Tag: Culture

  • Impact of Attendance Management on Company Culture

    Impact of Attendance Management on Company Culture

    Discover how to impact of attendance management influences company culture by fostering accountability, trust, and employee engagement. Learn strategies for effective attendance practices and the benefits of promoting a positive attendance culture in your organization.

    What is the impact of attendance management on company culture?

    Attendance management plays a crucial role in shaping the culture of any organization, serving as a reflection of its values, work ethic, and overall employee engagement. By exploring the impact of attendance on company culture, we can gain insights into how effective attendance management practices contribute to building a positive work environment. From fostering accountability and trust to enhancing productivity and morale, understanding the significance of attendance in the workplace is essential for creating a cohesive and motivated team.

    This article delves into the interconnected relationship between attendance management and company culture, highlighting strategies for effective implementation and addressing challenges in today’s diverse work settings.

    1. Importance of Attendance Management in Shaping Company Culture

    The Role of Attendance in Establishing Work Ethic

    Attendance management sets the tone for work ethic within a company. Consistent attendance demonstrates dedication and reliability, influencing how employees perceive their own responsibilities and those of their colleagues.

    Building Trust and Accountability Through Attendance

    Maintaining good attendance builds trust among team members and with management. It shows a commitment to one’s role and fosters a culture of mutual accountability, where everyone knows they can rely on each other to be present and contribute.

    How Attendance Impacts Team Dynamics

    Attendance plays a crucial role in shaping team dynamics. Regular presence fosters collaboration and communication, while frequent absences can disrupt workflow and hinder team cohesion.

    Attendance as a Reflection of Employee Commitment

    Consistent attendance reflects an employee’s dedication and commitment to their work and the company. It can boost morale and engagement among colleagues, showing that everyone is invested in achieving shared goals.

    3. Strategies for Effective Attendance Management

    Implementing Clear Attendance Policies

    Establishing clear attendance policies helps set expectations and guidelines for employees. Clear communication about attendance requirements can prevent misunderstandings and promote transparency.

    Leveraging Technology for Attendance Tracking

    Utilizing attendance tracking tools can streamline the process and make it easier for employees to log their hours. Technology can help identify patterns of absenteeism and enable proactive measures to address attendance issues.

    4. Impact of Attendance Policies on Company Morale

    The Influence of Attendance Policies on Employee Satisfaction

    Well-designed attendance policies that balance flexibility with accountability can positively impact employee satisfaction. Policies that consider individual needs and promote a healthy work-life balance can boost morale.

    Addressing the Impact of Punitive vs. Supportive Attendance Measures

    Punitive attendance measures can create a culture of fear and resentment, while supportive measures that offer understanding and assistance can foster a more positive and inclusive work environment. Finding the right balance is key to maintaining high morale and productivity.

    5. Benefits of a Positive Attendance Culture

    Enhanced Productivity and Performance Through Consistent Attendance

    Strap on your productivity boots because a positive attendance culture can turbocharge the efficiency of your team. When team members show up consistently and on time, work gets done faster and better. It’s like having your morning coffee without the caffeine crash – a smooth, steady workflow that keeps the momentum going.

    Promoting Work-Life Balance in Attendance Culture

    Who doesn’t love a company that values work-life balance like it’s the last piece of pizza at a party? A positive attendance culture promotes this harmony by allowing team members to manage their time effectively. It’s like having your cake and eating it too – getting work done while still having time for personal pursuits. The result? Happier, more motivated employees ready to tackle any challenge.

    6. Addressing Attendance Challenges in a Remote Work Environment

    Adapting Attendance Management Strategies for Remote Teams

    In the wild world of remote work, attendance management takes on a whole new level of complexity. But fear not, savvy leaders! By adapting strategies like flexible schedules, clear communication, and utilizing technology to track attendance, you can wrangle even the most elusive of virtual team members. It’s like herding cats, but with a remote control – challenging yet totally doable.

    Fostering Engagement and Accountability in Virtual Attendance Settings

    When your team is spread out like a game of hide-and-seek played across different time zones, fostering engagement and accountability becomes the name of the game. By creating a virtual environment that encourages communication, collaboration, and recognition of achievements, you can keep your team members connected and motivated. It’s like hosting a virtual dance party where everyone busts a move from their own living room – a fun, engaging experience that brings everyone together, even when miles apart.

    In conclusion, the impact of attendance management on company culture cannot be overstated. By prioritizing attendance policies, organizations can cultivate a culture of responsibility, respect, and collaboration among employees. Embracing a positive attendance culture not only boosts productivity and performance but also fosters a sense of belonging and commitment within the workforce. As companies strive to create thriving work environments, recognizing the influence of attendance management is key to shaping a cohesive and successful organizational culture.

    FAQs

    1. How does attendance management contribute to company culture?

    Attendance management sets the tone for workplace expectations and behaviors, influencing employee engagement, trust, and accountability. Consistent attendance practices help establish a culture of reliability and commitment within the organization.

    2. What are some common challenges in attendance management?

    Common challenges in attendance management include absenteeism, tardiness, lack of clarity in attendance policies, and adapting to remote work arrangements. Addressing these challenges effectively is essential for maintaining a positive attendance culture.

    3. How can technology support attendance management efforts?

    Technology can streamline attendance tracking processes through automated systems, time-tracking software, and digital attendance records. Leveraging technology enables more efficient monitoring and management of attendance, especially in remote or hybrid work environments.

  • 10 Key Dimensions of Organizational Culture

    10 Key Dimensions of Organizational Culture

    Explore the key dimensions of organizational culture and their impact on employee engagement, satisfaction, and productivity. Organizational culture encompasses the collective values, beliefs, and behaviors that establish how work is conducted within an organization. This blog post explores the definition of organizational culture, its significance in employee engagement and satisfaction, key dimensions that influence it, and effective methods for assessing and evolving workplace culture. Discover how strong cultural foundations enhance productivity and foster a positive work environment, ultimately driving organizational success.

    Definition of Organizational Culture

    Organizational culture refers to the collective values, beliefs, and behaviors that characterize an organization and influence how work is conducted within it. This culture serves as a guiding framework for decision-making, communication, and interpersonal relationships among employees, ensuring they are aligned with the organization’s objectives and goals. It manifests in various forms, including company policies, rituals, norms, and even the physical environment in which employees operate.

    Understanding the significance of organizational culture is crucial, as it directly impacts employee engagement and satisfaction. A strong organizational culture fosters a sense of belonging and commitment among employees, encouraging them to invest emotionally and intellectually in their roles. When individuals resonate with the underlying values and mission of the organization, they are more likely to demonstrate higher levels of productivity and creativity. Conversely, a weak or misaligned culture can lead to disengagement, increased turnover rates, and diminished overall performance.

    Moreover, organizational culture plays a vital role in shaping external perceptions of the company. Organizations with a positive and robust culture are often more attractive to potential employees and clients, which can enhance their reputation in the marketplace. This cultural foundation influences not only internal operations but also how stakeholders, including customers and partners, perceive the organization. As such, fostering an environment where the core values not only articulated but also lived by every member can catalyze significant improvements in both employee morale and organizational effectiveness.

    In summary, the definition of organizational culture encompasses a system of shared values and practices that fundamentally shape daily work life. Its significance extends beyond employee satisfaction, permeating operational efficiency and external branding, thereby making it an essential element for any organization striving for success.

    Key Dimensions of Organizational Culture

    Understanding the key dimensions of organizational culture is essential for creating a cohesive and productive workplace environment. These dimensions provide a framework for evaluating the distinct attributes that define an organization’s culture:

    1. Values

    Values are the core principles or standards that guide the behavior and decision-making processes within an organization. They serve as the foundation for the organization’s actions and often reflected in its mission and vision statements.

    2. Norms

    Norms are the unwritten rules and expectations about how members of the organization should behave. These norms influence everyday interactions and can dictate dress codes, communication styles, and work ethics.

    3. Symbols

    Symbols include logos, slogans, and other visual elements that represent the organization’s identity. These symbols communicate the organization’s values and culture both internally and externally.

    4. Rituals and Ceremonies

    Rituals and ceremonies are formal practices or events that commemorate significant achievements or milestones within the organization. They reinforce the culture by celebrating shared accomplishments and fostering a sense of community.

    5. Stories

    Stories are narratives shared within the organization that convey its history, values, and significant events. These anecdotes help to build a collective identity and illustrate how the organization’s values lived out in practice.

    6. Leadership Style

    The approach and behavior of leaders greatly influence the organizational culture. Leaders who are charismatic, transformational, or participative can shape the culture by setting examples and fostering specific behaviors among employees.

    7. Communication Patterns

    Communication patterns refer to the ways in which information flows within the organization. This includes formal communication channels, such as emails and meetings, as well as informal interactions. Open and transparent communication helps in building trust and collaboration.

    8. Decision-Making Processes

    The manner in which decisions are made within an organization can reflect and shape its culture. Whether decisions are made collectively or unilaterally, and whether they based on data or intuition, reveals much about the organization’s priorities and values.

    9. Rewards and Recognition

    The systems in place to reward and recognize employees for their contributions are critical in shaping organizational culture. Effective recognition programs can reinforce desired behaviors and motivate employees to align with cultural expectations.

    10. Work Environment

    The physical setting in which employees work, including office layout, amenities, and remote work policies, plays a role in shaping organizational culture. A conducive work environment can enhance productivity, creativity, and employee satisfaction.

    In summary, these dimensions provide a comprehensive lens through which the intricate fabric of any organizational culture can be understood, analyzed, and improved. By focusing on these key areas, organizations can create a culture that aligns with their strategic objectives and inspires their workforce.

    Assessing and Measuring Organizational Culture

    Understanding and measuring organizational culture is essential for fostering a conducive work environment. Various methods exist to assess culture, each with its unique strengths and applications. Surveys are among the most common tools used to evaluate organizational culture. These questionnaires can be designed to gather quantitative and qualitative data from employees about their perceptions and experiences. By employing a structured format, organizations can identify patterns and gauge the overall cultural sentiment within their workforce.

    In addition to surveys, conducting interviews can provide deeper insights into an organization’s culture. One-on-one or group interviews allow employees to express their opinions in a more open-ended format, often revealing nuances that surveys may overlook. This qualitative approach can help leaders understand the underlying values and beliefs that drive employee behavior and attitudes toward their work environment.

