Cultural Dichotomy in Organizations and the Ways to Handle It

Subject: Strategic Management
Pages: 2
Words: 561
Reading time:
3 min
Study level: Master

The dichotomy between cultural differences has been displayed to raise innovativeness and drive advancement in case an organization keeps its values.

While neighborhood mastery is a priceless resource, cultivate combination among groups to keep away from partners from various nations working in detachment and restricting information move. A multicultural labor force can give an association a significant advantage while venturing into new business sectors (Schedlitzki and Edwards, 2018). This can be a test to survive, especially if there are hidden biases between societies, making them less slanted to cooperate. Successful multicultural organizations adjust its management on employee motivation and self-expression to compete abroad. Understanding nearby laws, guidelines, and customs, also as the competitive industry, can assist a business with flourishing (Ramugondo and Kronenberg, 2013). Influential multicultural associations help individuals understand the advantages of working with a different culture. It is anything but a broad festival where bound together qualities are introduced (Krajcsák, 2018). The organizations advocate their values by helping employees express themselves.

A corporate culture model is the set standard which protects values, convictions, and mentalities that describe an organization and guide its practices. Corporate societies are frequently classified by the level of accentuation set on different characterizing components like order, measure, advancement, joint effort, rivalry, local area contribution, and social commitment. Small and medium-sized organizations may apply the standards of more than one model or change underscore for which model to esteem most, contingent upon business needs (Kim and Chang, 2019). Bigger organizations with profound progressive systems may think that it is harder to establish widespread changes in organizational culture and may, all things considered, look to execute social changes at the division level (Bendl et al., 2017). Adhocracy model enhances the organization’s capacity to adjust rapidly to evolving conditions (Porcu et al., 2016). Adhocracies are described by adaptability, representative strengthening, and accentuation on a singular drive (Porcu et al., 2016). Thus, it is a useful model for an effective work in spite of the diversity in the team. However, this model seems to lack a clear strategy which can prevent problems since it is based on fast adaptation.

There are successful companies which serve as examples of organizations which can balance dichotomy between differences inside the firm while preserving its values. Worldwide counseling and expert administrations firm, Accenture, serves customers in more than 120 nations. At the center of its accomplishments is variety in the working environment (Howard and Ulferts, 2020). Accenture has for some time been referred to for accepting variety as a wellspring of development, imagination, and the upper hand. As one of the primary tech organizations to share its labor force socioeconomics and progress toward inward variety objectives, the administration considers the organization responsible in a public manner.

Marriott has a slightly different approach than Accenture in that it promotes women entrepreneurs to the hotel industry and instructs them on the potential openings in the business. The organization has perhaps the most varied and comprehensive labor forces, and it esteems the distinctions of its partners as an essential business need (María del Rosario et al., 2017). It creates multicultural devices and assets that assist chiefs with advancing and fabricate mindfulness about social contrasts (María del Rosario et al., 2017). Marriott draws in with associations that help and give freedoms to veterans and individuals with inabilities, paying attention to the advancement of the multigenerational labor force.

Reference List

Bendl, R. et al. (2017) The Oxford handbook of diversity in organizations. Oxford: Oxford University Press.

Howard, T. L. and Ulferts, G. W. (2020) ‘The changing value of diversity in organizations,’ Journal of Business Diversity, 20(2), pp. 61–73.

Kim, T. and Chang, J. (2019) ‘Organizational culture and performance: a macro-level longitudinal study,’ Leadership & Organization Development Journal, 40(1), pp. 65–84.

Krajcsák, Z. (2018) “Successes of quality management systems through self-evaluation and commitment in different organizational cultures,” Management Decision, 56(7), pp. 1467–1484.

María del Rosario, R.-S., Patricia S., S.-M. and René, D.-P. (2017) ‘Eco-innovation and organizational culture in the hotel industry,’ International Journal of Hospitality Management, 65, pp. 71–80.

Porcu, L. et al. (2016) ‘Do adhocracy and market cultures facilitate firm-wide integrated marketing communication (IMC)?,’ International Journal of Advertising, 36(1), pp. 121–141.

Ramugondo, E. L. and Kronenberg, F. (2013) ‘Explaining collective occupations from a human relations perspective: bridging the individual-collective dichotomy,’ Journal of Occupational Science, 22(1), pp. 3–16.

Schedlitzki, D. and Edwards, G. (2018) Studying leadership. 2nd edn. London: Routledge.