In reference to Organization Culture of Singapore †Free Samples

Question: Discuss About In Reference To Organization Culture of Singapore? Answer: Introduction: Corporate culture or organization culture, embraces the experiences, attitudes, values beliefs of the organization. It can be described as the comprehensive assortment of norms values which are shared by groups individuals in the company and that controls the way they interact with investors outside the organization with each other. It denotes to a system of shared meaning held by members which differentiates one business from another. Organization values are the ideas beliefs about what type of goals should be pursued by the members of the organization ideas about the suitable kinds or standards of behavior employees of the organization must use to attain these objectives. Organization expectations, guidelines or norms are developed from these organization values which recommend types of behavior by personnel in specific circumstances govern the behavior of the employees of the organization towards each other (Argyris, 2014). Literature Review Organization culture is primarily used to state to a system of shared meaning. In any of the companies, there are patterns or systems off symbols, practices, values myths which have grown over the period. These shared values regulate as to how they see respond to their surroundings. When challenged with a problem, the culture of the organization confines what the manager can do by advising the correct way to solve, analyze, define conceptualize the problem (the way we do things in the organization). Senior management might try to define the corporate culture. They might desire to levy corporate standards of behavior values which precisely imitate the organizational objectives. Moreover, there might be an existing internal culture within the employees. Work groups inside the organization have their own connections behavioral flukes that, to a level impact the complete system. Task culture can be imported. For instance, IT technicians would have language, behavior expertise expanded individualistically of the organization; however their presence can impact the organization culture as a whole. Though presently we do not have any specified method of measuring the culture of an organization, primary research proposes that analysis of the culture can be done by measuring how an organization rates in 10 characteristics. These have been recognized as: Direction: The degree to which the organization creates clear performance objectives expectations (Beauchamp Bowie, 2007). Individual initiative: The degree of independence, freedom responsibility which an individual has. Integration: The degree to which units within the company are exhilarated to function in a harmonized way. Risk taking innovation: The extent to which workforces are fortified to be risk seeking, innovative aggressive. Identity: The degree to which the personnel of the organization are identified within the company as a whole instead of a particular work group. Support from management: The degree to which the manager in the organization provides the support, assistance communication to their juniors. Communication pattern: The extent to which communication of the organization are limited to formal hierarchy of authority. Control: The amount of regulations rules the supervision is applied to control supervise the behavior of employees. Conflict tolerance: The degree to which personnel are motivated to air criticism conflicts openly (Frank Fahrbach, 2009). Reward system: The extent to which reward distributions are grounded on the criteria of performance of employees in distinction to favoritism, superiority so on. Though the culture of the organization has common properties, sub cultures cannot be over looked. A Dominant Culture states the core values which are pooled by major set of employees of the organization. It is this macro concept which gives a distinct personality to the organization. Subcultures are inclined to be developed in large companies to reveal the common problems, experiences or situations that employees face. It will comprise of core values of the leading cultures in addition to supplementary values to each person. Culture compels choices by communicating to managers which practices are not acceptable in the organization which are acceptable (Jassawalla Sashittal, 2002). Geert Hofstede Organizational Culture Theory Greet demonstrated that there are regional national cultural groups which impacts the organizational behavior. He identified 5 dimensions of culture in the study of national influences that are: Power distance: The degree to which a society believes there to difference in the power levels. An individual scoring high reflects there is anticipation that few people exercise large volume of power than the other individuals. An individual scoring low signifies the sight that there are equal rights among all the individuals. Uncertainty Avoidance: It signifies to which a society accepts risks uncertainties. Collectivism v/s Individualism: Collectivism is compared with individualism denotes to the extent which individuals are projected to stand up for themselves or otherwise act primarily as an affiliate of the organization or group. But the current studies haw reflected that low individualism might not essentially mean high collectivism vice versa. Studies show that the 2 conceptions are essentially discrete. Some culture individuals may have both high collectivism high individualism, for instance, somebody who extremely values duty to their group doesnt essentially deliver a low importance to self-reliance personal freedom. Femininity v/s Masculinity: It states the value place on traditionally female or male values. A male value for instance comprises assertiveness, competitiveness, ambition the accretion of material wealth possessions. Short term v/s long term orientation: It states the time horizon of the society or the significance attached to the future v/s present past. In long term focused societies, persistence thrift are of higher value; societies orienting on short term, value for tradition exchange of favors gifts are more respected. Eastern nations incline score particularly more here, with a low score in Western nations the less established nations very low; Pakistan sores lowest China highest (Goffee Jones, 2006). Organizational Culture Elements Johnson defined a cultural web, recognizing numeral elements which can be used to influence or define the culture of the organization: The Paradigm: what an organization do; what it is about what are its values mission. Myths Stories: Builds up about people events, delivers a message regarding what values what not values inside the organization. Symbols: These comprise of organizational design logos, but also encompasses to symbols of power like parking spaces executive washrooms. Routines Rituals: Management meetings, annual reports, board meeting so on might become more of a habit then essential. Control Systems: The practices in place to observe what is happening in the organization. Role cultures will have massive rule books. More dependency would be there on individualism in a power culture. Power Structures: Who the decision maker is, how usually the power is spread on what the power is grounded on. Structure of Organization: Hierarchies, reporting lines the way the work flows all over the organization (Deal Kennedy, 2000). These fundamentals might overlap. Power structure might depend on the control systems that