    Cultural audits represent another effective method for measuring organizational culture. This systematic examination involves assessing various elements of the organization, such as policies, practices, and employee interactions. By analyzing these factors, organizations can pinpoint discrepancies between desired cultural attributes and the actual culture present. This method not only highlights strengths but also identifies areas requiring improvement.

    Measuring organizational culture is vital as it equips businesses with the insights needed to drive meaningful change. Organizations that understand their culture can leverage this knowledge to enhance employee engagement, productivity, and retention. Moreover, identifying cultural strengths and weaknesses enables leadership to develop targeted strategies that address specific challenges, ultimately transforming the culture into a competitive advantage.

    To successfully conduct cultural assessments, it is crucial to adopt a systematic approach to data interpretation. Analyzing and synthesizing findings from various methods allows organizations to construct a comprehensive picture of their culture. This holistic view aids in crafting actionable strategies to evolve the organizational culture in alignment with broader business objectives.

    Shaping and Evolving Organizational Culture

    Organizational culture is not static; it continually evolves as an organization adapts to internal and external forces. Shaping and evolving this culture requires deliberate strategies and consistent efforts from leadership and employees alike. Central to this process is the role of leadership, which serves as a key driver of cultural transformation. Leaders must embody the values and behaviors they wish to instill within their teams, as employees often look to their superiors for guidance.

    To effectively influence organizational culture, it is crucial to ensure alignment between espoused values—what an organization claims to value—and actual behaviors demonstrated within the workplace. This alignment fosters a sense of authenticity and builds trust among employees. Organizations should conduct regular assessments to identify discrepancies between stated cultural values and observed behaviors, allowing them to make necessary adjustments. Providing constructive feedback and recognizing individuals who exemplify these values can also strengthen this alignment.

    An inclusive environment is fundamental for a thriving organizational culture. This not only enhances employee engagement but also encourages diverse perspectives, fostering innovation. Organizations can promote inclusivity by implementing diversity training, creating employee resource groups, and ensuring that all voices are heard during decision-making processes. These initiatives can help cultivate a sense of belonging, which is essential for both individual and organizational success.

    Practically, organizations can take several actionable steps to enhance their culture. Establishing regular communication channels to share cultural expectations, offering mentorship programs, and creating avenues for employee input can be effective. However, it’s also essential to recognize potential challenges during this evolution, such as resistance to change or lack of clear direction. By proactively addressing these challenges and being transparent about the culture-building process, organizations can foster a more adaptive and resilient workforce.

  • Architectural Design Style and Culture Relationship

    Architectural Design Style and Culture Relationship

    The architectural design style is the external embodiment of architectural culture, and designers need to coordinate the relationship between the two. This article starts with the connotation and significance of architectural culture. Discusses the relationship between architectural design style and architectural culture. And finally puts forward the strategy of integrating architectural culture and architectural style. Hoping to bring help to the research of architectural design.

    Architectural design style and architectural culture: What is the relationship?

    Preface

    In recent years, the rapid development of my country’s construction industry is not only reflected in the improvement of the overall quality of the building, but also the more diversified architectural styles. Different architectural cultures have been integrated into the design process, which has attracted people’s attention.

    Excellent architectural design schemes can make the cultural value of buildings get promoted. In the new era, designers need to innovate design concepts, reasonably display architectural design styles, and combine cultural elements, economic elements, and technical elements to create a more comfortable living environment for people and promote the sound development of cities.

    Connotation and significance of architectural culture

    Connotation of architectural culture

    Architectural culture is an important part of social culture. Buildings are used as carriers to carry information related to social development, technological development, and architectural development. In the process of its evolution, architectural culture also affects by cultural diversity, hierarchy, region, and times. Architectural culture in the new era has become an important embodiment of social culture, covering spiritual culture, material culture, institutional culture, and symbolic culture.

    Architectural cultural significance

    Differences in architectural design concepts will also lead to differences in regional architectural cultures. Whether it is a country, a region, or a city, architectural culture has its unique role. Specifically, architectural culture can reflect the spiritual outlook of the country. And national spiritual culture and architectural culture are in the same line and promote each other. So architectural culture can reflect the overall spiritual culture of the country. In addition, with the strength and development of the country. The inherent culture of the building has also witnessed the development of culture and history.

    Relationship between architectural design style and architectural culture

    Architectural culture is the condition for the formation of architectural design style

    To display culture in the architectural design process, it is necessary to fully consider the design and construction methods. The selection of materials for the interior and exterior of the building. At the same time analyze the integration with the surrounding environment. In the process of architectural style design, regional cultural characteristics and local architectural characteristics should also consider. To present more profound and unique architectural types, and finally, present different buildings based on retaining regional characteristics. And truly realize the architectural design style and Unity of architectural culture.

    Architectural culture provides ideas for architectural decoration design

    There are certain differences in the cultures of different regions, and the same is true for architectural culture. With the continuous development of the times, my country’s architectural culture has also integrated Western design concepts based on traditional cultural characteristics, and some domestic buildings have begun to have international architectural styles. Which also provides new ideas for designers to innovate architectural design styles.

    At present, the process of opening up to the outside world is accelerating in my country. It is more inclusive of foreign cultures. In terms of architectural design styles, it has also begun to combine foreign architectural and cultural concepts. And the combination of regional culture and Chinese traditional culture has also formed a variety of architectural design elements. The improvement of artistic design level caters to the development trend of modernization and promotes the innovation and development of architectural culture. Which has been deeply reflected in buildings such as Beijing Bird’s Nest and Water Cube.

    Contemporary and Nationality of Architectural Design Style

    Architectural design style has an important impact on the integrity and partial appearance of the building. The content and form of architectural design style will affect by architectural culture. Architectural culture generally has the characteristics of the times and national artistry. Based on different regional cultures, architectural styles form the architectural appearance under the influence of regional political culture, economic culture, and humanistic customs, and in the process of the development of the times, the nationality and era of architecture (EA) also have their characteristics.

    In addition, architectural design styles are closely related to cultural customs. For example, the architectural design styles in relatively backward areas in my country are not innovative enough. The characteristics of architectural structure design are not prominent enough. While the architectural design styles in economically developed areas are more diversified and innovative. Some artistic elements can incorporate, but the architectural design style of any region must closely relate to nationality and the times.

    Diversity of architectural culture

    In the process of architectural exterior style design, it is necessary to create a good cultural atmosphere. Different architectural cultures, aesthetics, and values ​​are different. This in turn reflects the diversified characteristics of modern architecture, and the architectural forms of different regions have their characteristics. Architecture Designers need to coordinate the relationship between modern architecture and traditional culture. The rapid development of social culture has also enriched architectural culture, especially public buildings and monumental buildings that reflect local social culture. Such as stone houses in Guizhou and stone carving houses in Tibet. These traditional buildings have a sense of the times.

    Strategies for the integration of architectural culture and architectural style

    Pay attention to the architectural design environment

    In the context of rapid social development, the construction field attaches great importance to energy conservation and emission reduction to reduce damage to the environment. In the architectural design process, designers should pay attention to the architectural design style. That is the rational use of natural resources and respect for the regional natural environment under the premise of retaining architectural culture. In contemporary society, we should not only maintain the mainstream architectural design concept. But also consider the environmental protection of the building, and realize the combination of the natural environment and architectural design style.

    Incorporate the concept of energy saving into the architectural culture

    In the current architectural culture, the concept of energy conservation and environmental protection leads to the trend of architectural design, and reducing energy consumption puts forward higher requirements for architectural designers. Designers need to reflect on material selection and resource utilization throughout the process. For every architectural designer, the idea of ​​integrating natural ecology is one of the starting points. Which is to improve the energy-saving effect of buildings on the premise of maintaining people’s living needs. Then show the modernity and artistic sense of the building. Finally, create a green building to promote the sustainable development of the construction industry.

    Protect the architectural and cultural environment

    With the rapid development of the modern economy, it is necessary to do a good job in cultural protection and inheritance. Today, economic culture, political culture, and humanistic heritage have all developed to varying degrees, making architectural design styles worldwide more diverse. On the whole, architecture can divide into two different styles. Eastern architecture and western architecture, and the integration of eastern and western cultures and the application of science and technology also make architectural design styles present new characteristics in the process of interweaving traditional culture and innovative culture.

    High-quality architectural design schemes are more inclusive in architectural culture. So it is necessary to learn from each other’s strengths while respecting diverse architectural cultures. To promote the sound development of the construction industry. In addition, it is necessary to vigorously protect the original architectural cultural environment of our country, and integrate modern technology culture and foreign culture on this basis.

    Merging architectural culture

    During the architectural design, the architectural structure and shape selection have a more obvious impact on the overall layout of the building. So the structural problems of the building should also analyze during the architectural design process. The choice of building materials must be able to meet the requirements of the stability of the building structure. Then reasonably integrate regional culture, traditional culture, and foreign culture.

    At present, some large-scale architectural design schemes pay attention to cultural inclusiveness and the actual function of the building itself. For example, the Beijing National Stadium highlights architectural culture. Designers need to coordinate the integration of cultures in the architectural design process and analyze people’s lifestyles. Thoughts, and emotions. , and then try to use local building materials for decoration, to enhance the fit with the regional culture.

    Design in combination with urban architecture

    Different cities need different planning and design, so designers need to fully consider the overall regional environment of the city, and retain traditional colors in the architectural design process, to strengthen the fit between the building and the local area and enhance the appreciation. In addition, in the process of integrating design culture, the use of color should consider. So that the exterior of the building can coordinate with the surrounding environment. While the interior of the building should retain imagination space, add a modern artistic atmosphere, and finally improve the building network structure.

    Epilogue

    What is the relationship between architectural design style and architectural culture? To sum up, in the process of architectural design, designers need to integrate cultural connotations reasonably to realize the interconnection of architectural culture and architectural style. In the process of architectural design, it is necessary to consider the fit between the regional environment and architectural style, absorb foreign architectural culture on the premise of promoting traditional architectural culture, meet the aesthetic needs of the public, integrate contemporary architecture with the urban environment, and promote the development of my country’s architectural industry. Good development.

