Discuss about the Organizational Behaviour for Organization Development Journal.
Organizational behaviour is a complex domain that inter connects several diverse relationship (Luthans, Luthans & Luthans, 2015). Theories of organizational behaviour as leadership theories, motivational theories, work theories and many more are applied across organizational setting. Every organization comprises of complex range of relationship amongst various individuals. In culturally diverse organizations they are more complex and diversified where employee relationship need to be coordinated. While culturally diversified organization in today’s globalized environment offers various potentialities there remain a number of threats as well (Østergaard, Timmermans & Kristinsson, 2011). Some employees in culturally diversified organization feel that, “it is better to rely on stereotypes than to enter into a relationship with someone from another culture without idea of what they believe in”. This statement has several associated merits as well as demerits once applied across organizational setting. The scope of this analysis deals with analysing the above statement with proactive managerial intervention with special sensitivity to cultural, ethical and social concerns.
Globalization has made customers accessing business opportunities from around the world. With such prevailing opportunities can only be taken in case there are culturally diversified employees present (Colquitt et. al., 2011). The above statement of the essay will first evaluate the merits and then problems associated with the statement. While an organization is expanding or growing to become multinational and recruiting culturally diverse employees there might be several challenges faced. Such organization might select to work in an ethnocentric cultural framework. Within ethnocentric cultural framework, perception regarding various aspects remains selectively focused. This cultural setting help transfer work procedure, work culture and business etiquettes from the home country of the multinational. In this case the company chooses to maintain stereotypes rather than indulging into relationship with another (McShane & Von Glinow, 2013). Merits of this stereotyping are formation of a social identity or a corporate identity. With stereotyping an organization’s member has to undertake less mental effort and is also able to enhance social identity. It allows making a quick judgment as well as decision. This attribute is highly useful when dealing with situation in a foreign country of crisis. It allows simplifying characteristics of the surrounding. When an organizational member does not stereotypes then he is bound to face more complex situation of analysing nature or thinking pattern of another, which might not be applicable. Through stereotyping at least a manager within the organization can categorize groups with predictable outcomes. When a manager stereotypes then he is able to address some social and ethical concerns. For example, a manager of an American company in China might feel that it is appropriate to interact with subordinates in a friendly manner. While this behaviour might be seen in a negative manner by Chinese employees, at least some Americans working in the organization will feel its benefits (Maon, Lindgreen & Swaen, 2010). They are more likely to rely on the manager’s decision and feel him to be a part of their social group. Stereotyping has several benefits as some organization might want their organizational culture to act as a role model. They might feel that their organizational culture can create a distinct brand identity from its social behaviour. For example Tommy Hilfiger is well-known fashion brand throughout the world for its American image. These organizations are proud of the social identity and wants individuals to recognize them according to their attributes.
Merits of Stereotyping in Culturally Diverse Organizations
Organizational theories require work to be divided and subdivided within employees and staffs which makes up a team (Alvesson, 2012). Working in a team involves communications, shared commitment, participation and so on. In case of stereotype organizations, individual within teams are reluctant to enter into relationship with one another. The primary demerit associated with the statement is that stereotyping might hinder the process of working within team’s altogether. When managers or individuals within a team are stereotypes, then they are more likely to form a judgment against one another. An American business set up in China with stereotype culture might not accept Chinese culture in a positive manner. There can be misguided judgment regarding persons that act differently within the organization (Leung et. al., 2008). A proactive manager can realize the discrepancies and bridge the gap however in case a manager is not able to view the difference in behaviour then there might be ethical as well as social challenges. Ethical challenges might arise as the manager treats one employee in one manner and another employee, who is similarly committed in another manner. Long term ethical challenges within an organization might lead to changing of the overall organizational culture leading to formation of groups, halo effect and in the end employee dissatisfaction. A manager, who is more understandable towards