Cross Cultural Theories Are Effective And Based On Evaluations

The term "culture" has been used more and more recently but what exactly does it mean? Some have even regarded culture as "the most central problem of all social science" (Malinowski, 1939). According to Merriam Webster (2016), culture is defined as the arts and other manifestations of human achievements. If culture was as simple as Merriam-Webster defines it then the lives of anthropologists, sociologists, and psychologists would be much easier. As we know, culture varies greatly across religion, countries, and some cases in just states; the difference between the north and the south. We can conclude that culture is a set of shared thoughts, values, and cognitions (Geertz, 1973). With culture in itself varying tremendously based on values and location, then surely organizational culture is no simple concept either. The term "organizational culture" has just recently become to be used more (Barley, 1988). Though there may be disagreements on defining culture universally, researchers tend to agree that culture is of vital importance in an organizational context, whether that organization is a company or a government (Kilmann, Saxton, & Serpa, 1986).

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

Itideed, so much has been written that summary is all but impossible. The principles of organizational behaviour have long been acknowledged, and legions of authors have attempted to develop both a theory and practice of cross-cultural management. To quote in this paper the more salient works in the field would merely be redundant. The conclusion from studies on cross-culture management is that managers must analyze and become familiar with the hidden language of foreign cultures. Some key starting points include: perceptions of time, space, material possessions, and friendship; patterns of business agreements; religion, language, and tradition; educational levels; urbanization and minority patterns; features of social and business customs; crime rate and corruption levels; attitudes towards foreigners; and social structure. Although sociology and psychology, as fields of research and practice, have been entertained in connmunist countries, they have served mainly 'social-engineering ' purposes, in that they have been subordinate to pditical agendas. Relatively litUe attention has been paid to the impact of national culture detominants on organizational solutions. Even in the rare instances where local enqnrical studies of this sort have been performed, results have frequently been incommensurable with research in the West. A number of works (published before political/economic changes began in 1989) have dealt with issues of organizational culture in Poland

     Cultures are varying among different parts of the globe. People with different cultures have different characteristics and viewpoints on the subjects due to diverse understanding and method of learning. During the past few decades, the international trade grows in a very rapid rate due to the advantages that it provides; “increased sales, operational efficiencies, exposure to new technologies and broader consumer choices” (Heslin). Therefore, when considering the culture aspect to current business world, it is crucial for business to understand the culture aspect because of the tremendous growth of international business as well as utilize the international market to its maximum

National culture has been a key construct in the study of organizations. Culture plays a crucial role in determining the suitability of a management practice. Geert Hofstede categorizes national culture among six dimensions

This lack of effort when facing challenge is likely to depress their performance. On the other hand, under a learning orientation, individuals will experience an adaptive pattern and they are more likely to increase effort when encountering difficulty and this effort is likely to increase performance. Keywords: Cultural Values, Goal Orientation, Organizational Behaviour, Human Resources Much research in organizational behavior has often ignored the impact of national culture on the individual (Boyacingler and Adler, 1991). This is not surprising since national culture’s influence in organizational behavior occurs at such a deep level that people are not usually aware of its influences (Triandis, 1983). For example, even though it is clear that values and goals of societies differ, most theories on work motivation have been made in the US with a US perspective (Boyacingler and Adler, 1991). This may encumber the generalizability of some of these motivation theories to a global environment because, as Hofstede (1980) affirms, even when some principles in motivation may be almost universal, the way managers implement them depend on individual differences in values and goals. These differences are determined by local conditions (Hofstede, 1980), and can be analyzed through the predominance of specific cultural dimensions. This paper contributes to fill the void of culture in many

Cultural assumptions can influence not just an individual 's behavior, but companies ' strategies and the way they choose to structure their organizations. The systems they use to motivate employees and control the organization similarly may be "culture bound," meaning that the underlying cultural assumptions are from the home country. Culture and the systems work as intended there but may not work when they are transferred and used elsewhere. Companies should understand that to be effective their structures and systems need to "fit," or be in alignment with, the culture and conditions of the countries in which they are operating.

Moreover, in a cross culture studies at International level, Low et al., (2002) presented a study on Singaporean construction firm working in China, which showed that mismanaging cultural differences rendered otherwise successful managers and organisations ineffective and frustrated when working across cultures. According to Ping Chen et al. (2004), effects of culture on transfer and implementation of management philosophies in a cross culture project is not always

Managing a global business with offices in several countries requires excellent cross cultural management skills. The technological development of laptops, mobile phones and internet accessibility has made it near impossible to only interact with people from one culture; in fact it allows many to do business in various areas of the globe, interact and communicate with managers and employees in international offices, and develop a relationship with others through several behavioural etiquette recommendations. The topic of culture has been widely discussed in a variety of instances, and the idea of developing a ‘cultural identity’ for either an individual or a business can be a scary thought, however if accurate research into other cultures and behaviours is completed, organisations and employees should be able to develop empathy and self-confidence. The term ‘culture’ has been defined time and time again and has been vastly overused; however a solid definition has been created by Geert Hofstede, “Culture is the collective programming of the mind distinguishing the members of one group or category of people from others”. (Pieper, 1990) Working in teams of international origin can be rather difficult. The concept of a ‘team’ is usually defined as a number of people working together to achieve a common purpose and be jointly responsible for the work they do, including those working both inside and outside the organisation. (Browaeys et al 2011) Developing

As Economic globalization accelerated into the future international business is becoming more dynamic. National culture has become a point of attention for the researchers. There are a number of definations for culture which different researchers study. According to

Organizational culture is an important parameter in relation to the fact that it has the capability to influence organizational failure and success. Various empirical research studies have been carried out to uncover the impact of organizational culture on working of organizations. In the viewpoint of Chokkar et al (2014), it is important to consider the parameter of cross cultural business as well. Culture is a significant concept and there are a lot of considerations that need to be considered. This section of the research study reviews various concepts in relation to organizational culture with special reference to how it acts as a bridge between organizational management and associates. This is due to the fact the parameter of

Cultural influences on organizational cultures and practices have become a very important research topic in the field of management and organization since the last decades of the 20th century. National culture has been seen as one of the most influential situational factors, which determine organizational phenomena. More recently, after the collapse of socialism, the role of national culture in organizational practices in countries that are in transition is becoming a widely recognized and studied topic. However, empirical studies about cultural influences on organizational

In terms of increasing globalisation, there is the need and necessity for managers to be aware and – more importantly- to understand different cultures and hence to be successful in world of high cultural connection. Culture demonstrates shared values and attitudes. It cannot be only classified by its geographical boundaries but also by a subcultural, e.g. gender, ethnic and an organisational context and is influenced by historical, social and political issues (Cavusgil, Knight and Riesenberger, 2008). The impact of the British on the Indian business culture is reflected in the well- educated Indian bureaucracy and the fact that English is taught in schools. However, cultural differences shouldn’t be neglected. In this point managers should consider in which degree natural culture contrast or is integrated in organisational culture and its impact on the previously mentioned challenges.

Therefore, any organisation should be most careful while studying the culture of a particular community because it is its most sensitive part particularly in a country like India.