Organizational Differences And Cultural Differences Affect The Authority Of The Management Strategy

Culture can be defined as “a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour” (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. (Cabrera, Cabrera& Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems.

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Corporate culture can be shown in the workplace. How people dress, how the offices look, how the employees are treated and the way the workplace puts its culture into its merchandise & services and how it shows itself to its customers. There can also be cultural diversity in the workplace with individuals themselves. That can cause problems in the corporation with everybody's diverse ways.

The organizational culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms” (Ivancevich, Konopaske, & Matteson, 2011). Organizational culture can be very friendly, very task oriented, competitive or driven to be highly productive or it can be disorganized and unproductive. The culture is based on the history of the company and the atmosphere that is created and nurtured over time. This culture guides the language the employees use their loyalty and many more areas. Organizational culture is an important social characteristic that influences organizations, group, and individual behavior with in a company (Hartnell, Ou, & Kinicki, 2011). The Culture of an organization affects the way people behave, how they address customers, the atmosphere, perception, values, and beliefs. Employee’s performance and effectiveness can also be determined by an organization’s culture. Every organization has its own culture based on shared expectations, values and attitudes and its influence on individuals and groups (Ivancevich et al., 2011). People inside of an organization have a big effect on the culture because of their values, beliefs, and ideology. Companies try to hire people who have the same values as the company so that they will fit into the organization. People stay with organizations that have a

If I were the CEO of a multinational corporation in the 21st century, it would be critical for me to develop and employ a cross cultural approach to the leadership in consultation with Hofstede's Five Cultural Dimensions. Though I have prior knowledge of management theories and other examples of Hofstede's work, "Cultural Constraints in Management Theories" (1993) was a welcomed shock and surprise. One of the aspects of the article that struck me the most was the clear demonstration of the singularity of the American style, perspective, and application of management in the workplace. This fact made it abundantly clear to me, that as the CEO of a hypothetical multinational corporation, that it is imperative for the sake of my financial success, professional reputation, and for the sake of all my employees, I must not implement the American style of management as part of the leadership practice.

Organization’s culture is nothing but the norm in which how the leadership decides to promote its employees and how will be able to divert more attention from employees as followers. Researches state that the leader has to create and manage the organizational behavior, it is considered as the unique talent of the leaders that they are able to understand and mange the work culture. One of the biggest achievements of any leadership is to eliminate the work culture that can destroy the functioning of the firm.

With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.

Corporate culture is a powerful force that runs through every organization. It is defined as the attitudes, experiences, beliefs, and values that operate within an organization. And these undercurrents define

Corporate culture is the values, beliefs and understandings that bind together employees of an organization and guide the way they think, feel and behave. It can make an organization successful by enabling it to be healthy, nimble and efficient or break it by being toxic and causing an organization to become stale and ineffective.

Since organization culture is the combination of many factors there are several factors that could affect it. Among the internal factors to consider are the company’s approaches to their processes, is the company more into results and profits or product quality and employee’s safety. Management style is another important feature that affects corporate culture micromanage companies tend to have less motivated employees. Technology these days influence organizations at all levels as the company’s approach to technology will go hand on hand with bettering processes. New factor affecting corporate culture these days is the different work arrangements that are needed these days with the implementation of flexing time and tele-working had commuting acceptable. The management approach to work environment, communication style will definite affect organization culture.

Organisational culture influence behaviour, it is the number one indicator of performance management. Shein (1984) states that “organisational culture is the key to organisational excellence”. Boddy (2017) are talking here about ways how all works together inside the company therefore strong culture helps to integrate individuals into the team and helps performance. Employees are different on any aspect cultural, motivation, social and so on, culture in the workplace helps to set up mind set of people and consequently get work results of every individual. Schein (1984) express understanding the importance of the culture within an organisation can help improve overall performance. Culture can be analysed

The term “Organization Culture” refers to the value and behaviors that contribute to the unique social and psychological environment of an organization. Organization culture that includes the organization expectation, experiences and values that hold together and expressed its self-image, working, interaction with the other country and future expectation. Based on shared attitudes, beliefs, customs and written and unwritten the rules that have been develop over time and are considered valid. It also called corporate culture and it’s shown in the ways the organization conduct its business, treat the employees and wider the community. Other than that, freedom is allowed in decision making that develop the new ideas

Understanding the culture in the target market is essential for managing a subsidiary efficiently because the client will be part of that culture and will be subject to daily cultural interaction. Thus, the more the client is aware of the other culture, the higher the chances to succeed in managing the subsidiary. One way to understand the differences in a culture is through Hofstede’s country comparison. Even though Hofstede’s model and theory are subject to a lot of criticism, they are widely accepted by academic researchers and professionals as a mean to understand cultural differences (for a better understanding of Hofstede’s cultural dimensions please visit: https://www.geert-hofstede.com/).

Organizational culture defines how the firm responds to different market issues, how employees perceive different situations and scenarios in the firm as well as the firm aligns it in relation to different market forces. Organizational culture thus serves as the compass on which different decisions are made and executed – and determines the actions that will be a success in a given firm and those that are resisted or lead to failure. The culture of an organization also includes the assumption and what the firm view as “common knowledge” usually developed over time as the firm goes through different stages to the pit that such bases become part of the firm, and define its relationships with the rest of the world.