Table of Contents
Culture as asserted by Dholakiya (2017) and Hofstede (2013) refers to the configuration of learned behaviour whose component elements are shared and transmitted among the members of a particular society. An organizational culture on the other hand, refers to the beliefs and values that have existed in an organization for quite a while, such that it influences the behaviours, beliefs, and attitudes of the staff (Hofstede & Hofstede 2011). Since the overall goal of management is to get things done by other people, managers are thus tasked with ensuring that they adjust their leadership behaviours in a bid to realize the mission of the organization as well as attain employee’s job satisfaction (Storti 2011). It therefore proves necessary that a conducive organizational culture and leadership behaviour are well merged to accommodate all aspects exhibited by different cultures within the organization.
Promoting open communication
To begin with, communication is essential if an organisation is to achieve its goals and objectives. Fontaine (2007) and Dholakiya (2017) suggests that ineffective communication has been the root cause of failures in most organizations. Solving conflicts should be the goal of any leader such that loopholes are avoided. What’s more, acknowledging employee’s influences their attitudes and work behaviour which greatly enhances their collaboration. Solomon and Schell (2009) argue that roadblocks and miscommunications are imminent due to different time seasons and regions especially situations where a company operates globally. Embracing open communication by the management will highly be essential given that it will facilitate smooth communication within the international branches (Moshiri 2013).
Leadership is also another aspect that helps facilitate management. A leader as Lervik (n.d.), Parrish and Linder-VanBerschot (2010), Solomon and Schell (2009) contends should not be seen to reign over is subjects but rather should enhance improvement of procedural skills so that there can be improved collaboration and work effectiveness. A leader should be seen to foster learning and focussing on those individual efforts which are deemed beneficial to the whole group. Managers should understand that each individual possesses unique skills that can prove beneficial to the whole organisation when uncovered. Storti (2011) suggests that giving attention to such skills will facilitate overall success of the company and also boosts the confidence of such employees. In addition, accommodating the different cognitive differences brought about by language for instance will greatly impact the group performance.
A diverse workforce as asserted by Burke (2010) presents its own challenges to do with regions, customs, and communication challenges. It is normal for people especially cosmopolitans to feel unappreciated or not contributing enough to the goals and objectives of the organization (Solomon & Schell 2009). It is thus the responsibility of leaders to embrace such differences since they will be apt in enhancing the smooth flow of operations to different cultures and lifestyles. By taking time and appreciating them boosts their morale and stimulates them intellectually (Hofstede & Hofstede 2011). More so, the organisation will also be well placed or rather better equipped to anticipate the needs of customers from all backgrounds. By developing a diversity training program, leaders can rest assured that its workforce will be able to anticipate the needs of customers from all backgrounds.
Time and meeting management
According to Parrish and Linder-VanBerschot (2010), setting a clear focus will go a long way in instilling a sense of direction among the employees. Lervik (n.d.) adds that prompt access to resources and information will guarantee completion of tasks on time and efficiently. Different organisations prefer long-term oriented taskforce in meeting its objectives while others prefer short-term taskforce especially where emphasis is on fast results coupled with instant impact. Contrary to this, persons with high long-term orientation makes investments in lifelong personal networks appropriate. Timelines are deemed important when trying to adhere to the agenda items. Short-term taskforce tends to scrutinise time as opposed to long-term oriented employees who are more dedicated towards adaptation of different timelines (Dholakiya 2017).
Conflict is inevitable given the various cultures present in an organisation especially for a multicultural team (Fontaine 2007). Leaders should ensure that tension is dealt with appropriately without leaning on one side of the divide. This can be particularly important to avoid a small conflict within the management from becoming something big which will be impossible to handle. Thus, understanding of the various cultural perspectives becomes crucial for any leader since they can salvage the situation and bridge cultural gaps (Storti 2011).
Fostering strong relationships among workers
Team building as asserted by Burke (2010) is often a crucial aspect in any organisation given that it keeps everyone active and engaged hence efficient performance. What’s more, it serves as a great way of easing disagreements and thus establishing greater personal connections. Managers should initiate face to face communications or happy hour events aimed at getting to know people at a personal level and foster aspects such as their progress and catch up (Hofstede 2013). Since encouraging friendships might be an uphill task, manager should make use of methods aimed at fostering connections and encourage personal relationships. Games for instance have also been pointed out to improve bonding among employees since it facilitates building of great office rapport and camaraderie.
In conclusion, bringing people together from different cosmopolitans helps align the goals and strategies of the organisation (Hofstede 2013). This as has been exemplified above will come along when aspects such as meaningful communication, time management, conflict resolution, and integration of the diverse cultures has been incorporated within the entity’s framework. This is essential since relationships within the workplace is a win-win for every stakeholder involved in fast-tracking a conducive environment in the workplace.
We can do it today.
- Burke, R. J. (2010). Cross cultural management: Volume 17, Issue 1. Bingley, UK: Emerald.
- Dholakiya, P. (2017). 3 Tips for Managing a Cross-Cultural Workforce. Retrieved from https://www.entrepreneur.com/article/288796
- Fontaine, R. (2007). Cross‐cultural management: six perspectives. Cross Cultural Management: An International Journal, 14(2), 125-135. doi:10.1108/13527600710745732
- Hofstede, G. (2013). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, Calif. [u.a.: Sage.
- Hofstede, G. H., & Hofstede, G. J. (2011). Cultures and organizations: Software of the mind.
- Lervik, J. E. (n.d.). Knowledge Management and Knowledge Transfer in Multinational Enterprises: Cultural and Institutional Perspectives. The Handbook of Cross-Cultural Management Research, 301-318. doi:10.4135/9781412982764.n18
- Moshiri, F. (2013). Management communication: An anthology. San Diego, CA: Cognella.
- Parrish, P., & Linder-VanBerschot, J. (2010). Cultural dimensions of learning: Addressing the challenges of multicultural instruction. The International Review of Research in Open and Distributed Learning, 11(2), 1. doi:10.19173/irrodl.v11i2.809
- Solomon, C. M., & Schell, M. S. (2009). Managing across cultures: The seven keys to doing business with a global mindset. New York: McGraw-Hill.
- Storti, C. (2011). The Art of Crossing Cultures. London: Nicholas Brealey Pub.