Introduction
Culture can be defined as the attitude, attributes and behavioral pattern that determine individual interaction. This is seen in all humans in the possession of certain personal attributes that assist in setting apart individuals from any generalization as it is known that not even two individuals can behave in the same manner which is the same way in which organizations posses specific values, policy, regulations and operating guidelines that are fundamental in creation of a personal image. As such it is important to understand that every organization posses a unique cultural setting that distinguishes it from other organizations and provides it with a sense of direction which is important for employees in gaining an understanding of their organizational culture and workplace environment so as to better position themselves for better work.
Comparing Hofsteded’s cultural differences framework and the Chinese Survey Values as organizational relational theories
Hofsteded's cultural theory is based on a dimensional cross cultural framework communication that describes the society cultural effects on the member values and the relation of these values to behavior. This theory further utilizes a derived structure based on factor analysis and has widely been used in varying paradigm research fields more so in cross-cultural psychology, international management and communication in a cross cultural setting (Simanskiene, 2009). This theory was developed by Geert Hofstede as an original model that was an outcome of the utilization of factor analysis in the examination of the outcomes of global employee surveys that were used by IBM in the 1960s and 70s which presented the theory as one of the initial frameworks that were quantifiable and relevant in the observed explanation of cultural differences (Violeta & Eleonora, 2009). As such the theory can be applied on the basis of several practical models such as international communication, negotiation, management and marketing.
On the other hand we see a difference of the theoretical factors of the Hofsteded cultural theory in the Chinese Value Survey which was formulated by Bond in cooperation with several research workers in a collaboration known as the Chinese Culture Connection that was a response to the perceptions of measured needs and the cultural evaluations that exist within the social value system as Confucian ethos derivation (Chinedu, et al. 2010).. These valued perceptions emanated form the ethnical Chinese research findings as obtained by Bond with his colleagues that showed a variation from previous studies. This was more emphasized and apparent as shown in the responses of Chinese students when presented with Western study values that were subsequently compared to alternative measured instrumentation of the values of Eastern life. The interpretations based on the responses of the students show an appearance of an absence of validity in relation to western values as such Bond and his collaborators set about designing questionnaires that were in the nature of non-Western values (Ulijin, 2001). This presents the Chinese Value Survey as the outcome which comprises of Chinese’s cultural bias that is decisive although there are no previous assessments on other surveys based on Western values. In which case the underlying universal human measurements as measured by Bond and his colleagues cannot be fitted in any extend survey evaluations in response to Western values (Grenness, 2012). This shows another difference in the Hofsteded cultural theory whereby we see that the measured values of Bond and his colleagues continue to exist in a universal nature with the inclusion of certain values that are unique in a Confucian context (Hsu, et al. 2009). These can be outlined in examples such as human traditions respect, humility, filial piety and the protection of one's face.
We cannot come to the conclusion however that these values are not found in Western cultures but rather as an implication of the reduced importance in comparison with Eastern culture. A search of western culture reveals a form of truth in the values of life and the people of Eastern culture virtue that is derived from the central teachings that aim to provide an understanding of the teachings of the Confucian theory (Vallet, 2010). The ethos of Confucian bears a tendency of formation towards dedication and motivation of the education of the population as a manifestation of the responsibilities and enhancement of the committed sense in respect to ideals and institutional settings in addition to the organizational identity and moral fiber that is an outcome of the desired establishment and results.
The effects of individualism and collectivism aspects in organizational management and leadership with the existence of differences in employee orientation
In this context we refer to organizational culture as the varying ideologies, beliefs and practices within an organization that create a difference between organizations. Workplace culture in any organizational setting creates a decision making scenario concerning the behaviors of employees among each other as well as external parties as well as the decisions that are involved in productive related tasks (Purlys, 2008). As such in accordance with Hofstede's cultural framework we can examine several factors that are influential in the cultural workplace environment. In relation to individualism and the differences that exist with the employee and employers as individuals we can look at the inter-relation of these groups in the organizational workplace setting and how they relate to the frameworks of Hofstede's cultural differences and the Chinese Value Survey (Claire, 2010).
