Literature Review for Business and Culture- myassignmenthelp

Question: Discuss about theLiterature Review for Business and Culture. Answer: Business culture is related to behaviour, ethics, etiquette and more. A business culture will encompass as organisations values, visions, working style, beliefs and habits. Organizational behaviour plays crucial role in terms of developing an effective social and psychological business environment. This forms an effective business culture and some of the factors which are included in an effective business culture are product, market, history, type of employees, language used in the workplace, workplace environment, etc. Culture of a country includes time, beliefs of local people, morals and behaviour of people. This could be noticed with the help of analysing the way of performing activities. Business is a set of activities of buying, selling, and manufacturing of goods and services with the motive of earning certain amount of profit. As per Khakhar Rammal (2013), in performing these activities, organization is required to set certain effective rules and regulations along with descr ibing an effective way in order to accomplish organizational desired goals and objectives. In this manner, culture plays vital role in organizational success and it has a great impact over strategic direction of the business. An effective cultural environment in business helps the organization to accomplish the tasks in the most appropriate manner along with enhancing the chances of uplifting organizational performance through attainment of desired goals and objectives. Culture in business is said to be an effective aspect though which every function of the organization get influenced. From managerial decisions to the every function of an organization is influenced through culture. Bird Mendenhall (2016) have conducted research on international business management and they have found that over last 50 years, awareness and understanding level in relevance with cross-cultural management has been increased. In todays business environment, it has been analysed that most of the companies are operating at international level and rest are planning to expand their businesses at global level. Thus, in order to execute organizational functionalities in an effective manner at global level, it is must to understand and evaluate the cultural difference amongst the locations in which organization is operating or planning to operate. Schmiedel, vom Brocke Recker (2015) have described that it is necessary to understand the concept of international management to understand the clear meaning of cross cultural difference. Cross-cultural management is a significant aspect of international management. Global leadership is another crucial aspect which described the importance of t he cross-cultural difference and management. Global leadership has four stages and each stage describes its importance that how the cross-cultural management play vital role in executing organizational functionalities in an effective and appropriate manner. Various young scholars such as Silvius, Smit Driessen (2010) think that cross-cultural management and organizational behaviour are followed by well-established enterprises but the fact is that cross-cultural management and organizational behaviour have become the requirement of every business enterprises that are operating its activities at international level. It has been reviewed that analysed by some experienced business experts that adaptation of these two concepts is become a crucial need for every organization in term of accomplishing the tasks in an effective manner. Along with this, it has also been analysed that the Schmiedel, vom Brocke Recker (2015) and business experts have failed to determine the difference in organizational behaviour theories as well as in the cross-cultural management. In relation with this, it was observed that at the time of industrialisation, common form of technological developments were manufacturing and management. Initially in 1960s to 1980s, primary focus in relation with cross-cultural management was on management systems and over the organizational behaviour. After this, following the period of Second World War, American firms began to expand their businesses in international market with the objective of enhancing the revenues and at that time, much attention was derived over uncovering how local cultural, legal, business, and political systems operated. During this exercise, it was analysed that dominant organizational structure reflects the international division. According to authors, this was due to primary focus imposed by the American businesses over control function in order to expatriate the managers sent from headquarters so as to train the local managers in the same manner (Alvesson, 2012). According to Hofstede (2006), During 1980 to 2000, it was observed by scholars that regional, multi-domestic and MNCs were shifting towards adaptation of organizational structures so as to perform the tasks in the structured manner. Main focus was imposed over the requirement of training to expatriate managers in order to uplift their skills and development in order to build social relationships and effective working behaviour. Further, Bird Mendenhall (2016) discussed about the impact of cross-cultural management over leadership-related issues on the above discussed time periods. Adler (1983) researched and found three categories of cross-cultural management research i.e. unicultural, intercultural and comparative. Amongst these categories of cross-cultural management research, unicultural research was more common in comparison to other two cross-cultural management research (Bird Mendenhall, 2016). According to Zheng, Yang McLean (2010), it has been found that national culture is only one aspect which needs to be followed by an organization but another crucial segment which needs to be followed by businesses is culture in business. Business culture is has its own unique dimensions such as executing meetings, managing the resources, men power, usage of social media, etc. to perform the functionalities in an appropriate manner along with the attainment of organizational goals and objectives related with conducting smooth operations in business environment. But as per Hartnell, Ou Kinicki (2011), when an organization adopt a strict cultural environment, then it self-explained statement that every member of the organization needs to be help-ourselves in order to adopt the implemented culture so that a strict pattern could be followed for executing the organizational activities. This will help the organization to expand its business in the domestic as well as in international mark et and the chances of sustainable growth and success for business increases. Organizational culture shows the characteristics of an organisation which differentiate it from the others. While Adler (1983) says that organizational culture describes the norms and practices share by individuals and groups across the organization. Values, beliefs and morals of organization share the common ideas and the behaviour which needs to be followed and practiced by every member of the organization in relation with the accomplishment of goals and objectives. These beliefs, values and behaviour forms as the standard guidelines for an organization which are required to execute the functionalities in expected manner. Hofstede (2006) describes that organizational culture differ an organization from others and it acts as the phenomenon shared by organizational members in order to operate in unconscious manner. Organizational culture is also considered as the pattern of shared ideas and assumptions shared by individuals and the same is accepted by individuals in order to resolve their issues. Thus, it could be considered that accepted