Intercultural memo Essay Example | Topics and Well Written Essays - 500 words

Intercultural memo - Essay Example It is highly probable that we will see members of the other delegation use non verbal gestures for communication. In case you notice such a situation, please do not be offended as it is normal cultural practice in that part of the world. Negotiating Styles A prominent concern will be the negotiating style of the other delegation. Being a consanguine culture, negotiations will be slow to proceed because extensive consultation is part of the culture. Moreover, as the other delegation will be staffed largely by family members so convincing each and every member will be vital. During consultation in the Punjabi culture, especially in the families, the issue of social repercussions is eminent. For example, if a member of the other delegation feels that the deal with our company is detrimental, he may behave like a single issue voter and use social pressure to convince the other members not to deal with our company. Therefore, try not to be offensive during negotiations as the Punjabis rel y on impressions a lot. Another thing to keep in mind is that Punjabi is known as a rude language. People use high tones and volumes during communication which essentially makes the language seem rowdy.

Root Metaphors in Understanding Organisational Behavior Essay

Root Metaphors in Understanding Organisational Behavior - Essay Example Metaphors give a clearer understanding of the paradoxical and complex characteristics of organizational behavior. Some of the metaphors that have been used over time in reference to organizational behavior include organism, culture, machine and political systems. This paper will analyze some of the root metaphors that have been used to describe organizations. Organizations as Cultures Culture refers to a way of a people hence organizational culture denotes a pattern of basic assumptions adopted within a group. These assumptions act like the norm and any new member has to learn them (Phegan, 1996: pp. 25). These norms govern the interaction of people within an organization and the working relationship with those outside the organization. They define conduct for various situations (Parker, 2000, p.56). In analyzing organizations as cultures, the Hofstede’s cultural dimensions theory proposes that organizations adopt a culture as determined by the region they are located in (Hofs tede, 1991, p. 43). Organizational culture varies from one nation to another. An awareness of multiculturism is important for any organization. For instance, if an organization based in Britain chooses to extend its operations to the Arab nations, then it has to take into consideration the aspect of religion that is an important part of the lives of the Arabians. Hence, the organization will adjust its culture to accommodate its Arabian employees. According to Hofstede (1980, p. 67), national and regional cultural groupings affect organizational behavior. Different analysts have described organizational culture in various ways. Deal and Kennedy have four cultures (Deal and Kennedy, 1982, p.34). The ‘work-hard, play hard’ culture is one where the members of an organization put a lot of time into their work to be among the best. Such organizations are result oriented. Organizations like restaurants have adopted such a culture. The ‘tough guy macho’ culture is a high risk and reward oriented culture. In addition to this, such organizations focus on the present rather than long term goals. An example of this would be the police force. Process culture works for low risk and slow feedback oriented organizations. These organizations, observe a lot of bureaucracy. Banks and insurance companies fall into this category. Lastly, ‘bet-the-company’ culture is common with organizations that are involved in high risk business that gives slow feedback (Hartnell et al. 2011, p. 12). A lot of planning and work is put into the realization of goals. Oil companies and aircraft manufactures are some of the organizations with such a culture. An organization’s culture determines its output as pointed out by Denison et al. (2004, p. 98-109). A strong culture is one where the staff aligns themselves to the norms and lives up to the expectations. In such cultures, work progresses smoothly and the organization easily realizes its goals and ob jectives. Furthermore, a strong culture organization benefits in that the employees have high motivation (O’ Reilley et al., 2006: p. 487). Moreover, organizational culture increases team cohesiveness. Different departments and divisions within the company closely work together. This fosters harmony. This in turn promotes consistency. The staff finds their niche and can easily coordinate their activities. Once they adopt the norms, they know what is expected of them and work effortlessly in keeping up with the norms. Hence, it also shapes

