People’s behavior and way of doing things are controlled by the concept of culture. Culture can be defined as language, beliefs, and values of a particular community, society or group where together they control their way of thinking and doing things. According to Clifford Geertz, culture is defined in many ways; first it is the way of life of a particular society or community. Secondly, culture can be defined as the social characteristics and legacy that a person can acquire from a particular group. Third, it is the way people think, feel and believe and lastly, it is an abstraction from behavior (Geertz, 1973). In most organizations if not all, comprise different kinds of people with different types of backgrounds regarding culture, religion, and traditions. This burden falls on the hands of managers who have to deal with all the types of culture and traditions in running of various entities. In this research, the focus will be on how managers can cope and manage different customs, religion and traditions in the organizations in Kenya.
In Kenya, there are over seventy ethnic groups (East Africa Living Encyclopedia, 2016). Kenyan ethnic groups can be divided into three major groups which include the Cushites, Bantus, and the Nilotes. There is no dominant ethnic group in Kenya. Kikuyu constitutes the biggest ethnic group which consists of only 20% of the population.Kenya holds five major ethnic groups represent about 70% of the Kenyan population; they include the Kikuyu, Akamba, Luo, Kalenjin and lastly the Luhyas. All these ethnic groups are well adverse in a particular field of professionalism in making a daily income. For example, the Kikuyu are said to be excellent in business, Public life, and Government, while the luos are useful in Trading and artisan work. The Akamba are well represented in the field of defense and law enforcement. Kalenjin are majorly in the farming industry while the Luhyas. There also includes some indigenous ethnic groups who are the minorities; they include the Arabs and the Asians that inhabited the coastal town especially Mombasa.
Dutch social psychologist, Former IBM employee and Emeritus Professor of International Management at Maastricht University in Netherlands, Professor Geert Hofstede conducted research on one of the most comprehensive studies in how organizations are influenced by different cultures in a particular country. In his research, he came up with six dimensions of national culture which represent the independent preferences of one state of affairs that distinguishes it from other countries other than the individuals themselves. The six dimensions of national culture include; Power Distance, Masculinity, Individualism, Uncertainty Avoidance, Long term orientation and lastly indulgence (Dimensions - Geert Hofstede, 2016).
Power Distance Index (PDI)
This is one of Professor Geert Hofstede’s dimensions of culture in a particular country whose primary concentration is on the distribution of competences between the ethnic groups in a given society or groups. It clearly states that the less powerful people in the society have high expectations of equal distribution of power among all the groups. It is expected that people are having a high degree of power distance, should accept the role of hierarchy where every group has a place and is well represented and needs no further justification to practice equality. In the case of poor power distribution, the group with low power distance is expected to fight for justification and equality.
In connection with this dimension, Kenya has major problems with the distribution of authority among its different ethnic groups leading to a huge gap between the people with high power distance and the ones with Lower power range. This can be very evident in the governance of the nation. Power mainly relies on the primitive ethnic society which includes the Luo, Kikuyu, Luhya and the Kambas leaving most of the minorities out of the game which includes the Turkana, Maasais, and the rest. In the History of Kenya, Leadership has always lied in the hands of these majority groups since independence. The first president of the nation was a Kikuyu having a Luo as the Vice President. The second president was a Kalenjin having a Kikuyu as the vice president, and the third president was a Kikuyu having the leadership shared among the Luo, who was the Prime Minister and Akamba, who was the Vice President and lastly, the Fourth President is a Kikuyu having the vice president as a Kalenjin. This hierarchy does not observe the dimension of power Distance Index since the other ethnic groups are left out. The same case happens in many Companies in the country. This is majorly brought about by the spirit of tribalism. Management mainly focuses on their ethnic groups regarding employment and promotions. This activity leads to different entities having a large gap between the majorities and the minorities and lacks equal representations of various ethnic communities in the enterprise. This dimension majorly affects the parastatals and large governmental institutions.
Individualism versus Collectivism (IDV)
Individualism and collectivism are two major variables in this second dimension of National culture. Individualism is when one person does something for the benefit of himself or the party he or she is involved. Collectivism is when one person’s actions are done in the loyalty of other people’s goodness or favors. These two variables are brought about by an individual’s mental programming. Geert Hofstede ascertains that every person carries in himself a pattern of thinking and potential acting. These act of thinking are brought about by the persons cultures and values learned through the person childhood. Individualism and collectivity are things achieved through learning, and values learned throughout childhood (Hofstede, Hofstede, and Minkov, 2010).
Individualism and collectivism have become one of the cultures evident in the running of Kenya and its entities. It is in last cases where you will find people doing good for the advantage of its citizens; it has always been for themselves, relatives and people that are directly associated with them. When politicians are campaigning, they always put their interest first immediately they win and get into office. Many cases of Mega corruption cases and accounts of lost funds in a company are brought about by acts of individualism and collectivism. About these cases, many managers realize the concept of individualism by using illegal means of getting organization funds for their personal interest while they bring about communism by doing things through returning of favors from other people’s loyalty which might include their tribe mates, employers or even sponsors. A good case example to explain this concept is the recent case of the Government and national youth service. The sum of money amounting to around700 million was embezzled by top Government officials. The politicians and officials gained access to those posts not only for power but their personal interest. Both collectivism and individualism are practical in this case since some of the players in the scandal were only considering their interests while other players were considering the loyalty of other people in return for some favors.