ideas and assumptions by group of individuals will be treated as the standardised pattern which will be studied to the new members of the organization so that they could understand the pattern of work of organization. It helps the organization to develop the standardised ways to think, perceive and approaching towards the issues of the organizational members (Trompenaars Hampden-Turner, 2011). With the motive of understanding the complexities of organizational culture, Cavusgil, et. al. (2014) has conducted various researches. These researches have recognised number of components and elements are present in an organizational culture. Amongst those components, inseparable components are the values, beliefs and ideas shared by individuals with the motive of resolving issues within the workplace and accepted by others to enhance organizational productivity and efficiency. Main advantage of an organizational culture is its effectiveness and it helps the organization to perform the tasks in systematic manner which is the positive indicator towards growth, success and attainment of competitive advantage in the target market. Hofstede (2006) have compared organizational culture with the layers of onion because values act as the layers and core in organizational culture. Numerous researches have been conducted in order to analyse the significant impact of organizational culture in the success of an organization and this is because effective corporate cultures helps the organization to attain success and it also distinguish from other companies and from their corporate cultures. Khakhar Rammal (2013) focus over the effectiveness of organizational culture because as per their opinion, culture plays significant role in the success of an organization, thus companies are distinguished by their corporate cultures. Every organization has its unique culture which makes it different from others, but it has been proven by the research conducted by business experts that until and unless, employees are not cooperative, effective and advanced corporate culture will not improve organizational efficiency. As per Bird Mendenhall (2016), before making the organizational culture strengthens and effective, it is must to understand the values and beliefs of employees and on that basis, culture needs to be formed. According to the managers of organization, organizational culture has been considered as the effective mean to success and improving overall performance of the organization. While there are several authors who say that corporate cultures provides strength to organization but it also act as the weaknesses to the organization. On the opinion of Silvius, Smit Driessen (2010), organizational culture as strength: it facilitates process of decision making in organization and develops the controlling approaches within the organization and facilitates the communication amongst the members. On the other hand when organizational culture as weakness: there are many circumstances where culture is not accepted by all members or it does not suit the traits and beliefs of members, it leads to dispute creation amongst the employees. Thus, they have less responsibility and commitment towards accomplishment of task in effective manner which ultimately affects organizational performance in negative manner. Major reasons for weak corporate cultures are formation of small groups in the workplace, unfair treatment with new employees, biased behaviour followed in the workplac e (Zheng, Yang McLean, 2010). According to Hartnell, Ou Kinicki, (2011), primary elements required for enhancing organizational performance is great ideas shared by members and same appreciated by organization, creativity, etc. Whereas some corporate cultures include b bureaucracy, lack of efforts to adopt change in the workplace, not much aware about the trending techniques, politicized workplace environment, and resentment to change are certain factors which leads to failure of the organization. Apart from this, Trompenaars Hampden-Turner (2011) have described that importance of employees in workplace. According to them, employees should get involved in the decision making process and in the process of change management. This is necessary because taking support from employees will lead the organization towards improvement and development. For this procedure, major requirements are development of effective workplace environment in order to invite employees to share their values and beliefs to develop efficient corporate cultural environment. On the basis of study by Cavusgil, et. al., (2014), organizational culture includes an enterprises experiences, expectations, values and other crucial elements which hold together in order to express its self-image, interactions along with the outside world for matching up with the future expectations. Apart from this, cooperate culture defines the customs, beliefs, rules and regulations which are considered valid to accomplish the tasks in an effective manner. Effectiveness of corporate culture could also be defined as the organization behaves with its employees, conducts its operations by considering the external business environmental conditions. Along with this, enterprises are required to show their consideration in relevance to extent to which freedom is given to the employees with regards to the decision making procedure, appreciating new ideas, etc. All these elements are considered as effective tools to uplift organizational performance and productivity. Corporate culture al so defines guidelines to the employees in order to maintain the quality of service and products, safety and security measures adopted and implemented at workplace and concern for the environment (Alvesson, 2012). From the aforesaid discussion, it could be concluded that organizational culture plays vital role in terms of executing business functionalities in more appropriate and effective manner. Apart from this, its significant could be measures by comparing the growth of an organization after adopting effective corporate culture and before adaptation of corporate culture. In this assessment, various authors perception, point of view and understanding has been evaluated in relevance with the organizational culture. References Adler, N.J., 1983. Organizational development in a multicultural environment.The Journal of Applied Behavioral Science,19(3), pp.349-365. Alvesson, M., 2012.Understanding organizational culture. Sage. Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership: Evolution and adaptation. Journal of World Business, 51(1), pp. 115-126. Cavusgil, S.T., Knight, G., Riesenberger, J.R., Rammal, H.G. and Rose, E.L., 2014.International business. Pearson Australia. Hartnell, C.A., Ou, A.Y. and Kinicki, A., 2011. Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions.Journal of Applied Psychology,96(4), p.677. Hofstede, G., 2006. What did GLOBE really measure? Researchers minds versus respondents minds.Journal of international business studies,37(6), pp.882-896. Khakhar, P. and Rammal, H.G., 2013. Culture and business networks: International business negotiations with Arab managers.International Business Review,22(3), pp.578-590. Schmiedel, T., vom Brocke, J. and Recker, J., 2015. Culture in business process management: how cultural values determine BPM success. InHandbook on Business Process Management 2(pp. 649-663). Springer Berlin Heidelberg. Silvius, A.G., Smit, J. and Driessen, H., 2010. The Relationship between Organizational Culture and the Alignment of Business and IT. InAMCIS(p. 186). Trompenaars, F. and Hampden-Turner, C., 2011.Riding the waves of culture: Understanding diversity in global business. Nicholas Brealey Publishing. Zheng, W., Yang, B. and McLean, G.N., 2010. Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management.Journal of Business research,63(7), pp.763-771.