    What is the relationship between architectural design style and architectural culture Image
    What is the relationship between architectural design style and architectural culture? Photo by UX Indonesia on Unsplash.
  • Hainan tea culture tourism innovative marketing strategy

    Hainan tea culture tourism innovative marketing strategy

    Hainan tea culture, With the continuous economic growth of our society, the domestic ecological environment has gradually suffered more and more serious erosion. If our country wants to be able to develop its economy more sustainably and healthily in the future. It must focus on the development of tourism culture and the tourism economy. The tourism economy is an important key node to promote the sustainable development of our society. If our country can effectively build existing tourism resources and make full use of existing assets. It will inevitably be able to put both economic growth and environmental protection in the bag in the future.

    Here are the articles to explain, and Discussion on innovative marketing strategies for Hainan tea Culture Tourism

    This article mainly discusses the innovative marketing strategies of Hainan tea culture tourism, and combines some related events for a certain degree of analysis, hoping to play a corresponding role in promoting the development of our country’s tourism economy. Tea culture is a unique cultural industry in Hainan, and it is in the context of our country’s vigorous promotion of sustainable development.

    Home Culture

    Now Hainan’s tea culture is gradually existing cultivated and nurtured as a local tourism culture. Tea culture, as an industry that cannot ignore in the development of Hainan’s tourism culture, our country should pay timely and effective attention to social and market trends to ensure that Hainan’s tea can effectively sale to the outside world, and at the same time, it can also ensure that Hainan’s tea culture tourism can have a basic guarantee of the number of tourists.

    Today, if we want to effectively promote the development of Hainan’s tea culture and tourism economy. We should actively innovate the marketing methods of the relevant tourism economy. Innovative marketing of tea culture tourism Innovative marketing is simply to replace a relatively novel marketing method, marketing concept, and marketing ideas to effectively promote the development of the tourism economy.

    In this day when people’s material needs are constantly expanding, the effective development of Hainan tea cultural tourism can also effectively cater to the current tourism needs of the people. So that the proportion of our country’s tourism economy in the market can be continuously increased. And the sustainable development of our country’s economy can be better promoted.

    The meaning of tourism innovation marketing

    Innovative tourism marketing is still a relatively novel event for our country, and many people have not been able to truly and effectively recognize its advantages and advantages for our country’s economic development. At present, tourism innovation marketing in our country is only in the initial stage of development. The main areas where tourism innovation marketing is implemented in our country are Hangzhou, Yunnan, and other regions.

    These regions rely on their tea varieties with market advantages to carry out related tea tourism culture. It generally builds tea culture and tourism facilities around its dominant tea species. For example, Hangzhou’s main tea brand is West Lake Longjing. So people in this area generally build around the tourist direction of the tea garden. At the same time, it will also establish some tea culture memorials related to the development history of West Lake Longjing.

    Definition of tourism innovation marketing

    There will also be related tourism economic development around the collection and production of tea. This allows tourists to experience the collection and production of tea firsthand and can enable tourists to have a deeper understanding of tea. The various links introduced above are the basic model of innovative marketing in the current tourism economy. Its main content is novelty and experience, and the relevant experience of tourists is the main way to innovate marketing methods. To better drive the continuous growth of our country’s tourism economy. So that our country’s economic development can be more inclined to long-term sustainable development.

    With the continuous progress of our country’s science and technology, our country can now also use some of the more advanced technologies in society to enable innovative tourism marketing in our country. If advanced technologies such as 5G, VR, and AR can integrate into our country’s tourism culture. It will inevitably be able to effectively promote the continuous growth of our country’s tourism economy.

    In summary, tourism innovation marketing is to continuously absorb advanced knowledge. And technology from society to promote the development of our country’s tourism economy promptly. Only by continuously absorbing new things can we effectively promote the continuous progress and development of our country’s tourism economy.

    The significance of innovative marketing of Hainan tea cultural Tourism products

    Innovative marketing of Hainan tea culture tourism products can not only effectively promote the development of Hainan’s tourism economy. But corresponding product marketing innovation can also effectively promote an increase in product sales. At the same time, when product sales increase. It can also effectively enable Hainan’s local tea culture to better achieve more effective brand promotion at home and even abroad.

    The most important significance of the innovative marketing of Hainan tea culture tourism products is to play an exemplary and leading role for other regions of our country with corresponding conditions. As long as Hainan’s tourism economy can effectively be driven by the innovative marketing of its tea culture products. Other regions of our country will consciously follow up in the innovative marketing of tourism products. In this way, it can better promote the innovation of the marketing model of our country’s tourism economy. And it can also more effectively promote the rapid development of our country’s tourism economy.

    The resource characteristics of Hainan’s main tea-producing areas

    Although the area of Hainan Province is not large in China. However, because of its mountainous characteristics, it has many tea-producing areas. Nowadays, there are five main tea-producing areas in Hainan, namely the Wuzhishan-producing area, Qiongzhong tea-producing area, Baisha tea-producing area, Baoting tea-producing area, and Anding tea-producing area.

    (1) Wuzhishan tea-producing Area

    Wuzhishan is the highest mountain range in Hainan Province, with an altitude of roughly 1800m. Its altitude provides a unique environment for the production of tea. At the same time, since Hainan Province is in the southern part of our country, Wuzhishan can easily intercept the water vapor from the south to form a certain degree of rainfall, which can effectively provide sufficient moisture for the growth of tea.

    The slope of Wuzhishan is also very suitable for the growth of tea. The appropriate slope can be drained in a timely and effective manner, and the roots of the tea tree can be effectively prevented from being flooded by rainwater. Its high altitude can also provide a more suitable environment for the production of a variety of tea varieties. Such as black tea, green tea, bitter ding tea, and other tea species that can grow well on Wuzhishan.

    (2) Qiongzhong tea-producing Area

    Qiongzhong has a tropical forest with a small degree of machine–made damage. At the same time, the average annual temperature in Qiongzhong District is also more suitable and stable, basically maintaining at about 22 degrees Celsius. This relatively mild and humid environment is very conducive to the growth of tea. In addition, there are many celebrations and festivals in Qiongzhong District, which can also effectively promote the sale of tea.

    (3) Baisha tea-producing area

    The Baisha production area has the largest crater in Asia, and its terrain is also very conducive to the growth of tea. A certain slope of the crater can effectively drain the water. At the same time, water bodies can continue to gather at the bottom of the crater. Which can provide a certain water supply for the growth of tea, and can effectively promote the growth and maturation of tea. At the same time, farmers in this area have a long history of growing tea and have relatively rich experience in tea planting. Which can effectively guarantee the tea planting process to a certain extent.

    (4) Baoting tea-producing area

    Baoting tea-producing area is located at the southern foot of Wuzhishan Mountain. Compared with other tea-producing areas, its precipitation and temperature are not easy to compare with other tea-producing areas. In the tea-producing area of Baoting, the high temperature and humidity environment can effectively prevent the occurrence of pests and diseases. So local tea farmers rarely use pesticides to ensure the normal growth of tea. Therefore, in this case, the tea produced must also have a higher quality.

    (5) Anding tea-producing area

    Anding is located in the northeast of Hainan Province, adjacent to Haikou City, and it is rich in volcanoes nearby. A long time ago, the volcanic ash ejected by the volcanic eruption effectively enhanced the local fertility. Making the soil in Anding District particularly suitable for tea cultivation. At the same time, because Anding District and Haikou City are relatively close, the tea produced can sale more conveniently. Which is equivalent to providing a guarantee for local tea production.

    Suggestions for innovative marketing strategies for Hainan tea culture Tourism

    (1) Take the market as the center and identify the marketing platform

    If our country wants to effectively promote the innovative sales of tourism and cultural tourism in Hainan. It should first identify the main marketing directions. At the same time, our country should also effectively identify its clear market positioning. To be able to more effectively promote the development of the Hainan tea culture and tourism economy. If we want to effectively promote the innovative tourism marketing of Hainan tea culture. We should also find a more effective marketing platform so that we can more effectively promote the related sales of Hainan tea products.

    In the current social context, our country should promptly let the innovative sales of tea culture tourism in Hainan, our country, catch a ride on the “Internet plus”. So that it can not only effectively promote the related sales of our country’s tea products. But also promote the effective dissemination of our country’s tea culture in a timely and effective manner. While achieving the cost-effective growth of tourism. It can also effectively promote the spread of the tea industry culture in our country.

    (2) Innovative tea cultural tourism products

    To effectively promote the relevant marketing of tourism innovation in our Hainan tea industry. We should also carry out some relevant preparatory work in brand building. The brand effect of the product has a great market effect, so our country should pay more attention to this aspect. For example, West Lake Longjing, Pu’er, Golden Bud, Biluochun, Tieguanyin, etc. Which are now in the tea market, are all the more famous tea brands in the tea market today. They not only play a certain role in promoting the sales of tea products. But also can effectively promote the reputation of tea products. A powerful start.

    (3) Promote integration and development and implement overall regional marketing

    To effectively promote tourism innovation and marketing of tea products. The sales resources of the market should also be effectively integrated. As long as the sales market is effectively integrated with resources. It can effectively promote the relevant development of China’s tea industry.

    At the same time, if our country wants to effectively promote the relevant integration of market resources in our tea industry, it should also establish a relevant management agency in time to carry out corresponding integration supervision, so that our tea market can be more effectively integrated with more effective resources, and our tea industry can be more effectively promoted to achieve better overall marketing.

    In the context of the prevalence of tea tourism culture in our country, only by carrying out relevant innovative marketing reforms more effectively and actively integrating our tea industry market can we more effectively promote the related development of tea culture tourism in our country.

    To this end

    The country should and must actively explore the history, stories, customs, and characteristics of tea culture. To be able to more effectively make the Hainan tea culture implemented today more diversified. At the same time, our country should also promote Hainan’s tea culture tourism to a certain extent. To be able to truly and effectively promote the innovative tourism and sales of our tea culture products and to better achieve the long-term sustainable development of our economy.

    Hainan tea culture tourism innovative marketing strategy Image
    Hainan tea culture tourism innovative marketing strategy; Photo by 五玄土 ORIENTO on Unsplash.
  • Relationship between Enterprise Culture and Management

    Relationship between Enterprise Culture and Management

    What is the Relationship between Enterprise Culture and Management? The corporate culture has a distinct epoch. To adapt to the development and needs of the economy, enterprises will constantly change their ways and methods. Similarly, the enterprise culture is also synchronized with corporate development, constantly changing and advancing with the times. It is the accumulation and performance of a specific historical period.

