The Introduction explored the background to and the motivation for this study, identifying national culture and organisational and professional commitment as being the main constructs. In this chapter the concept of national culture will be explored in more detail. The…
The cultural dimension of individualism versus collectivism will be discussed in detail and the implications for the organisation will be presented. Finally, the Saudi culture will be described, with particular attention being paid to the Islamic and Bedouin traditions underpinning Saudi culture, and their impact on organisational management.
Over decades of scholarly explorations, the topic of national culture has remained a much favoured topic, with diverse views on national culture being proposed. The increase in cross cultural interactions, brought about by globalisation, has further contributed to the need for deeper understanding of the theoretical background and concepts of national culture and its influence on employee and organisational behaviour (Kalliny, Cruthirds, & Minor, 2006; Klein, Waxin, & Radnell, 2009). The characteristics of different cultures have been studied by different scholars, and various dimensions of national cultures have been used to measure and define various cultures (Hofstede, 1998; House et. al, 2004; Mallehi 2007; Pothukitchi et.al, 2002; Schein, 1998; Tayeb, 2005; Trompenaars & Hamden-Turner, 2000).
The foundation for culture is the shared set of values and collective beliefs which in turn shape behaviour (Morgan, 1986). Research has indicated that such things as cognitive frameworks, learned behavioural norms, shared meanings and perceptions, ethical codes, stories, heroes, symbols, and rituals all serve to shape our sense of culture and thus our behaviours (Alvesson, 2002; Brown, 1995; Kreitner & Kinicki, 1998). Because of this shared foundation, people of the same national culture are likely to behave in a similar manner and to share similar attitudes and perceptions (Hofstede, 2001). According to Francesco and Gold (1998), culture is the “most useful tool in identifying and explaining differences in how people behave”.
Culture is not static, but rather is constantly changing and evolving. ...
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“National Culture and Commitment Essay Example | Topics and Well Written Essays - 4000 Words”, n.d. https://studentshare.net/miscellaneous/399453-national-culture-and-commitment.
There are many literatures related to management styles performed in the United Kingdom, therefore the essay will also throw light upon such management styles. The other part of the essay endeavours to reflect upon the extent to which the organisational culture of Lloyds TSB reflects or is distinct from that of the national culture and the methods to manage the differences within the national culture.
There are many things that differentiate people in an organization form another. For instance people within the military or police have strong discipline and instantly obey orders unlike people in a business organization who have the luxury of questioning and giving their own suggestions on almost everything.
As human beings evolve so does their culture (Marcus, 1995). People are always striving to improve their state of living for the better. This is done by improving their clothing to fit in better with the weather conditions, while at the same time coping with the need to make them fashionable and easy to keep to hygienically clean.
Management experts have long been interested in studying national cultures because of the impact they can have on the employees and in turn the on the organizational culture. Different theories and models explain national cultures by describing characteristics of cultures.
Cultural Differences and People Management
Many of the established principles of business have undergone drastic changes because of globalization. Outsourcing and offshoring like new business principles brought fundamental changes in business management. Most of the prominent companies are operating internationally or cross culturally at present.
Commitment plays major roll in achieving success and it is an internal force which alerts us to look forward till reaching the goal. It rises out ones vision and makes him aware of his duties. A burning desire creates a commitment and the both of them make a man to walk into his future with passion to reach his achievements.
ay in the spate of globalization business environments are effected by strong national and social undercurrents leading to homogenisation of cultures (Fougere). Organisations strategise according to the national cultures of the countries they operate or wish to operate in, yet
ble surrounding the implications of national culture for the work-related values and attitudes of multi-cultural workforces Ali (1986) considers this question in his article ‘Labor Migration in the Arab Gulf States: pattern, trends and problems’. In this article he
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