The Organizational Culture On Workplace Productivity And The Overall Impact On The Organization

Levitt (2014) defines culture as the coherent, learned, shared views of a group of people and about life’s concerns that ranks what is important, furnishes attitudes about what things are appropriate, and dictates behavior. Macy’s corporate culture possesses a diverse leadership team to target their diverse customers and locations. Diversity, based on experiences and passion, gives the Macy’s leadership team new perspectives to promote successful business. Levitt (2014) suggests organizational diversity can be considered as a mixture of people with different group identities working in the same social system. A multi-cultural team of Americans, Italians, Germans and Swiss would adapt well in the rich bouquet of culture in Zurich, Switzerland. As a new team leader, the biggest concern would be establishing integrations between the different cultures working together at Macys.

All global organizations must merge diverse workgroups into cohesive, high performance global teams in order to adapt to environmental changes. This document will discuss cultural assessment tools used in assessing organizational culture and gaps within formal groups, leadership styles and techniques that influence social culture and diversity within formal workgroups, description of social culture that influence productivity within diverse workgroups and social culture and diversity of formal group members and the influence on organizational culture.

The authors of the white paper conducted a series of interviews designed to solicit the knowledge and opinions of 18 CEO’s and C-suite executives of Fortune 500 companies to put together a list of characteristics and prerequisites that are vital to the successful trajectory of an effective business leader. Among a series of such requirements, global exposure through global assignments was a repeating mantra. Hand in hand with this was cultural sensitivity. One of the quotes cited in the white paper declared, “You have to have a very open, inclusive, global perspective – the ability to connect the dots, to really assimilate different

In this paper I will discuss how a team/group can become a high-performance team/group, examine the demographic characteristics and culture diversity and the impact on the team/group behavior. I will also describe how demographic characteristics and cultural diversity contribute to or detract from high-performance groups or teams.

In a global economy, U.S. companies are becoming more diverse, whether through a global customer base, or through acquisition of other companies based outside of the U.S. With these developments the workplace becomes an amalgamation of individuals with different worldviews. These differences are the result of different educational backgrounds, and cultural norms. Though there are sometimes impediments that are created due to a conflict in viewpoints, overwhelmingly the benefits from the variety of perspectives outweighs any of the detriments. This view is not only one held by me personally, but one that most quality managers of successful international companies hold true as well. My interview with my direct manager, Dianna Ulrich-Hope, proved valuable in confirming my notions. As a Director of Pricing at Micro Focus, a global software company, her insights regarding international collaboration amongst professionals helped see how my cultural agility competencies align, and how to leverage them.

As organizations become increasingly global, the success of organizations is dependent on the leader’s skills in merging diverse cultures in building high performance teams across multiple countries. Global organizations are required to adapt to continuous changes in culturally diverse global business environment. Multinational leaders must become adapt to leading a culturally diverse workforce if the organization is to become transcontinental. Therefore, there must be an emphasis on diversity training and cultural sensitivity training across the organization, especially among members of executive leadership. Inclusive leadership has been presented as the most applicable global leadership style as businesses make the transition from a local to global mindset. This synopsis will discuss integrating varied perspective, negotiating strategies and cultural mindsets, and communicating methods that facilitate organizational strategy, This document will conclude with a summarization of this discussion.

Leaders who understand how to work with a diverse groups of individuals will reap the benefits of building relationships with global companies that can lead to outsourcing resources that can aid in greater profit margins (McFarlin, 2016). Leaders who understand the people benefit of globalization will want a divers business culture for it attracts motivated, creative, insightful, adaptable, resilient group of people. (Maddux, Galinsky, 2013). Leaders who can make globalization work in their favor will have a huge competitive advantage by gaining insight into different market cultures from a management and market point of view (McFarlin,

Globalization of the economy and increasing reliance on teams in the workplace has led to a dramatic increase in the number of culturally diverse work teams in companies worldwide. Such teams – with multiple perspectives – can boost firm performance, but that potential comes with some risk.