    Here are the articles to explain, the Relationship between Enterprise Culture and Enterprise Management!

    Each different development stage will form a unique cultural imprint of the enterprise. Which will continue to precipitate with time, and gradually accumulate into the historical culture of the enterprise. Thus forming a historical enterprise culture. The goal of enterprise culture is consistent with the goal of business management, both of which are to achieve the improvement of corporate work efficiency and comprehensive benefits through better management, maximize corporate benefits, and minimize costs.

    Corporate culture and corporate goals strengthen the ability of the company in all aspects. And the pursuit of the survival and development of the company has always maintained a unified pace. Showing the pursuit of goals in both ideological and also formal aspects. Another obvious feature of corporate culture is the personality of the enterprise culture.

    Each company has its own different corporate culture. Which is a collection of ideas gradually formed by the company in its development process. The goals of the company may be the same, but the specific corporate culture must be different. Each enterprise culture is on its own Accumulated in the process of struggle and development. There is a set of unique corporate cultures formed by the enterprise itself.

    The Promoting Effect of Enterprise Culture on Enterprise Management

    The cohesion of corporate culture.

    As the spiritual core of an enterprise, corporate culture has a strong influence on the overall working atmosphere and atmosphere within the enterprise. Corporate culture can set specific goals, require the internal staff to form a common goal, unite the internal staff tightly, play the role of adhesive, and form a unity within the company through its spiritual cohesion. Positive force. Such an enterprise with a centripetal force will achieve twice the result with half the effort in work efficiency, and it will be easy to manage. The enterprise culture from the soul power has a huge role in promoting enterprise management.

    Corporate culture has a guiding role.

    Corporate culture is the core idea of ​​corporate development, the crystallization of years of experience and wisdom of corporate members, and plays an important guiding role in enterprise development strategy and development direction. The strategic guidance of corporate culture on the development direction of the company. As well as the planning and forecasting of the development trend of the company. Make the company’s thinking in the process of operation and management clearer, better decision-making, management plans, and means clear. And there are more Only with a clear direction can we work hard in one direction and avoid detours and wrong decisions. The enterprise’s management ability has been enhanced, and Likewise, the enterprise culture has contributed a lot.

    Binding of the corporate culture.

    Corporate culture is an internal and orderly behavioral awareness norm formed consciously within an enterprise, which reflects the binding ability of corporate culture. The normative requirements of enterprise culture on the thoughts and behaviors of employees within the enterprise will make the management of the enterprise more standardized and efficient, the implementation of rules and regulations within the enterprise will be stronger, and it will be more conducive to the realization of management effects. A good corporate culture has certain requirements on the quality and works attitude of the internal personnel of the enterprise. The realization of this execution effect is the scope of the responsibility of enterprise management. An important force in the realization of.

    Corporate culture has a stimulating effect.

    Corporate culture, which represents advanced and positive work thoughts and attitudes, has a strong humanistic nature, and pays great attention to the personal cultivation and work attitude of the internal personnel of the enterprise, which is a kind of spiritual support. The enterprise culture encourages and supports employees with positive and advanced ideas and working abilities through its strong spiritual power, and pays more attention to the realization of employees’ self-worth, so that employees have a spirit of striving and progress within the enterprise, and form a positive spirit within the enterprise.

    Power, so that employees within the company have a strong sense of mission and participation in the sense of honor. A positive atmosphere is an essential condition for an enterprise. It contributes to the success of enterprise management to a large extent. And also reflects the motivational effect of the spiritual force of enterprise culture on enterprise management behavior.

    The corporate culture has a wide range of influence.

    The brand image of an enterprise largely depends on the economic strength of an enterprise and the good spirit of the enterprise, that is, the enterprise culture. A company with a good cultural background will make it easy for the company to form a good brand image and market positioning in the market. Corporate culture is the collection of corporate appearance and the embodiment of corporate spirit. A large company with a good enterprise culture is easy to be in the market.

    Stand out from the competition and make it easier to expand into markets and develop new channels. Good enterprise culture is also a part of the advanced force that forms a good social culture. Which is very important and beneficial to the development of the enterprise itself. The corporate image plays a role in productivity. And the enterprise culture supports the management of the enterprise to a large extent. Expand.

    Using corporate culture to promote the development of enterprise management

    To achieve the improvement of enterprise management ability. It is also very important for the construction and improvement of enterprise culture. It is an advanced enterprise management method to comprehensively promote the improvement of enterprise management ability through advanced enterprise culture. Based on my years of experience, the following suggestions are put forward to strengthen. And use the construction of enterprise culture to improve enterprise management capabilities:

    Adhere to the people-oriented corporate culture and promote corporate management.

    To give full play to the effect of corporate culture and promote the improvement of corporate management capabilities. We must first carry out ideological innovation and construction. The people-oriented enterprise culture is an advanced guiding ideology with humanistic awareness. Always adhering to the people-oriented enterprise spirit makes the enterprise culture more profound. And paying attention to the development of employees and the realization of value will make employees more motivated and sense of belonging.

    Therefore, it is essential to deepen the humanistic awareness of corporate culture. Respecting and caring for the employees of the enterprise, having a common goal, and more orderly internal behavior. And management of the enterprise, and can comprehensively promote the construction of the enterprise culture. The strengthening of corporate culture and ideology makes the enterprise more connotative. The enterprise culture spirit is stronger, and it is more conducive to the progress of enterprise management.

    Use corporate culture to optimize the corporate structure.

    The formation of most corporate cultures is highly arbitrary and also spontaneous. Which is relatively slow, and is prone to wrong ideas and behavioral decisions during the formation process. The systematic construction of enterprise culture. The construction of corporate culture involves the cooperation of all links within the enterprise.

    Enterprises should combine their characteristics, have lofty aspirations, set up appropriate systems and plan implementation according to their development, and establish a unique management model and enterprise culture. form of dependency. Form the internal rules and regulations of the enterprise into the cultural cognition and behavioral habits of the enterprise, start with the enterprise culture, infiltrate the enterprise culture into all aspects of enterprise management, help all aspects to form good cooperation and unity, and form ideas, management concepts and The unity of specific behavior.

    With the help of the power of corporate culture. It can promote the optimization and adjustment of the organizational structure of the enterprise. Help the enterprise to form a scientific and complete enterprise structure, and also facilitate the unified management and operation of the enterprise.

    Use corporate culture to standardize corporate functional work.

    Enterprise culture can not only promote the optimization and unification of enterprise structure. But also serve as a guiding force to help enterprise management work better. The enterprise culture itself is a cultural collection with humanistic characteristics gradually formed by the behaviors and thoughts of the employees within the enterprise. Therefore, for the management of employees and functions within the enterprise, the power of corporate culture can use.

    The human resources management department conducts value inspection, job division, and job responsibilities setting when hiring personnel. The working attitude and career goals of the internal employees of the enterprise can also stand encouraged and promoted according to the humanistic thinking of the corporate culture, to realize the comprehensive promotion of the work responsibilities and work execution of the internal employees of the enterprise.

    It also evaluates and evaluates the work behavior and values ​​of the employees through the guiding ideology and evaluation standards of the enterprise culture, as a reference for employees’ contribution to the company and promotion qualifications, forming a healthy competition for employee management within the company. In short, all the behaviors and work activities of employees in the enterprise can regulate through the evaluation of corporate culture and behavioral guidance tendencies to help realize the development of enterprise management capabilities.

    The construction of innovative enterprise culture promotes the progressive nature of enterprise management.

    The consciousness of innovation is necessary for the construction of corporate culture. Only the innovation and development of corporate culture can bring advanced guiding ideology to enterprise management and make enterprise management advanced and strategic. The innovation of corporate culture should first be based on the characteristics of the enterprise itself, and then learn from the advanced enterprise culture at home and abroad to absorb and form its corporate characteristics.

    Especially in today’s economic globalization, enterprises of different nationalities have strong regional characteristics, and the corporate culture has a strong national flavor. Learn the advanced corporate culture ideas and guiding concepts of other companies and apply what you have learned to form a corporate culture that suits you, makes up for your weaknesses, and forms a better integration between corporate cultures, which is helpful for your improvement and economic globalization. step forward. Through the development of traditional enterprise culture and the introduction and innovation of new culture, the management and development of enterprises will be more internationalized, comprehensive, and advanced, to meet the requirements of future economic globalization.

    Conclusion

    The relationship between corporate culture and corporate management is mutually reinforcing. And corporate culture is of extraordinary significance to improving corporate management capabilities. The construction and development of enterprise culture is also a part of enterprise management. Therefore, strengthening the construction of enterprise culture is one of the important means to promote the enhancement of enterprise management ability. It is a very wise move to promote the enhancement of enterprise management ability through the construction of enterprise culture.

    On the road to improving enterprise management ability. We should actively use the power of enterprise culture, and adhere to the attention of humanism in enterprise culture. Use enterprise culture to promote the adjustment and optimization of enterprise structure. And also Use enterprise culture to standardize the management of enterprise functions. At the same time, there must be a positive and innovative spirit, combined with advanced and innovative corporate culture concepts to promote the formation of an advanced and scientific international management model.

    What is the Relationship between Enterprise Culture and Management Image
    What is the Relationship between Enterprise Culture and Management? Photo by Dylan Gillis on Unsplash.
  • 2 Quality Culture Elements in Management Essay

    2 Quality Culture Elements in Management Essay

    2 types Elements of Quality Culture in Management Essay; Indeed, quality culture starts with top management. There needs to be top management leadership to drive this culture of quality across the organization. For this to happen, business leaders and managers must commit to setting up quality control programs, strategic planning for quality, and providing resources for quality. In addition, the top management leadership role is also a distinguishing element of a quality culture. Adopting a democratic leadership style where workers do not punish for errors; and, failures and that continuous learning is what prevails in the organization.

    Here is the article to explain, What are the Elements of Quality Culture in Management Essay?

