MULTI-CULTURE

Multi-Culture Evaluation

Multi-Culture Evaluation

Introduction

This study focuses on the role of an international director's preparing managers for expatriate assignments. Culture consists of patterns, explicit and implicit of, and for behavior acquired and transmitted by symbols, constituting the individual achievement of human groups, culture systems may be considered as products of action and conditioning elements of future action”. Consequently, culture is an attribute that develops within any identity group enduring over time (Hall, 2007, p. 62).

Part 1

Exploration of organization culture

There are many elements of the organizational culture. Even though, all organizations are different in terms of culture, size, value but the following elements are present in more or less all organizations. The customs and ritual, stories and myths about company, the climate, the shop talk and overt and implicit expectation for member behaviour are few of the common elements. (Schneider and Barsoux, 2003, p. 40).

Value

Values are the basic rules which are followed by the whole organization. Value determines how organization works.

Beliefs

The psychological state of an individual, due to which he holds a promise or premise to be true called beliefs. Organizational culture is a phenomenon that occurs in many different facets. The formal definition of organizational culture as stated by Schein (2004) was as follows: a pattern of shared basic assumptions that learned by a group as it solved its problems of external adaptations and internal integration. It has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (p. 17).

Organization Culture

Culture consists of ideals, values, and assumptions about life that shared among people and that guide behaviors (Brislin, 1993). Therefore, when people study culture they faced with an element of invisibility. Assumptions, ideals, and values are not immediately obvious. Rather, they are stored in individuals' minds and consequently are hard for outsiders to ascertain. The profound effect of culture on management suggests that we must understand it. There is great debate as to how to define the term 'culture'.

Hofstede's further explains culture, is the collective programming of the mind mental programs or software of the mind that distinguishes one group of people from another. Adler (2008) provides a number of definitions regarding culture. First of all (Bass, 2005, p.42) defined culture as “that complex whole, which includes knowledge, belief art, law, morals, customs and any capabilities and habits acquired by a man as a member of society.” A more recent working definition is Hofstede's “culture is the collective programming of the mind which distinguishes the members of one human group from another and the interactive aggregate of common characteristics that influence a human group's response to its environment” (p. 25).

Consistent with these notions is speculation that charismatic leadership expected and effective in high power distance cultures. The central role the group plays in a collectivist cultures parallels some of the similar value orientations associated with transformational leadership (Hall, 2007, p. 65)), as opposed to people in individualist cultures who expected to be ...