Organizational performance is a key consideration in many organizations, and is a key indicator of proper utilization of resources to meet specific targets and goals. As such, a combination of factors and practices is necessary to ensure that there is organizational performance within any context of business. The different components of organizational success must then be factored in for the optimum performance of the organization. This paper factors in some of those indicators to give different performance variables in any organization. In depth discussion is made of different factors including cultural diversity and inclusion, among other theories of organizational performance.
Intercultural competence is one of the best approaches to problem solving within any organization. With the globalization process occurring at very fast rates, there is now more cultural diversity within an organization than any other time in history. Intercultural interaction at the workplace is now as commonplace as affirmative action campaigns within the same. Therefore, a range of problem-solving techniques have come together within the organization. Kluckhohn & Strodbeck (1960) noted that different characteristics define the different reactions to problems based on the cultural orientations of the person involved. Four cultural patterns apply to the different cultural backgrounds at the workplace, namely: facing problems, having a range of possible solutions to a problem, having a preferred problem-solving approach, and that approach in its continuous use forming cultural norms and common practice (Lustig & Koester, 2006).
It is therefore pertinent to understand the different problem solving techniques that are prevalent at the cross-cultural level so as to understand the role that one can play both as a team member and leader to ensure the success of the organization. The social interactions between the cultures are one of the things that will ensure the success or failure of the organization. Consider a workforce consisting of a diverse workforce with different problem-solving techniques. Without proper interaction and communication between team leaders and workers and the employee level, there is bound to be crisis as each pursues their own technique of problem solving, which may not be the preferred way among other parties in the organization. Therefore, a cultural understanding of the diversity within an organization is key in ensuring overall success (Kluckhorn & Strodbeck, 1960).
Some of the differences that affect organizational performance in different settings include the characteristics described by Hofstede in his model of ethnographic analysis. Take, for example, the cultural differences between Chinese and American cultures present the different problem solving approaches. The family set-up in the Chinese environment is closer knit as opposed to the situation in the US. Furthermore, there are differences in terms of paternalism; power differences among others are equally different. Therefore, the attitudes that people go with to the workplace are different, creating other challenges in terms of problem solving.
Planning in Organizational Success
One of the cultural problem solving methods that have been applied in the course of organizational change is under- and over-organizing. Different cultural motivations at the workplace cause different methods of organization. However, concerns have been raised as to the effectiveness of under- and over-organizing because of their ability to hamper normal business operations. Chen (2009) finds that the ability to organize can determine the level of creativity that problem-solving activity at the organization will have. Furthermore, optimal planning and involvement is key to ensuring that creative methods of organization ensure that there is sufficient opportunity for employees and leader to exercise creativity in leadership practice and performance assurance. The burning man event is an example of such balanced planning, which involves a significant amount of planning, but also a balance of the allowance to exercise creativity in the course of execution. As such, extreme planning activity can hamper the overall goals, which is to produce creative solutions to methods. Therefore, key considerations in the course of organizing events for optimal performance must include a significant amount of balance in terms of planning to ensure that there is sufficient room to include creative solutions (Chen, 2009).
Value-based business is now the cultural perspective of the economic sector (Knudsen & Christensen, 2015). As opposed to competitiveness in the workplace, experience economics are used to engage the different cultural approaches to make an integrated approach to business practice. A cultural mixture of approaches in the workplace is thus empowerment for further organizational structure and success. Performance is thus better enhanced through the consideration of the different organizational culture. It is very difficult to have different organizational practice at the organization level (Wilkins & Ouchi, 1983). Therefore, the value-based approach to business practice ensures that experiences lead the performance on the organization. This is similar to the evidence-based practice in nursing, where practices that have been proven to be beneficial to the care professional are used. As such, this is the application in the business world for the purpose of performance. Experience-based practice in business thus gathers information from different areas of study, including social sciences and others, in order to gain maximal experience the area of performance. Such makes the performance of the company become better. As such, cultural considerations are very important to the economic upturn of a company.
Furthermore, organizational culture is a combination of best practices between the different parties in the company for the optimal performance of the company (Lustig & Koester, 2006). Organizational culture is extremely important for effectiveness in corporate practice. Such a culture is at the base of performance in the company level so that the different cultural practices at the different countries can exercise different principles for success at the marketplace (Denison, 1990). Furthermore, culture and performance has been linked severally and at many instances. Different studies have shown the strong relationship between the cultural practice and performance at the workplace. Therefore, the place of culture as a means to organizational success cannot be understated (Lee & Yu, 2004). Culture is key in the organizational processes and performance measurements so that without a proper culture, there was a high likelihood to have failure at the organizational level.
In conclusion, it is thus very important to ensure proper cultural tuning for the purpose of organizational success. Considerations should be made for organizing cultural practice at the organization level for the purpose of ensuring proper cultural practice to boost creativity, openness and high performance for the institution.
Chen, K. (2009). Enabling creative Chaos. Chicago: Univeristy of Chicago Press.
Denison, D. (1990). Corporate culture and organizational effectiveness. New York: John Wiley & Sons.
Kluckhorn, F., & Strodbeck, F. (1960). Variations in Value Orientations. Evanston, IL: Row, Peterson.
Knudsen, B., & Christensen, D. (2015). Enterprising Initiatives in the Experience Economy. New York: Routledge.
Lee, S., & Yu, K. (2004). Corporate culture and organizational performance. Journal of Managerial Psychology, 340-59.
Lustig, M., & Koester, J. (2006). Intercultural Competence: Interpersonal Communication across Cultures. New York: Pearson Education Limited.
Wilkins, A., & Ouchi, G. (1983). Efficient cultures: Exploring the relationship between culture and organizational performance. Administrative science quarterly.
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