    Management attitudes should be towards treating employees as members and removing barriers of superiors or subordinates. This suggests to everyone that the work of all members of the company is important and adds value to the final outputs. Members of the organization should focus on the purpose for which they are all here; To get better and better at creating that mutually beneficial relationship between them and their customers. Therefore, the authority of the top management is to support the mutual interests of its team openly and conscientiously. The 2 main and 7 sub key quality culture elements below are;

    A. Employee focus;

    1. Understanding employee.
    2. Employee empowerment, and.
    3. Involvement and participation of the employee.

    The following topic explains each below are;

    Understanding employee;

    Employee, being the most prominent factor of production, needs to give consistent attention to management. Their current skills and competencies (both technical and interpersonal) need to assess continuously through performance management programs; the SERVE model for service competencies among others, and training should give as and when needed. Alternatively, managers must be attentive to the needs of employees with proper rewards and incentives programs being conducted. For sustaining a quality culture, it is also vital to consider the non-work aspect of employees; such as marital or family problems, financial or other social problems.

    Employee empowerment;

    Management cannot on its make quality a driving force of the organization. Employees are those who involve in the processing and marketing of the company’s product. As such, employees should empower to make a timely, accurate, and valuable decision with regards to improving the quality of the company’s product or service. Moreover, in some cases, empowerment may also be in circumstances where the employee has to delegate some powers; and authority to his/her colleagues with the sole aim of improving the quality of service. However, effective empowerment involves appropriate training given to employees, management monitoring of the decision, and review and feedback are given to management.

    Involvement and participation of the employee;

    Employee involvement programs (EIPs) can take a variety of forms including job participation; consisting of permanent programs in which employees take a formal, direct role in decisions relating to quality issues; consultative participation with top management to improve their production lines, including long-term interventions like quality circles, employee suggestion schemes, brainstorming sessions, in which employees’ opinions are sought as managers engage in decision making regarding quality issues over the long term. On the other hand, employee participation will be at the board; where discussions hold between managers and/or employees over issues that require employees and/or management ideas and suggestions.

    B. Customer focus;

    1. Continuous improvement and Innovation.
    2. Partnering with suppliers.
    3. Performance measures.
    4. Communication, and.
    5. Team building.

    The following topic explains each below are;

    The impetus for quality improvement begins with the customer. Customers draw to the products and services of a particular organization; because they feel their needs and expectations are met or exceeded by these products and services. The bottom line for the customer has always been whether he or she obtains the products and services desired. For this reason, a focus on customer needs and expectations recognize as the key to quality improvement by Demming, Juran, Crosby, and other pioneers of TQM. Therefore, customer-driven values would be first to adopt a user-based quality approach whereby the quality is based on what the customer wants since he/she has always reason. Furthermore, there should be a change in management/employee attitudes as well; the door should always be left open for maintenance and advice.

    Continuous improvement and Innovation;

    A quality culture requires organizations to embrace “continuous improvement and kaizen” throughout their processes. This approach assumes that employees are the best people to identify room for improvement since they see the processes in action all the time. A firm that uses this approach, therefore, has to have a culture that encourages; and rewards employees for their contribution to the process but to meet the highest standard possible at any time. In line with this continuous mechanism, management should allow room for innovation; and creativity, work alongside the research and development, and invest massively in the development and new products based on customer requirements.

    Partnering with suppliers;

    Suppliers are probably among the most important stakeholders for businesses in the quest for a sustainable quality culture. This is because the essence of quality starts with the inputs of production; which normally constitute a greater proportion of raw materials and components. The values that the organization needs to hold vis-a-vis its suppliers are not as stakeholders but as partners for the longer term. Clear emphasis should lay on the quality of raw materials. The organization could agree by having quality control officers at the warehouse of the supplier. In addition, quality is also about the delivery of inputs which requires the principle of “just-in-time” where raw materials and components arrive at the factory as and when needed therefore reducing the cost of storage but also keeping the materials at the standard required for production.

    Performance measures;

    Quality standards are imperatives if the quality is to be consistent in an organization. However, using quality standards as performance measures will give employees room for continuous improvement in their skills and competencies. The culture that needs to prevail in the organization is that performance of employees needs to assess with regards to quality standards and not based on the quantities of output produced.

    Communication;

    To have a dominant quality culture prevailing in the organization, open, honest communication is vital. Dishonest communication is the kind of communication that leads to misunderstandings which frequently create problems on the job. In an environment where open communication is a stated value; such dishonesty in how people interact with each other makes little sense; and therefore quality reaches in terms of conversations, discussion, and sharing of ideas. Another essential element of a quality culture is empathy; which is to do with proactively seeing the world from the perspective of others-other members of the company, customers, suppliers, the community. It is having a sense and appreciation of their problems, their abilities, and their behaviors. Finally, in connection with empathy, members of the organization need to have active listening skills by suspending judgments.

    Team building;

    Individual success depends on how everyone in the company works together, and the company’s success depends on all individuals doing their work well. This crucial element of quality culture encourages the development of teams and teamwork when collaboration is appropriate to execute work. In organizations with this value, people examine the tasks that need to be done. They then look at the interdependencies among people involved and organize teams around these tasks. The commitment and inclination to teamwork in a culture with this value will indeed naturally extend to suppliers and customers. Ultimately, the teambuilding exercise will help remove barriers and class differences among people and work towards implementing total quality across the organization. You may understand above all quality culture elements.

    How to Determine a Culture of Quality?

    A Culture of Quality reflects via the human beings and processes within the enterprise. When the group participants care about the best of work; they are doing each day and make informed choices to gain the best satisfactory requirements. What differentiates the best tradition is achieving first-class requirements to meet consumer expectations, not only for the sake of reaching regulatory compliance.

    Some businesses frequently placed the printed variations of their satisfactory policy on the office partitions. But is it a realistic manner to imbibe a tradition of fine? Do their personnel care about first-rate? Can they relate to the exceptional coverage? Are their approaches nicely-aligned to satisfy pleasant objectives targeted in the policy? There is an extensive difference. And it displays in the consequences.

    In the end, the objective is to supply a product this is beneficial for the users and creates a distinction in their lives. If your crew maintains that during thoughts and gives you satisfactory, safe, and dependable merchandise to the clients, your business enterprise may have a subculture of pleasant already. If not, it does no longer imply that your crew does now not care about the subculture. It is an issue of streamlining the methods such that a subculture of pleasant turns into herbal, and you can constantly discover improvement possibilities. Eventually, it’s going to improve your brand fee, making sure that you deliver the nice best always.

    2 Quality Culture Elements in Management Essay Image
    2 Quality Culture Elements in Management Essay; Image by Megan Rexazin from Pixabay.
  • What is the role of Cultural Sensitivity in International Trade?

    What is the role of Cultural Sensitivity in International Trade?

    Explanation and Learn, What is the role of Cultural Sensitivity in International Trade?

    Learn What? Culture plays an important role in the life of people as it is closely associated with them. It is very necessary to understand what a culture requires and what emotions are attached to it. Different countries follow different culture and because of this, some things will be acceptable in some countries whereas the same things will appear to be rude in other countries because of cultural difference. Also Learned, What is the role of Cultural Sensitivity in International Trade?

    What is cultural sensitivity?

    Meaning: Cultural sensitivity is conscious that cultural differences are present among the people as well as cultural differences, and these differences and similarities can affect attitude, behavior and communication styles. Cultural sensitivity is often used as a synonym for cultural awareness, which refers to the ability to keep itself in someone else’s shoes. Being culturally sensitive should be able to understand why someone else thinks or feels different things from you.

    What It Matters for Trade?

    Business owners and managers have generally defined ways to do things – patterns of habits, customs and behavior patterns. In many ways it makes sense. Policies and procedures keep the business running in the right order. However, it is also common to face people from different cultural, religious and social backgrounds in the business world. These people can have different ways of doing business and communicating their thoughts. What can be normal or acceptable for a businessman to be unfavorable or unusual for someone else? When communicating with individuals from a different background, being culturally sensitive, you can become aware of their customs and beliefs and respect them.

    People who are culturally sensitive will know that the difference between the culture of different people can create differences in their relationship with respect to the way they behave, communicate etc. Hofstede defined culture as “the manner in which the mind is programmed such that it can differentiate the people of one category with those of other.” a culturally sensitive person should try to adopt the culture of another country, their traditions, their way of living, their lifestyle etc.

    Nowadays people are getting closer to each other so toleration, dialogue between people of different culture and respect towards their culture and respect for diversity becomes more important. Learning and trying to understand the customs and culture of the foreign country indicates respect for the other country and for any business relationship to be successful respect for each other is very essential.

    Many employers feel and have sensed that cross-cultural sensitivity is an important skill and proper care should be taken when dealing in and trading with the international market. In the domestic market, people will know what to do and how to do but to achieve the same motive in the different country with the same concept and then getting success by using same interpersonal professional skills is more important. Proper training should be provided should to the staff about the nature of the place, its scope, and language, values and aesthetics.

    When people are traveling from one country to another it is necessary that they do a research about the culture of the country in which they are traveling so that they can go well prepared, which can save them and people around them from an embarrassing situation. Doing business internationally means management of culture of different countries and for maintaining international business relations, people will have to deal with that countries norms, rules, values, and regulations. Overall people need to involve in the culture of different people and try to adapt to their cultural skills and style.

    The right type of knowledge for right kind of job is very essential for doing business globally. The ability to negotiate better, understanding the cultural problems and becoming an insider often give a competitive edge in the business. Managers should possess the high level of managerial skills as the relationship between various business networks depends upon the manner in which the manager interact and behave with international clients and how much capacity they are in dealing with crossing cultural boundaries. Cross-cultural training helps in improving success by trying to improve the level of personal cultural awareness and this will help in understanding the culture of other people.

    In growing business environment it becomes very essential for the firm to have culturally skilled workers having the ability to work in the international business arena. In the cross-cultural business, sector trust plays a very important role in maintaining a business relationship. Trust can conceptualize as a belief which is influenced by the way the partners behave and how much reliable they are.

    The companies should provide training to their staff for each and every situation that they are likely to face as it can also help to develop various strategies that are required for improvement of self-development process. It will enable them to see the world with a different concept through the eyes of their foreign partners. This will help them to learn how to tackle different problems faced by their foreign partners.

    In a global economy, culture plays a vital role to make any business transactions successful economically. The firm should be able to cope up with the international differences that arise from different culture and for that, the international culture has to be understood by the managers. The partners must be able to understand each other’s culture and for this, a lot of time and effort is required. By trying to understand the partner’s cultural needs and their culture they will try to solve the cultural differences and in this way, they are likely to behave in a more systematic and sensitive towards the culture. Globally, if cultures are not well understood then the chance of the firm surviving internationally is very low.