These two concepts do not observe the Christian values at all. First in the case of NYS scandal, breaks one of the Christian values stated in the Ten Commandments which says that one should not steal. These acts are not supported by the Christian morals and traditions.
Masculinity versus Femininity (MAS)
When Professor Geertz came about with this dimension, he concentrated on two sides of a coin that is the weaker ones and the stronger ones. Masculinity, in this case, represents the entities or individuals who want to portray their success, heroism and victory over the others, as we live in a very competitive society. On the other hand, Femininity refers to the preference of cooperation and supporting the weak in society. Regarding ethnicity in the culture, ethnic groups in Kenya portray the concept of masculinity and femininity very well a. For example, the Maasai community men are given more priority over the women. It does not only happen in the Maasai alone, but it also happens to many other tribe and ethnic groups in the society and Africa in general. This concept is also very applicable to the industry. Some companies will want to prove their muscles in the economy but leave out the consumers suffering.
A case example is in the communications sector. Many service providers in the country try to offer almost the same services competing among themselves. Safaricom, the biggest player in the field, has put its significant concentration of the success and making enormous profits through expensive call rates but the end consumer especially the poor are left stranded. But other companies came up and calling rates were reduced which were very helpful to the needy. Another good example is in the Banking sector. In the previous decades, banking was considered to be for the wealthy. The reason behind this was the rates that banks were using which could not be affordable to many people in the society. Equity bank came up and everything changed since its primary concern was the neglected and the less fortunate in the society. This led to other banks taking up the same pace. Masculinity and femininity play an integral role as far as Christian values are concerned. According to the biblical teachings, all human beings are considered equal in the eyes of God. Equity observed the Christian values by availing banking services to people from all walks of life.
Uncertainty avoidance index (UAI)
Many countries face a lot of threats and risks. But they differ in the methods used in dealing with the threats. Uncertainty and avoidance Index is a dimension used in measuring how a country or different entities within a country handle threats. Countries with a strong uncertainty avoidance index differ with the countries with weak uncertainty avoidance index. Those countries that have a weak UAI deal with threats in a relaxed way and concentrate more on the actions other than the principles. Those countries with a strong UAI maintain the right codes of belief and are intolerant of unorthodox practices, behaviors, and ideas.
Kenya faces a low Uncertainty avoidance index. This is because; many of the attacks and threats that have been taking place in the recent years have been dealt with in a very relaxed attitude. For example in the Westgate Mall Terror attack, there were anticipations that the attack was to happen through rumors, but the government became more reluctant in handling the issue prior it happened. This is a culture that the people running the Government have been facing since that was not the only threat to the nation, it also included, the Dadaab military camp attack, post-election violence, and many others. This concept is also applicable to the business sector as many managers are supposed to know how to handle threats that the enterprises are facing before they happen.
Long term orientation versus short term normative orientation
Changes occur from time to time within a company may it be technological, environmental or even economical. This cultural dimension focuses on how different companies adapt to various changes in the business activity From Geertz perspective, companies that score low on this dimension maintain their honored traditional practices and are suspicious in dealing with the future changes. While those companies that score well on this dimension, take a more pragmatic approach and value education as an important tool in preparation for change.
Kenya's ethnic line contains different traditions and beliefs. For example there some communities in Kenya that have agreed to quit from their weak traditional activities while other remain violent in the preservation of their culture. A case example is the Maasai community that still hold on to female genital mutilation while other ethnic groups have embraced change and education of their girl child to solve problems of poverty in the society.
In line with the point of discussion, Long-term and Short-term orientation are still applicable to the organizations in Kenya. When we look at Governmental institutions, they have always faced a problem with corruption. Change acceptance has always been a problem since they would wish to hold on to the previous traditional activities that have been taking place. While the private sector has always embraced change nd education to its members and also ensure that they are using modernised methods of doing business.
Indulgence versus Restraint
In any given society people should have the freedom to do the activities that they enjoy in life as long as they are legal and acceptable to the society code of conduct or the constitution governing that place. This cultural dimension focuses on Indulgence and Restraint. Indulgence means giving free gratification to activities that one enjoys in life while restraint stands for the prohibition or suppressing gratification to the activities that people enjoy. This is done by using Norms, customs and beliefs. For example, in many ethnic societies in Kenya, clothing mean a lot especially to the women. For example among the Arabs and Islamic groups. It does not break any law but through their traditions and beliefs, women are supposed to observe their clothing at all cost. Organisation managers should not also neglect the right of people especially their employees in doing what they enjoy in their livelihoods.
In conclusion, traditions and customs of a particular nation, society or ethnic group affect the way things are run. People adopt various changes which are reflected among all the company managers who have to face them all in running of different entities. Managers should not judge people based on their culture, history of practises within a particular country but should ensure they follow one Governing body within the constitution which unites all people In a nation as one people.
References
Dimensions - Geert Hofstede. (2016). Geert-hofstede.com. Retrieved 8 March 2016, from http://geert-hofstede.com/national-culture.html
East Africa Living Encyclopedia. (2016). Africa.upenn.edu. Retrieved 8 March 2016, from http://www.africa.upenn.edu/NEH/kethnic.htm
Geertz, C. (1973). The interpretation of caltures (p. 5). NewYork: Basic Books.
Hofstede, G., hofstede, G., & Minkov, M. (2010). Calture and Organisations (3rd ed., p. 4). NewYork: MC Graw Hill.