Research has shown inclusive leadership is based on leadership that is ethical and all-encompassing driven by the leaders desire to honestly connect to subordinates. Ethical leaders understand all subordinates regardless of race, creed, color or national origin play an equally important role in the strategic organizational plan (Cottrill, Lopez & Hoffman, 2014). Such traits allow leaders to effectively engage with subordinates of a wide variety of cultural, demographic, and social constrictions. This assignment will address the role of inclusive leadership in strengthening the organizational culture among a diverse global group of employees. The organization is planting business operations in Greece, Singapore, Germany, and Iran and will be hiring employees from these diverse nations to work along with staff from the United States. The researcher has been hired as a consultant to bring the group of workers together and is tasked with synergizing the multicultural group into a cohesive group of high- performance workers.

When seeking organizational strengths, interventions, team building and leadership development while modifying the current strategic plan there must be cultural diversity in order to help the organization. In some large organizations there is low

A corporation in the United States began a major expansion project, moving into the international markets of Germany, Iran, Singapore, and Greece. My participation in this initiative centralized on leading the Inclusive Leadership Team (ILT), whose task included investigating the suitability of the inclusive leadership model for this effort. To facilitate the appropriate incorporation of inclusive leadership in this global effort, I led the ILT in determining the application of inclusive leadership for the reinforcement of the organizational culture. The ILT established the fitness of inclusive leadership for facilitating the development of a global organization by scrutinizing the attributes of inclusive

Research has shown inclusive leadership is based on leadership that is ethical and all-encompassing driven by the leaders desire to honestly connect to subordinates. Ethical leaders such as Authentic, Servant, and Strategic understand the importance of all subordinates regardless of race, creed, color or national origin play an equally important role in the strategic organizational plan. Such traits allow leaders to effectively engage with subordinates of a wide variety of cultural, demographic, and social constrictions. This assignment will address the role of inclusive leadership in strengthening the organizational culture among a diverse global group of employees. The organization is planting business operations in Greece, Singapore, Germany, and Iran and will be hiring employees from these diverse nations to work along with staff from the United States. The researcher has been hired as a consultant to bring the group of workers together and is tasked with synergizing the multicultural group into a cohesive group of high- performance workers.

Multicultural business teams gather people who share different culture and speak different language. The important fact is that successful, famous companies only choose teams which are efficient and ready for work. The main topic of this seminar paper is how to manage multicultural team with success.

The development and implementation of a cohesive cultural mindset can pose a challenge for a leader of a diverse population of employees. The factors that can pose the biggest challenge is the growing global marketplace and the competitiveness of the competition. This is due to organizations worldwide transitioning to become globalized. According to Prewitt, Weil and McClure (2011), globalizing an organization has ostensibly astounded many corporations and their leaders. Due to quick strides and deficiency of preparation many leaders have with overseeing and supporting numerous groups throughout the world. The corporate mindset determines to what extent management encourages and values cultural diversity, while simultaneously maintaining a certain degree of strategic cohesion.  The purpose of cultural diversity in an organization is formulating factors of things they cannot alter by utilizing sensitive influences surrounding your existing culture inversely (Katzenbach, Oelschlegel and Thomas, 2016). The inclusive leader’s role is to understand each individual’s cultural difference and use that to integrate new cultural meaning into the organization. To advance in a cultural mindset, inclusion leaders must understand how to integrate a culturally diverse perspective, develop strategies to create a common cultural mindset and cultivate appropriate communication methods amongst a diverse global population of employees.

Leaders are facing unprecedented challenges in today’s global organizations to prove themselves in employees’ perception of being ethical leaders. Some conducts, which might be considered right in one organizational culture might be considered wrong in another. Normative appropriate conduct varies with societal and organizational culture (Yidong & Xinxin, 2013). Perception of leaders being ethical affects employees’ performance and innovative work behavior (Yidong & Xinxin, 2013). Global leaders should possess traits such as honesty, altruism, high moral values, transparency, integrity, and fairness to be respected by the followers as a role model (Cowart, Gilley, Avery, Barber, & Gilley, 2014; Yidong & Xinxin, 2013).