    The neglected role of Cultural Sensitivity in International Trade:

    In this globalized economy, business is growing very fast and the companies are starting to expand in international markets – advanced technology, strong capital hold, cost-benefit, political influence are some of the factors that help in the growth of the business. Increasing competition causes most of the companies to collaborate with the foreign partner. Most of the companies fail in understanding the importance of cross culture resulting in the failure of cross-border partnerships and collaboration.

    Most of the companies that plan to expand globally face two problems, first one is to identify the qualities and the attributes of a successful global manager and the second one are finding executives with those attributes. Thus executives who are given foreign responsibilities are usually selected on the basis of them having proper knowledge of their language and should have knowledge of international experience. Culture basically shows the kind of the behavior that is accepted by the society.

    Given below are some examples that show negligence of cultural sensitivity in international trade:

    • In Spain, coca cola had to withdraw its 2 liters of bottles as Spaniards did not have refrigerators having such large compartments for their storage.
    • Coca-cola, when was launched in China the name, sounded like “Cooke-Koula” which means a thirsty mouth which is full of wax naturally this was not accepted by the people and they decided to ban the product.
    • When coloring in 800*800 pixels on an India map, to show disputed Kashmir territory Microsoft colored it in eight different shades and this led to fury in India and they banned the map. The difference in green means that Kashmir is shown as Non-Indian.
    • Pepsodent wanted to sell its toothpaste in south-east Asia by advertising that it “whitens your teeth “but they found out the local there use betel nuts to blacken their teeth.
    • Gerber, a U.S. firm wanting to sell baby food in Africa, displayed a baby on the packet but soon they realize that the product had flopped as in Africa what the content is in the packet that is displayed on the product.
    • At African port of stevedores saw the internationally recognized symbol of fragile which means broken wine glass and the staff working there assumed that the box contains broken glass and they threw it inside the sea.
    • McDonald’s spent the huge amount of money on making advertisement showing Chinese customer kneeling before a McDonald’s staff asking him to accept the expired discount coupon. The ad was called off due to lack of cultural sensitivity on behalf of McDonald’s in China begging is considered to be an embarrassing and shameful act.
    • Green is the favorite color for many Muslim countries but the same color is considered as a symbol for illness in Malaysia. White is associated with death, sadness and mourn in India, China etc but the same color is brides wedding dress in English country.
    • According to Hindu culture cow is considered as divine and sacred and the Hindus see the cow as a gift given by God. When McDonald’s entered in India in 1990 it created a big problem as they use beef and the small amount of beef extract in the oil. The Hindus considered this an offense and they protested by refraining from going to McDonald’s and asking them to stop the use of beef in their food products.

    The company should basically know what is the culture of the country in which they want the deal as this will help in setting a company in that country more easily and successfully. For an international business to be successful the company should make all efforts to try to understand the culture and create awareness about their culture and in this way try to solve the cultural differences mutually. From the above examples we can see that many companies have faced failure by not trying to understand the culture of other country but trying to learn from their failure as to where they went wrong is more important.

    Thus understanding the culture of different countries help to develop and establish the business in that country. By creating general awareness and taking extra efforts to know about the culture and to take the keen interest in learning it will help in solving the cultural differences between the partners. Patience, courtesy and a little bit of curiosity will help in proper communication with each other. Due to lack of cross-cultural sensitivity, there are chances of the business failing to a great extent because what may seem to be right in one country may seem to be not acceptable in another country. So proper research has to be done when a company is planning to start a business in the new country.

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  • Explain IHRM, International Human Resource Management

    Explain IHRM, International Human Resource Management

    IHRM, International Human Resource Management; Many corporations are expanding their markets into regions or other countries they have never touched before. These corporations are experiencing an evolutionary stage: internationalization. It is clear that effective human resource management of an organization is the major competitive advantage and may even be the most important determinant of organizational performance. Thus, to survive in the crucial global economic market, a multinational corporation (MNC) mainly relies on the capability of its international human resource management (IHRM) during the internationalization process. In other words, it is the IHRM’s responsibility to enable the MNCs to be successful globally. Also learn, What are the Financial Intermediaries? Explain IHRM (International Human Resource Management).

    Learn, Explain IHRM, International Human Resource Management Definition, Importance, Strategic, Culture, and Dimensions.

    What is IHRM? Actually, it is not easy to provide a precise definition of international human resource management (IHRM) because the responsibility of an HR manager in a multinational corporation (MNC) varies from one firm to another. Generally speaking, IHRM is the effective utilization of human resources in a corporation in an international environment. IHRM defines as “the HRM issues and problems arising from the internationalization of business, and the HRM strategies, policies, and practices which firms pursue in response to the internationalization of business”.

    The term IHRM has traditionally focused on expatriation. However, IHRM covers a far wider spectrum than expatriation management. Four major activities essentially concerned with IHRM were recruitment and selection, training and development, compensation and repatriation of expatriates.

    Definition of IHRM (International Human Resource Management):

    Recent definitions concern IHRM with activities of how MNCs manage their geographically decentralized employees to develop their HR resources for competitive advantage, both locally and globally. The role and functions of IHRM, the relationship between subsidiaries and headquarters, and the policies and practices consider in this more strategic approach. IHRM also defines as a collection of policies and practices that a multinational enterprise uses to manage local and non-local employees it has in countries other than their home countries.

    Due to the development of globalization, new challenges occur and increase the complexity of managing MNCs. IHRM sees it as a key role to balance the need for coordinating and controlling overseas subsidiaries, and the need to adapt to local environments. Therefore, the definition of IHRM has extended to management localization, international coordination, and the development of global leadership, etc.

    To sum up, IHRM should not become a description of fragmented responses to distinctive national problems nor about the ‘copying’ of HRM practices, as many of these practices suit national cultures and institutions. Indeed, issues of concern in IHRM are those of consistency or standardization within diverse social and cultural environments.

    Reasons for growing Importance of IHRM (International Human Resource Management):

    To explore the field of IHRM, it is important to understand why there is a gradual increase in interest in International Human Resource Management. The Concept of IHRM International Human Resource Management): What is IHRM? Definition of IHRM International Human Resource Management), Reasons for the growing importance of IHRM International Human Resource Management), Strategic International Human Resource Management, IHRM and Culture, Understanding Culture as Layers, Hofstede’s Cultural Dimensions.

    IHRM is of great importance at present for a number of reasons:

    First importance:
    1. Recent years have witnessed the rapid growth of globalization and international competition. Multinational corporations (MNCs) have increased in number and significance, which contribute to the growing importance of the international role of human resource management.
    2. It has been increasingly recognized that the effectiveness of human resource management is one of the major factors to determine the success or failure of the international business. There is also recognition that the quality of management in international operations seems to be more critical than in domestic operations.
    3. A growing shortage of managers with international exposure and experience is becoming an increasing deficiency that affects a company’s corporate efforts to expand abroad. Meanwhile, the emerging markets require managers with distinctive competence and context-specific knowledge of how to do business successfully in countries that are both culturally and economically distant. Thus, a larger role for IHRM activities in multinational corporations assign.
    Second importance:
    1. The failure in the international business arena is often costly both in human and financial terms and proves to be more severe than that in domestic business. Companies need to take precautionary measures to train and compensate human resources. This makes a full-fledged IHRM necessary.
    2. HR strategy plays a significant role in the control and implementation of MNCs. It is not difficult to determine which strategy to pursue an MNC in an internationalizing environment. What challenges is how to implement these strategies to be successful. Developing unique organizational cultures is far more important than structural innovations in any global or transnational strategy. To this extent, IHRM strategy becomes the crucial determinant of the implementation and success of the MNC strategy.
    3. The complex nature of HRM problems involving in the global environment underestimates by some companies. Poor management of human resources often results in business failures in international business. Expatriate performance failure or underperformance continues to be problematic for IHRM in many international corporations.

    Strategic International Human Resource Management:

    Under the global context, understanding how multinational Corporations (MNCs) can operate more effectively becomes more important than ever. This links an MNC with the need of an internationalized strategy which can direct its subsidiaries’ operation not only in the home country but also in different parts of the world.

    There are several reasons to develop IHRM strategy:

    • at any level, HRM is important to strategy implementation;
    • major strategic components of multinational enterprises have a major influence on international management issues, functions, and policies and practices;
    • the attainment of the concerns and goals of MNCs can influence by many of these characteristics of IHRM;
    • the study of IHRM is challenging and important because there are a wide variety of factors making the relationship between MNCs and IHRM complex.
    Major strategic:

    Strategic IHRM defines as human resource management issues, functions and policies, and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises.

    Two major strategic components of MNCs that influence Strategic IHRM point out: inter-unit linkages and internal operations. Regarding inter-unit linkages, multinational enterprises are concerned with how to effectively operate their various worldwide operating units. In particular, the key objectives appear to be how these operating units differentiate and integrate, control, and coordinate.

    For strategic IHRM, the issues associated with integrating and coordinating an MNC’s units represent a major influence on strategic IHRM issues, policies, and practices. Concerning internal operations, they require the same attention as the linkage of the units, since they all influence MNC effectiveness. Each unit has to operate as effectively as possible relative to the competitive strategy of the MNC and the unit itself.

    It has been argued that the success of strategic IHRM in an MNC largely influence by the quality of its human resources and how effectively the corporation’s employees manage.

    Three types Strategic Approach:

    Three approaches describe how multinational companies manage the human resources and their overseas subsidiaries: ethnocentric, polycentric, and geocentric.

    • Ethnocentric Approach: This practice usually happens in the early stage of a firm’s internationalization involvement. With this approach, strategic decisions are all made by the headquarters, and the management practices transfer to the subsidiaries. The most important positions fill by parent-country nationals (PCNs). As a result, little autonomy gives to overseas operating units. During this stage, home country expatriates exercise tight control.
    • Polycentric Approach: When the strategy becomes polycentric, there is a marked decline in the number of PCNs sending abroad; and, their role changes into communication and coordination of strategic objectives. Host-country nationals (HCNs) recruits to manage the operating units in their own country; because local managers know more about the local circumstances and are more familiar with local business ethics. More autonomy gives to local managers to develop their own management practices appropriate for the subsidiary.
    • Geocentric Approach: This approach relates most closely to the global or transnational strategy. The selection of employees base on competency rather than nationality. The best headquarter and local practices combine by MNCs to come up with a global-implemented HR strategy.