one group compared to another might experience diverse reactions and productivity levels within the group, it can in-turn hamper overall management performance. Employee dissatisfaction is a grave issue and has to be tackled as in globalized world; employees are viewed as most essential resources for the organization (Ofori, 2009). Such an organization with internal challenges can over longer period of time experience isolation from its customers, once they become aware of cultural issues. Another major problem of stereotyping is that manager might assume that same group of people might share similar ideals and personality traits. Within a culturally diversified Chinese organization where Americans are employed, a Chinese manager might view all Americans to be casual and not serious with senior managers. Chinese culture is contrasted different compared to that of American culture with various discrepancies and distinction between their behavioral trends. One might view another’s culture in a negative manner altogether if prevalence of stereotyping is present. However, managers or employees who believe and practice stereotyping need to understand that a people from similar culture might not think or feel the same (Huey Yiing & Zaman Bin Ahmad, 2009). Stereotype has been regarded as a prejudice and can lead to distress within individuals. This characteristic is regarded as a negative personality trait and can lead to racial motivation within an organization. This unethical behavioral trait can offend employee engagement as some employees might feel disregarded or being disrespected as comparison to others. A manager might make employees from a certain cultural background feel demotivated in case he continues to being stereotype in nature. Evaluating merits and challenges of stereotypes it can be understood that stereotypes is a perception and can affect workplace considerably. Merits of stereotypes can be debated against its challenges, as merits are considerably lesser. Stereotypes can exists in various factors it can be related to culture, gender, perception and many more. Most integral type of stereotyping exists across cultural factors within workplace. With globalization cultural diversity is increasing by leaps and bounds where organizations have to cater to diversified to respond to various cultural issues. In absence of cultural diversification within organization, an organization is bound to face multiple types of challenges, which will re quire intervention of senior level managers. Proactive managerial intervention can significantly diminish special sensitivity to cultural, ethical and social concerns. In presence of stereotype managers problems in regards to situations need to be dealt with proactive managerial intervention. In absence of managerial intervention, challenges within employees might remain deep within the organization. Special sensitivity to cultural challenges can create an organizational culture that is not matched with current prevailing work cultures across global organizations. Therefore, it is best to take managerial intervention and adhere to varied cultural framework to be able to apply further theories of organizations.
The above analysis states that it has become imperative to adapt culturally diversified organizations. Culturally diversified organization can only allow catering to diversified set of customers. Managers hence need to devise strategies aimed at minimizing stereotypes within organizations such that employees can work with each other without many barriers. Stereotypes have been continuously declining in this globalized world as it enables criteria to work within teams for better productivity achievements. Therefore it can be debated that stereotyping is not beneficial in global environment where cultural complexity exists not only amongst employees but also amongst customers. Hence, in order to cater to diversified customers, employees need to be culturally diversified in order to understand their needs in a better manner.
Alvesson, M., 2012. Understanding organizational culture. Sage.
Colquitt, J., Lepine, J.A., Wesson, M.J. and Gellatly, I.R., 2011. Organizational behavior: Improving performance and commitment in the workplace. McGraw-Hill Irwin.
Huey Yiing, L. and Zaman Bin Ahmad, K., 2009. The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance. Leadership & Organization Development Journal, 30(1), pp.53-86.
Leung, A.K.Y., Maddux, W.W., Galinsky, A.D. and Chiu, C.Y., 2008. Multicultural experience enhances creativity: The when and how. American Psychologist, 63(3), p.169.
Luthans, F., Luthans, B.C. and Luthans, K.W., 2015. Organizational Behavior: An evidencebased approach. IAP.
Maon, F., Lindgreen, A. and Swaen, V., 2010. Organizational stages and cultural phases: A critical review and a consolidative model of corporate social responsibility development. International Journal of Management Reviews, 12(1), pp.20-38.
McShane, S. and Von Glinow, M., 2013. M Organizational Behavior. New York, New York: McGraw-Hill/Irwin.
Ofori, G., 2009. Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), p.533.
Østergaard, C.R., Timmermans, B. and Kristinsson, K., 2011. Does a different view create something new? The effect of employee diversity on innovation. Research Policy, 40(3), pp.500-509.
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