Root Metaphors in Understanding Organisational Behavior Essay

Root Metaphors in Understanding Organisational Behavior - Essay Example Metaphors give a clearer understanding of the paradoxical and complex characteristics of organizational behavior. Some of the metaphors that have been used over time in reference to organizational behavior include organism, culture, machine and political systems. This paper will analyze some of the root metaphors that have been used to describe organizations. Organizations as Cultures Culture refers to a way of a people hence organizational culture denotes a pattern of basic assumptions adopted within a group. These assumptions act like the norm and any new member has to learn them (Phegan, 1996: pp. 25). These norms govern the interaction of people within an organization and the working relationship with those outside the organization. They define conduct for various situations (Parker, 2000, p.56). In analyzing organizations as cultures, the Hofstede’s cultural dimensions theory proposes that organizations adopt a culture as determined by the region they are located in (Hofs tede, 1991, p. 43). Organizational culture varies from one nation to another. An awareness of multiculturism is important for any organization. For instance, if an organization based in Britain chooses to extend its operations to the Arab nations, then it has to take into consideration the aspect of religion that is an important part of the lives of the Arabians. Hence, the organization will adjust its culture to accommodate its Arabian employees. According to Hofstede (1980, p. 67), national and regional cultural groupings affect organizational behavior. Different analysts have described organizational culture in various ways. Deal and Kennedy have four cultures (Deal and Kennedy, 1982, p.34). The ‘work-hard, play hard’ culture is one where the members of an organization put a lot of time into their work to be among the best. Such organizations are result oriented. Organizations like restaurants have adopted such a culture. The ‘tough guy macho’ culture is a high risk and reward oriented culture. In addition to this, such organizations focus on the present rather than long term goals. An example of this would be the police force. Process culture works for low risk and slow feedback oriented organizations. These organizations, observe a lot of bureaucracy. Banks and insurance companies fall into this category. Lastly, ‘bet-the-company’ culture is common with organizations that are involved in high risk business that gives slow feedback (Hartnell et al. 2011, p. 12). A lot of planning and work is put into the realization of goals. Oil companies and aircraft manufactures are some of the organizations with such a culture. An organization’s culture determines its output as pointed out by Denison et al. (2004, p. 98-109). A strong culture is one where the staff aligns themselves to the norms and lives up to the expectations. In such cultures, work progresses smoothly and the organization easily realizes its goals and ob jectives. Furthermore, a strong culture organization benefits in that the employees have high motivation (O’ Reilley et al., 2006: p. 487). Moreover, organizational culture increases team cohesiveness. Different departments and divisions within the company closely work together. This fosters harmony. This in turn promotes consistency. The staff finds their niche and can easily coordinate their activities. Once they adopt the norms, they know what is expected of them and work effortlessly in keeping up with the norms. Hence, it also shapes

Root Metaphors in Understanding Organisational Behavior Essay

Root Metaphors in Understanding Organisational Behavior - Essay Example Metaphors give a clearer understanding of the paradoxical and complex characteristics of organizational behavior. Some of the metaphors that have been used over time in reference to organizational behavior include organism, culture, machine and political systems. This paper will analyze some of the root metaphors that have been used to describe organizations. Organizations as Cultures Culture refers to a way of a people hence organizational culture denotes a pattern of basic assumptions adopted within a group. These assumptions act like the norm and any new member has to learn them (Phegan, 1996: pp. 25). These norms govern the interaction of people within an organization and the working relationship with those outside the organization. They define conduct for various situations (Parker, 2000, p.56). In analyzing organizations as cultures, the Hofstede’s cultural dimensions theory proposes that organizations adopt a culture as determined by the region they are located in (Hofs tede, 1991, p. 43). Organizational culture varies from one nation to another. An awareness of multiculturism is important for any organization. For instance, if an organization based in Britain chooses to extend its operations to the Arab nations, then it has to take into consideration the aspect of religion that is an important part of the lives of the Arabians. Hence, the organization will adjust its culture to accommodate its Arabian employees. According to Hofstede (1980, p. 67), national and regional cultural groupings affect organizational behavior. Different analysts have described organizational culture in various ways. Deal and Kennedy have four cultures (Deal and Kennedy, 1982, p.34). The ‘work-hard, play hard’ culture is one where the members of an organization put a lot of time into their work to be among the best. Such organizations are result oriented. Organizations like restaurants have adopted such a culture. The ‘tough guy macho’ culture is a high risk and reward oriented culture. In addition to this, such organizations focus on the present rather than long term goals. An example of this would be the police force. Process culture works for low risk and slow feedback oriented organizations. These organizations, observe a lot of bureaucracy. Banks and insurance companies fall into this category. Lastly, ‘bet-the-company’ culture is common with organizations that are involved in high risk business that gives slow feedback (Hartnell et al. 2011, p. 12). A lot of planning and work is put into the realization of goals. Oil companies and aircraft manufactures are some of the organizations with such a culture. An organization’s culture determines its output as pointed out by Denison et al. (2004, p. 98-109). A strong culture is one where the staff aligns themselves to the norms and lives up to the expectations. In such cultures, work progresses smoothly and the organization easily realizes its goals and ob jectives. Furthermore, a strong culture organization benefits in that the employees have high motivation (O’ Reilley et al., 2006: p. 487). Moreover, organizational culture increases team cohesiveness. Different departments and divisions within the company closely work together. This fosters harmony. This in turn promotes consistency. The staff finds their niche and can easily coordinate their activities. Once they adopt the norms, they know what is expected of them and work effortlessly in keeping up with the norms. Hence, it also shapes