Take for instance the power distance factor which entails of the distribution of power in equal measure among the varying organizational groups irrespective of any designations with regards to all individuals irrespective of the hierarchical position enjoyed or equal rights and benefits. In another organizational setting we are presented with superiors that enjoy specialized treatment from those in management as well as team leaders which can be in the form of delegation of increased responsibilities in comparison with other members of the team (Joo & Lim, 2009). As such we can refer to power distance as the work differences that exist as per delegated power to employees whereby certain organizations believe in appointment of team leaders as seen in their responsibility in respective team settings in addition to possessing the technique of extracting challenge from members of the team. This differs from some organizations that hold every employee accountable to their own performance with no specialized assignment of individuals to take charge of employees (Lipinskiene, et al. 2006). In such situations the individuals cannot provide answers to anyone expect themselves with every employee receiving equal treatment from managers while taking full ownership of the work that has been assigned.
We can also look at the issues of masculinity versus feminism which entails the differences that exist between male and female based value in the cultural context of an organization whereby certain organizations are dominated by male employees over their female counterparts while adhering to varying policies in comparison to organizational values (Wei, et al. 2010). Masculinity and feminism are one of the major five factors within the Hofsteded organizational cultural theory which shows how masculinity and feminism influences the behavior of an individual within an organization. As such we see that the different gender groups are influenced by different issues which play a role in their overall behavior and perception towards the workplace setting as it is known that male and female counterparts within an organization behave differently. In this prospective approach, the nature of individualism and personal inatia is ultimately expressed through a considerable range of principle of reason and understanding of the nature of work. Particular emphasis is hence established defensively within the framework of work function, work organization and the specific paradigm of management. In this approach, the choice is hence fully entrenched in a person’s right about a decision and work issues and thus by underlying principles of operations. Thus from this perspective, we derive a position which inspite of the phenomena of a society or individual that hence encapsulate the entity into collective management synthesis.
Therefore there is a differentiation within organizations were female employees have a major contribution in the process of decision making within the organization as male employees are perceived to be more aggressive in comparison with female employees that would show more care and soft heartiness. Another existing variation would be the sex of the employees where female employees are rarely assigned a task that would require them to sit late and travel frequently (Barbara, 2000).
The effects of long and short term orientation on organization leadership and management based on employee differences
Individualism in the organizational structure can viewed from several angles as it is observed that in certain organizations there is the existence of a strong reliance on teamwork. This encourages individuals with common interest to collaborate in unison and work as a team. A belief is held in these organizations that there is an increase in output as individuals continually share ideas as well as discuss matters among themselves in the hope of coming up with innovative ideas which further encourages an environment of sharing among employees in a relationship that thrives on assisting each other when help is in need (Pan, et al. 2012).
The Hofsteded theory presents a factor known as the uncertainty avoidance index which refers to a cultural setting where employees are aware of how they should respond to circumstances that may seem unusual or unforeseen. It entails in dealing with such situations with a measure of tolerance by the employees in a situation that is both comfortable and uncomfortable as organizations seek to avoid such circumstances while preparing their employees for any proper adjustments in all conditions (Cronje, 2011).
In this case the long term orientation of certain organizations will emphasize on a long term relationship with its employees which is common in organizations that comprise of individuals that steadily approach situations and circumstances alike with by striving hard to meet the expectations of organizational management (Pheng & Yuquan, 2002). In such cases employees may become attached to the organization which can lead to setting of short term objectives which differs from certain organizations that posses employees that are more concerned with their position and image within the organization and will tend to adhere to a culture were individuals operate in short time spans with no action in regards to retaining these employees whereby these employees will show more focus on profits and targets and neglect the organizations when better opportunities are available (Sergui, 2011).
Conclusion
Organizational culture is important to any organization as it provides several benefits such as deciding employee interaction in the workplace environment as a healthy organizational culture encourages employees to remain motivated and loyal to the management of an organization. It also promotes competition in the workplace as employees strive to perform to their best expectation so as to be recognized and appreciated by their managers which is a motivation to employee performance.
There is need for employees to have clarity in their responsibility and roles within the organization while knowing how tasks can be accomplished ahead of any deadlines. This is because it is known no two organizational can posses the same work culture as the individual work culture is a representation of distinction. The Hofsteded and Chinese Value Survey theories provide several factors that show the distinctions that exist within several organization structures that adopt these theories in addition to providing an insight into how certain organizations operate. It is important for every organization to have established guidelines for their employees to work in accordance as this cultural organization is a representation of specific policies that are predetermined as a way of guiding employees while providing them with a sense of direction within their workplace environment.
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