    Most MNCs take the IHRM strategy as a guideline and implement it locally. It is, therefore, the HR managers’ responsibility to provide the proper international HR strategy to prepare; and, manage the employees in their home country or an international assignment.

    IHRM and Culture:

    Different cultures of various countries and MNCs are one of the most important and difficult challenges to the conduct of IHRM. National and organizational cultures differentiate from one country and firm from those of another. Often these differences clash when companies conduct business in the multinational environment. Cultural differences across countries can influence people in their work environment.

    Hofstede defines culture as “the collective programming of the mind which distinguishes the members of one human group from another”. It is important to understand peoples’ different cultural backgrounds to be able to identify the consequences for international management. Culture is a crucial variable in international assignments and should include in international management practices. Knowledge about and competency in working with country and company cultures is the most important issue impacting the success of the international business activity, understanding various values, beliefs, and behaviors of people are essential aspects of success for doing business internationally.

    Understanding Culture as Layers:

    The multiple layers of meaning of “culture” are one of the complexities that make it so difficult to manage. There are a large number of readily observable characteristics (such as food, art, clothing, greetings, and historical landmarks) that differ obviously from other countries or operations. Sometimes these refer to manifestations of underlying values and assumptions which are much less obvious.

    One way to understand this complexity explain by the layers of culture model. The model represents the culture as a series of layers. Moving from outside to inside, each layer represents less and less explicit values and assumptions; while the values and assumptions become more important in determining the attitudes and behaviors. The outermost layer, which calls the surface layer, corresponds to readily visible values and assumptions, like dress, body language, and food.

    The middle layer or the hidden culture layer corresponds to religions, values, and philosophies concerning for example what is right and wrong. The invisible layer at the core represents one culture’s universal truths, which is most difficult for foreigners to understand. There exist different cultural dimension among different cultures. These cultural dimensions have been identified and one frequently cited work from a well-known researcher within this cultural dimension field is Geert Hofstede.

    Hofstede’s Cultural Dimensions:

    Hofstede has identified five cultural dimensions for which each country could be classified in. These five dimensions are power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and long-term versus short-term orientation. Power distance indicates the level of inequality in institutions and organizations. A country with large power distance is characterized by formal hierarchies and by subordinates; who have little influence in their own work and where the boss has total authority.

    Uncertainty avoidance focuses on the level at which people in a certain country tolerate uncertainty and ambiguity within the society. High uncertainty indicates that the country has a low tolerance for uncertainty and ambiguity. This will inevitably create a rule-oriented society; which institutes laws, regulations, and controls to diminish the amount of uncertainty.

    Many things:

    Individualism versus collectivism refers to the degree where people prefer to take care of themselves; and, making their own decisions rather than being bound to groups or families. A highly individualistic society consists of usually impersonal and loose relationships between individuals; while a low individualistic society has more tight relationships between individuals, hence referred to as collectivism by Hofstede. The masculinity versus femininity dimension describes if a culture is bound towards values; that is seen as more similar to women’s or men’s values.

    Masculinity is characterized by stereotype adjectives such as assertiveness and competitive, while the femininity is characterized by modesty and sensitivity. A high masculinity ranking indicates the country experiences a high degree of gender differences, usually favoring men rather than women. The fifth and last cultural dimension is long-term versus short-term orientation. A long-term oriented society emphasizes on building a future-oriented perspective in contrast to the short-term oriented society which values the present and past.

    Explain IHRM (International Human Resource Management) - ilearnlot
    Explain IHRM (International Human Resource Management)
  • How to Creating an Entrepreneurial Culture?

    How to Creating an Entrepreneurial Culture?

    Entrepreneurial culture; According to Christopher Rea and Nicolai Volland, cultural entrepreneurship is “practices of individual and collective agency characterizing by mobility between cultural professions and modes of cultural production”, which refers to creative industry activities and sectors. Also learn, Intrapreneurs Inside an Entrepreneurs, this article explains to Creating an Entrepreneurial Culture.

    Learn and Understand, The question How to Creating an Entrepreneurial Culture? are Explain.

    Rea and Volland identify three types of cultural entrepreneur: “cultural personalities”, defines as “individuals who create their own personal brand of creativity as a cultural authority and leverage it to create and sustain various cultural enterprises”; “tycoons”, defined as “entrepreneurs who build substantial clout in the cultural sphere by forging synergies between their industrial, cultural, political, and philanthropic interests”; and “collective enterprises”, organizations which may engage in cultural production for-profit or not-for-profit purposes.

    The relatively small amount of intrapreneurs in Latin America is due not to a lack of entrepreneurial initiative within businesses, but rather to a lack of an entrepreneurial culture in businesses. Unentrepreneurial companies are unable to generate an environment that encourages individual initiative among employees and are unlikely to attract entrepreneurial leaders. Intrapreneurs should be able to use their skills and knowledge creatively across different areas, and the company has to create a climate that encourages the development of this type of creativity. Also learn, What is Intrapreneurship? Meaning and Definition!

    A business with an entrepreneurial culture is characterized by:
    • Having a system with information on the needs and opinions of clients.
    • Being at the forefront of technology and including these advances into their value chain.
    • Respecting individuals and the ideas that come from “lower down,” as an employee from any level can be a key player in terms of innovation.
    • Tolerating well-intentioned failures because they are a learning tool, although intrapreneurs must also follow the rules established for the development of new ideas.
    • Sharing knowledge and not allowing it to just stay within one department.
    • Encouraging informal networking, as creativity often happens outside of designated frameworks in excessively rigid organization designs.
    • Creating multi-skilled teams with different outlooks and complementary skills, mirroring what happens in the creation process in independent businesses.
    • Having a long-term objective, along with the pressures of a short deadline. Management allows new risky projects enough time to prove their viability.
    • Having available and accessible resources for the development of new projects, even though they may be high risk.
    • Higher management supports the initiatives and creating the conditions for intrapreneurs to strive in the development of their ideas.
    • Celebrating internal success. Successful intrapreneurs are the reward and recognize the organization.

    An “entrepreneurial” company is one that integrates these characteristics, regardless of the people who are leading the entrepreneurial process. Thereupon, the organizations with an entrepreneurial culture achieve a balance between individual entrepreneurial initiative and a spirit of cooperation. As well as an overall innovative group identity. Thereby, the entrepreneurial culture can penetrate all levels of the organization, and the processes in the search for innovation can continue to strengthen in time.

    Few Steps to creating an Entrepreneurial Culture:

    Big businesses could drive economic growth and help their employees adopt entrepreneurial behaviors that foster innovation and growth by encouraging a culture of “entrepreneurialism”. The buzzword “intrapreneurs” was coined in the 1980s by management consultant Gifford Pinchot and often uses by organizations that recognize the need for new and innovative ideas.

    Unlike entrepreneurs, who tend to run their own small start-up organizations, intrapreneurs usually work in larger organizations. Where they’re tasked with developing new ideas and concepts like an entrepreneur would. There’s no doubt that a successful business depends on innovative ideas and sound market strategy, but good people management is crucial to the long-term success of any business.

    According to CIPD research advisor Claire McCartney, who recently authored a report on the issue.

    “As start-up companies grow, it can be easy for the entrepreneurial spirit that made it so successful in the first place to wane, but the companies we’ve spoken to have proven that even the largest organizations can retain an innovative edge if they pay close attention to attracting, retaining, engaging and developing the right talent to live and breathe the values of the founders.”

    McCartney said the top five secrets to entrepreneurialism success are:

    Purposeful profit – It’s okay to care.

    Entrepreneurs have a genuine desire to make a sustainable difference to their local communities and beyond and instill these values throughout their organizations. This clearly distances them from the sometimes unacceptable and uncaring face of larger corporates. Also Consider, How to Explain Observing Trends in Entrepreneurship?

    One part entrepreneurial = 20 parts reach and impact.

    Entrepreneurial organizations are not limited by their size, resource or money. Their entrepreneurial leadership and practices enable them to punch far above their weight. And, by catalyzing with other elements they create more value; clever use of social media, smart networking, and multiple strategic alliances all significantly amplify their impact and reach.

    Deep and deliberate co-creation with customers.

    Where entrepreneurial organizations really stand out is in their deep co-creation with clients and customers. This involvement goes way beyond simple one-sided communication to active involvement in shaping and even sponsorship of business strategy. They really listen to their customers and draw on their ideas and requirements to keep the business and brand fresh.

    Headspace for innovation – support your hidden intrapreneurs.

    A common theme across all the organizations involved in this research is the emphasis they place on employee innovation. They do this by supporting intrapreneurs using innovation days and cross-team working. Employees working daily with customers on the front line have the creative sparks or ideas that could really make a difference.

    Go forward with failure.

    Finally, fear of failure does not stop entrepreneurial organizations from doing things differently and innovating. In fact very little, if anything at all, holds back the entrepreneurial leaders and organizations featured in the report. They recognize that in order to create and innovate some failure is inevitable and realize the great potential for learning from mistakes and failures and even publicizing these as part of the learning process.

    This is especially true for entrepreneurial companies, where what’s going on in the building of a business as well as a culture. Corporate culture must be led, nurtured, constantly monitored and adjusted. Much like a “culture” in a petri dish, it requires that you combine the right ingredients, in the right way, to ensure. That what you grow is not an aberration of your intentions.

    Laying the Groundwork:

    When I founded Net Daemons, my computer consulting company, I had very definite ideas of what I wanted to provide for our future employees. A safe and comfortable environment. Which enabled people to learn, grow and, at the same time, focus on their day-to-day work. Also learn Related to another Culture, How to explain Organizational Culture? Meaning and Definition!

    From early on, I felt it was important to treat every employee with trust and respect. That meant assuming automatically that each was an honest, hard-working, reliable and dependable individual. Rather than requiring all employees show up at nine and leave at five, for example, I expected each person to do the job assigned, and to apply the right amount of time and quality of skills toward the accomplishment of each task.

