements with one another and their environment over time. In this study, culture refers to a set of core values and behavioural patterns people have due to socialisation to a certain culture. The author̼ theoretical framework will be applied to compare differing management practices in China and the West. The five measurements of culture identified by the author are:
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
The differences in other cultures vary from beliefs to ways of life, or norms, of the different societies. The importance of understanding and sensitivity to other countries’ differences is crucial to a business’ success. “Lack of familiarity with the business practices, social customs, and etiquette of a country can weaken a co...
Shaping a culture is a difficult task, because many of the valuable qualities a leader might have are never taught in a classroom. These qualities can be learned through out a life of experiences. Emotional development, genuineness, and a strong character are all essential qualities if leadership in a culture-driven company is to be effective. This analysis will discuss the relationship between a successful leader and the organization cultural change in today’s business.
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544