Organizational Behavior across Cultures Essay

Social differences will be inevitable in the wonderful world of today; the world is indeed a great amalgamation of various cultures composed of diverse behaviour and values. People work in reference to the cultural features that define all of them. The special nature of cultures gives sharp dissimilarities that people need to read how to cope with, and embrace in their interactions (McFarlin & Sweeney, 2013).

The most important aspect is usually appreciating ethnic differences and developing tenderness towards cultural diversity. Devoid of such, people from several cultural backgrounds often believe it is hard to relate properly, and this leads to conflict. Organizational behavior is a good example of many area that ethnic differences influence. Whenever a company has personnel from distinct cultural orientations, it is obvious that the discussion amongst all of them will require social sensitivity in order to cultivate effective organizational relationships.

In the wake up of the the positive effect age, businesses are using people from different ethnicities. Gelfand, Erez and Aycan (2007) claim that the importance of expatriates in the corporate globe is increasing; hence, individuals are crossing boarders to find job in other countries. Of course , this craze implies that distinct cultures will need to connect and meet organizational objectives.

Undoubtedly, an organization ought to develop buildings of embracing cultural variety by pushing its staff to embrace sensitivity towards one another. Within a cross-cultural environment, leadership can be significant in realizing accordance among the personnel. This encourages a robust organizational behavior simply by instilling cultural sensitivity among the list of employees (Gelfand, Erez and Aycan, 2007).

In reference to the truth study, David moves via Germany for the UAE intended for employment reasons. The culture at home differs from the lifestyle in the UAE, thus this individual has to conform to the company culture of the new environment. This highlights the point that different countries have different social trends. Saunders (2010) shows that traditions is highly embedded in values, best practice rules and perceptions that identifies it. People’s personalities and behavior comes from their cultural trends and beliefs.

As a result, the organizational culture of your organization is influenced by collective and individual social features of the employees. The unique features of employees affect the way they relate to each other; hence impacting on the organizational behavior (Saunders, 2010). As an example, a person’s religious values and strategy towards creating relationships have a big impact on just how he pertains with other persons. Cultural variations have becoming a source of discord among staff, as each one seeks to practice his or her identity (Saunders, 2010).

In such instances, it is necessary to note that managing the conflict coming from a social perspective is definitely paramount. Seeing that cultural selection is the reason behind the discontent, it is essential to address the ethnical differences in an affordable way. This will likely go a long way in creating a great environment to get the employees.

Based on the case examine, it is authentic that Ahmad does not value John’s insensitive nature for the culture with the UAE. Being a devoted Muslim, Ahmad expected John to respect the month of Ramadan and ascribe to its guidelines because it is a tremendous religious practice in the UAE. The impolite response from Ahmad surprises John as they did not disobey the rules of Ramadan deliberately. Ahmad appears to uphold his cultural specifications more than the specialist standard, keeping in mind that Ruben is his senior inside the organization.

Obviously, cultural variations have the ability to influence the organizational habit in an organization. Organizational habit in a cross-cultural environment needs the individual and collective reactions from the personnel. It is apparent that ethnic diversity can be described as universal phenomenon that has a great immense effect in the organizational culture of organizations. Fischer et approach. (2005) posit that with out effective supervision of ethnical differences in an organization, it is sure that employees are not able to develop possible relationships to get organizational objectives.

Fostering effective relationships within a cross-cultural environment calls for employees and the management to enact cultural delicate structures of adapting for the cultural selection (Obinna and Farkas, 2011). Cultural brains is a significant element of enjoying cultural range. Through ethnical intelligence, an organization is able to prefer the diverse ethnical features in it, and work towards growing viable relationships aimed at reaching results. On the individual level, employees will need to develop mental intelligence in order to embrace and realize the sweetness in ethnic diversity.

Valuing the ethnic dimensions of fellow staff is very important in encouraging a vibrant organizational behavior within a cross-cultural environment. The information above is true in relation to the case study. After realizing that he had broken the ethnical rules from the UAE, David responded well by apologizing to Ahmad.

Moreover, Ahmad also apologized to Ruben for being impolite and for certainly not considering that having been from another type of cultural history. The successful communication that ensued was vital in establishing an excellent relationship between John plus the other personnel. Cultural tenderness was a key component in growing efficient interactions in the business.

Indeed, cultural selection is a global trend that is not only unique to the UAE, but also to other parts of the world. It is necessary for the management of companies and organizations to handle cultural variations in the right way to be able to build solid and effective relationships between employees. This calls for adopting cultural selection and valuing the contributions of every employee in an firm. References Gelfand, M. J., Erez, M. and Aycan, Z. (2007). Cross-Cultural Organizational Behavior.

Total annual Review of Mindset, 58 (479-514). Fischer, Ur., Ferreira, M. C., Asmar, E. Ur., Redford, G., and Harb, C. (2005). Organizational Patterns across Cultures. International Log of Cross-Cultural Management, 5(1) 27-48.

McFarlin, D. W., & Sweeney, P. D. (2013). International organizational tendencies transcending region and nationalities. New York: Routledge. Obinna, A. K. and Farkas, M. K. (2011).

Cultural Issue Management intended for Firms and Organizations. Foreign Journal of Business and Management Studies, 3(2). Saunders, M. (2010). Organizational trust: a ethnical perspective.

New york city: Cambridge University or college Press.

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