    While I wasn’t aware, back then, that I was creating what is now considered “corporate culture,” I knew I was looking to create a place of employment. Where employees were at once valued for, who they were and what they brought to the table. This was critical for our business, which sold knowledge and a system of collaboration between some 45 engineers providing network-administration and Internet-development solutions. If a team isn’t in sync, you can’t sell a team approach, and you’re no better than a single consultant.

    What Makes a Culture Entrepreneurial?

    As one of our engineers once put it, in an entrepreneurial culture, work is more than a job. It’s a lifestyle Employees are more like a team than most companies, and in some cases, we’re even a family.

    Lear, What also evolved was a set of rules for creating and maintaining NDA’s petri dish. In creating your own, consider these rules:

    Treat people with respect.

    This is a very simple premise, which threads through each and every complicated issue that can arise within a company. Respect and trust provide the necessary base for a vibrant and sustainable corporate culture. Also take a look Difference between Leadership and Entrepreneurship!

    Help employees stay healthy.

    When employees get sick, they miss work, so it makes sense to offer health insurance as a benefit. We covered 100% of employee health plans. I never want an employee to experience a catastrophic illness and not cover by insurance. We also offered unlimited sick time. While I had seen this type of policy backfire elsewhere, it nonetheless allowed people to be sick when they really were sick, and not feel obligated to gobble up each “allotted” sick day. You may also want to add a wellness allowance for health-club membership.

    Open doors to communication.

    Create an environment where people can interact with each other, support each other and recognize each other’s efforts and achievements. Provide positive rewards for positive behavior. Share information, so that employees are aware of the direction of the company and are involved in it. Use all-hands meetings for financial and operational information, team-building, and social events. Offer incentive programs to reward effort and improve the quality of life.

    Build camaraderie.

    Make time for people to get to know each other and the company. We held an annual off-site meeting to build team spirit and discuss where the company was going. At such events, you can also distribute and share your business plan and discuss issues and ideas raised by your strategies.

    Maintaining Entrepreneurial Culture:

    Once you have healthy, trust and inform employees, don’t let the culture that’s evolving just be. It needs to watch so that it grows as you intended. The trick is standing back, but not too far back. In maintaining your culture, consider these rules.

    • Let the team build itself. Within that safe, comfortable, open environment, let employees grow together without being made to.
    • Participate without controlling. Let the culture thrive, without your either meddling with it or ignoring it.
    • Don’t forget the little things. Culture makes up of many small actions. When putting together, create something larger than the sum of the parts. There are many things a CEO can do to make employees feel a part of the company. Some are just common courtesies: hallway conversations, saying “hello” in the morning, opening doors, asking after people’s families and partners. Others are little extras, such as flowers to say thank you and happy-birthday e-mail messages. Eating lunch with employees, helping spouses find jobs and participating in team events show that you, the CEO, are involving with your employees.

    Treating employees with respect helps enable them to do their jobs to the best of their abilities. If you challenge people to raise their bars, provide fun activities, keep people informed and humanize your management, you get culture. From these basics, you will grow in your petri dish a strong, healthy culture that will allow you, your company and your employees to flourish.

    How to Creating an Entrepreneurial Culture
    How to Creating an Entrepreneurial Culture? Also, the Image in Online,

    Reference:

    1. Creating – //gnp.advancedmanagement.net/article/2017/08/finding-intrapreneurs-inside-your-company
    2. Few Steps – //www.insidehr.com.au/5-steps-to-building-an-entrepreneurial-culture/
    3. What Makes – //www.entrepreneurship.org/articles/2001/06/creating-an-entrepreneurial-culture
    4. Photo Credit URL – //barrattgalvin.com/wp-content/uploads/2016/06/Regent-st-e1465453837129.jpg

  • Most Important Characteristics of Organizational Culture

    Most Important Characteristics of Organizational Culture

    Characteristics of Organizational Culture; Like every person has his style of behavior, his personality, similarly the organization has a distinct culture. This culture may define as a set of all the espoused values of the organization. The culture of the organization can tier into 3 levels based on their visibility and how closely they are adhering to in the organization. The first level is Artifacts and Behavior. Artifacts and behavior are the most visible components of organizational culture. Also learn, What is Organizational Commitment? Most Important Characteristics of Organizational Culture!

    How to Explain Most Important Characteristics of Organizational Culture?

    They include the physical layout of the workplace and the observable behavior of its employees. The next level is Values. Values are less visible than behavior but they can see as they influence the observable behavior of the individuals working in the organization. But the top tier of organizational culture may see at the level of Assumptions and Beliefs. They cannot see, but they are so well ingrained in the employees that they come out quite naturally because that is the way the organization thinks.

    Organizational culture is the outcome of both the management’s initial beliefs and employees’ adoption of those beliefs.

    Explaining the Primary Characteristics of organizational culture:

    The following characteristics of organizational culture below are;

    As we can see, the unique ‘behavior’ of an organization can attribute to the makeup of the values that it espouses – the organizational culture. Let us understand these primary characteristics that define an organization’s culture as a whole, the ones that help shape up the organization’s ‘personality’.

    These are very general characteristics that every organization would have to look into, otherwise, the culture would seem incomplete. Although all these characteristics are at some level a part of every company, the importance and individual interpretation of each differs from business to business, thus making each business unique in its way.

    Innovation and Risk-Taking:

    Risk and returns go hand in hand. In places where you take a risk (calculate the risk of course!), the chances of returns are higher. The same goes for innovation. You could either be a follower or a pioneer. Pioneering has its share of risks, but at times, it can also have a breakthrough outcome for the organization. Thus, innovation and risk-taking are one of the main characteristics of organizational culture-defining how much room the business allows for innovation.

    Companies with cultures that place a high value on innovation encourage their employees to take risks and innovate in the performance of their jobs. Companies with cultures that place a low value on innovation expect their employees to do their jobs the same way that they have the train to do them, without looking for ways to improve their performance.

    Attention to Detail:

    Attention to detail defines how much importance a company allows precision and detail in the workplace. This is also a universal value as the degree of attention the employees are expecting to give is crucial to the success of any business. The management defines the degree of attention to be given to details.

    This characteristic of organizational culture dictates the degree to which employees exist expected to be accurate in their work. A culture that places a high value on attention to detail expects its employees to perform their work with precision. A culture that places a low value on this characteristic does not.

    Outcome Orientation or Emphasis:

    Some organizations pay more attention to results rather than processes. It is the business model of each business that defines whether the focus should be on the outcome of the processes. This defines the outcome orientation of the business.

    Companies that focus on results, but not on how the results exist achieving, place a high emphasis on this value of organizational culture. A company that instructs its sales force to do whatever it takes to get sales orders has a culture that places a high value on the emphasis on outcome characteristics.

    People Orientation or Emphasis:

    This is still one of the most contentious issues in organizational culture today. How much should be the management focus on the people? Some organizations are famous for being employee orient as they focus more on creating a better work environment for their ‘associates’ to work in. Others still are feudal, treating employees no better than work-machines.

    Companies that place a high value on this characteristic of organizational culture place a great deal of importance on how their decisions will affect the people in their organizations. For these companies, it is important to treat their employees with respect and dignity.

    Teamwork or Team Orientation:

    It is a well-established fact that synergistic teams help give better results as compared to individual efforts. Each organization makes its efforts to create teams that will have complementary skills and will effectively work together.

    Companies that organize work activities around teams instead of individuals place a high value on this characteristic of the organizational culture. People who work for these types of companies tend to have a positive relationship with their coworkers and managers.

    Aggressiveness:

    Every organization also lays down the level of aggressiveness with which their employees work. Some businesses like Microsoft are known for their aggression and market-dominating strategies.

    This characteristic of organizational culture dictates whether group members exist expecting to be assertive or easygoing when dealing with companies they compete in the marketplace. Companies with an aggressive culture place a high value on competitiveness and outperform the competition at all costs.

    Stability:

    While some organizations believe that constant change and innovation are the keys to their growth, others are more focused on making themselves and their operations stable. The management of these organizations is looking at ensuring the stability of the company rather than looking at indiscriminate growth.

    Just like having a strong personality adds character to a person, organizational culture does give a business its own special identity. It helps create cohesion among the employees as they share the primary characteristics of organizational culture and imbibes in them the spirit of teamwork.

    A company whose culture places a high value on stability is rule-oriented, predictable, and bureaucratic. These types of companies typically provide consistent and predictable levels of output and operate best in non-changing market conditions. The culture of any organization is a reflection of the belief system or the values of its leaders, it is majorly a leadership factor that determines the culture of the firm. When the right leader is in the place he or she can shield the firm from the wrong external negative culture.

    Simple Characteristics of Organisational Culture:

    The following characteristics help us to understand the nature of organizational culture better. When we mix and match these characteristics, we get to the basis of culture:

    Individual Autonomy:

    The degree of responsibility, freedom, and opportunities of exercising initiative that individuals have in the organization.

    Structure:

    The degree to which the organization creates clear objectives and performance expectations. It also includes the degree of direct supervision that is used to control employee behavior.

    Management Support:

    The degree to which, managers provide clear communication, assistance; warmth, and support to their subordinates.

    Identity:

    The degree to which, members identify with the organization. As a whole rather than with their particular workgroup or field of professional expertise.

    Performance Reward System:

    The degree to which reward system in the organization like an increase in salary, promotions, etc. is based on employee performance rather than on seniority, favoritism, and so on.

    Conflict Tolerance:

    The degree of conflict present in relationships between colleagues and workgroups. As well as the degree to which employees are encouraged to air conflict and criticisms openly.

    Risk Tolerance:

    The degree to which, employees are encouraged to be innovative, aggressive, and risk-taking.

    Communication Patterns:

    The degree to which, organizational communications are restricted to the formal hierarchy of authority.

    Outcome Orientation:

    The degree to which, management focuses on results or outcomes rather than on the techniques and processes used to achieve these outcomes.

    People Orientation:

    The degree to which, management decisions take into consideration the impact of outcomes on people within the organization. When we appraise the organization based on the above characteristics. We get a complete picture of the organization’s culture. This picture becomes the basis of shared norms, beliefs, and understanding that members have about the organization. How things are done in it and how the members exist supposing to behave.

    How to Explain Most Important Characteristics of Organizational Culture
    How to Explain the Most Important Characteristics of Organizational Culture?