Question One:
The management of every organization need to make decisions on a day to day basis; these decisions happen to practical decisions concerning is beneficial to the organization. Although these decisions do not necessarily entail right or wrong, they require efficiency, preference, availability and practicality (Champoux, 2010). While decisions occur so quickly, the outcomes are capable of lasting for a lifetime; therefore, careful consideration turns out to be extremely beneficial. As a result, it is a set of principles, which dictate on what should be done; every organization that is to succeed must have a code of ethics (Champoux, 2010). Unfortunately, most managers make unethical decisions when they consider their own opinions rather than consulting the stakeholders involved in the matter. As a result, they fail in considering the results of their acts on all the stakeholders given that the stakeholders are the ones who get affected by a decision (Champoux, 2010). Regrettably, they think that they are doing it for the organization's benefit while those who end up suffering are the stakeholders. For instance, if the organization is losing money and management has to make a decision between laying off some employees thereby making their lives hard, or undergo bankruptcy restructuring thereby damaging the credit and resulting in hardship amongst the creditors (Champoux, 2010). In this case, the management needs to consult the stakeholders, in this case, the employees and the creditors so as to come up with a solution, which will be advantageous to the organization (Champoux, 2010).
Question Two:
There is a three-phase model explaining an organizational socialization, which employees experience in the work force (Champoux, 2010). The three phases entail firstly, anticipatory socialization stage that happens before an employee enters the office. This is an extremely significant stage since this is where learning happens before the employee joins the organization. The attitude of an employee on the new work environment is capable of getting swayed prior to the beginning of the job; this can be influenced by outsider’s views of the organization, the process of recruitment, employee views of life at work (Champoux, 2010). The second phase is the encounter phase that happens on the first day on the job whereby the new employee learns about how the new organization gets organized. The final phase is change and acquisition; this is where the new employee masters his or her new skill while accepting his or her new role (Champoux, 2010).
Question Three:
Motivation happens to be a culturally bound subject; this means that the factors, which motivate employees in dissimilar cultures, might not be equivalent (Champoux, 2010). There are motivation theories that tend to be culturally bound developed by Western researchers while most of the research supporting every theory gets conducted on Western subjects. According to the cultural context, Maslow’s hierarchy of needs might necessitate modification since there is a possibility that the ranking of the needs might vary across cultures (Champoux, 2010). People all over the world merit justice and fairness; nonetheless, what is seen as fair in one culture, might be different in another culture. Furthermore, people within different cultures might react differently to supposed unfairness (Champoux, 2010).
Question Four:
Culture shock is the feelings experienced when a person leaves their familiar or home culture and goes ahead to live within another cultural or even social environment (Champoux, 2010). Culture shock happens to be a monumental challenge to anyone going through this experience; therefore, there is a need to come up with ways of getting acquainted with the new environment (Champoux, 2010). A newly assigned expatriate manager needs to do a lot of learning in order to cope with where he is going; therefore, he needs to (Champoux, 2010):
a) Learn as much as he can concerning the new location prior to moving to the new place; this include gathering information about time zones, what part of the street people drive on, climate or temperature, culture, foods, customs, political system and religion ;
b) Learn as much as possible about the new country, as well as its people;
c) Have an open-mind and be willing to learning; for instance, if he is going to a place whereby people talk a different language, he should consider taking a course in that language;
d) Give himself time; considering that shifting is a monumental challenge, he should not be hard on himself.;
e) Build new friendship while associating with positive people;
f) Be in contact with people at home; this will give him some comfort as he is away while helping him to minimize reverse culture shock when he gets back home;
References:
Champoux, J. E. (2010). Organizational Behavior: Integrating Individuals, Groups, and Organizations. California: Taylor & Francis.