might exploit the very rituals which produce stories and which might not be correct (Argyris, 2014). Critical Commentary Strong Culture v/s Weak Culture It is said that strong culture in the organization exists when workers respond to stimulus since they have an alliance to the organizational values. Whereas, weak culture subsists when there is a little or no alliance with the values of the organization control needs to be implemented through wide bureaucracy procedures (Ting, Gao Trubisky, 2001). When the culture of the organization is strong, personnel perform things, as they trust it is the correct thing to perform. There is a risk of another spectacle i.e. Groupthink, which can be described as an easy fast method to state to a mode of thinking that individuals involve when they are intensively involved in a unified in group, when the employees strivings for harmony dominate their motivation to convincingly assess alternatives of action. This is a situation where people, even though they have diverse thoughts, do not challenge the thinking of the organization hence there is a compact capacity for thoughts which are innovative. This might happen, for instance, where the dependency is high on a central charismatic figure in the company, of where there is a passionate belief in the values of the corporation or also in groups where there is a friendly climate, which makes it the base of their identity. Actually, groupthink is very mutual, it takes place every time and in most of the groups. Affiliates which are rebellious are mostly viewed as or turned down as a negative stimulus by the remaining group, as they bring conflict through dependency on traditional procedures (Cox, 2001). Innovative organizations require persons that are equipped to challenge the status quo, be it bureaucracy or groupthink, also require measures to impose new ideas efficiently. Whether the culture of the organization is weak or strong or somewhere in middle relies on the factors like organization size, how long its been there, how much there has been the turnover among the staff members, the strength with which the culture was invented. National Culture v/s Organizational Culture According to the studies conducted, national culture has a great influence on employees instead of the organization culture. German employees at IBM facility in Munich, hence, will be more prejudiced by the German culture instead of the culture of IBM. The previous conclusion, i.e., national culture is much more significant in shaping the behavior of the employees rather than the culture of the organization, has to be fit to replicate the self-selection that drives on at the stage of hiring. A British MNC, for instance, is likely to be less anxious with hiring the typical Italian for its operations in Italian project than in hiring an Italian who fits with the way of organization to do things. We should believe, hence, that the selection process of employees will be used by the MNCs to hire find job candidates who are good fit with their dominant culture of the organization, even though such candidates are slightly a typical member of their country (Shabir, 2011). Evidence Singapore Organization Culture Even though Singapore is a tiny dot in the Worlds may, but it is one of the freest economies of the world. The Singaporean employees are ranked high in international surveys of the WEC (World Economic Forum), PERC (Political Economic Risk Consultancy), BERI (Business Environment Risk Intelligence) IMD (International Institute of Management Development). In these surveys, Singapore has taken the first position in labor force, labor market, labor market efficiency human resources. Working Singaporean Way The work culture of Singapore is an exclusive combination of Western Asian cultural influence. The country is often entitled as the place where west meets the east. These cultural themes bring about unwritten cultural regulations rules that administer the way people of Singapore act at their workplace. The non-interventionist handled by the government of Singapore delivers a relaxed environment for cultural propensities to dominate (Gregory, 2003). Huge sized Western MCSs are situated in Singapore will frequently display primarily the western style work culture while mainstream of the private companies local government would have larger effect of traditional Asian culture in the environment they work. Local firms are mostly prejudiced buy cultural appearances, i.e. long term orientation, collectivism, high uncertainly avoidance high power distance (Schein, 2015). Singapore has a chiefly strict attitude towards life, marked by distinct social lines clear structure of authority (Sadri Lees, 2001). Hierarchical Relationship Most of the local firms in Singapore have substantial impact of the Chinese traditional values, which make up 76.7% of population in Singapore. In relationships, this interprets into a culture that is high in power distance, where individuals at the junior level will accept the status of their subordinates value formal hierarchical authority. Individuals rarely openly question the superiors decision or disrupt chains of command. Whereas in Singapore MNCs, at each level, they have less power distance. Top management usually would be more eager to share their decision making authorities with their subordinates to leave definite latitude for disagreement (Schein, 2014). Below guidelines can be followed in Singapore to conform to hierarchical relationships: Treat superiors employees with extreme respect Abstain from calling the employer by their first names (Brown, 2008). Practice the working hours that is to arrive before the boss arrives leave after he leaves Collectivism In a traditional work culture, individuals admire innovation, personal accomplishment, industrial heroes autonomy. The personal accomplishment is greatly appreciated, any person with an utmost capability will gin the best grains in an organization. Becoming creative progressive will be esteemed by this culture (Martin, 2000). In distinction, mainstream of local firms of Singapore people their practice group centeredness, which is the traditional value of organization between members of the group to sustain harmony in the group. The major means of achieving the goals in a workplace are seen as group efforts team work. Anti-group centeredness behaviors like disagreeing with the decision of the group, putting want of an individual above the needs of the group conceited about efforts of individual. This culture of collectivism has an inclination to share rewards work together more than to endeavor for recognition as an individual; helping each other, responsibilities sharing learning from one another. The Singapores younger generation reflects more individualistic traits than the elder generation (Argyris, 2010). It would be wise for an individual working in Singapore to refrain from engaging in anti-group centered behaviors like: Communicating about efforts of individual to finish a task, even though the task was completed by you. Even if there is a sound reasons for your decision, do not disagree with the decision of the group, it is advisable to adhere majority wins policy (Baron Greenberg, 2011). Rules, Rules Rules The working culture of Singapore pursues rules suitable to all situations as faced to instinctual universal principles. The country is little prominent for having very strict rules for entire things. Mainstream of the local organizations do not really need too many workers running nearby with numerous crazy ideas, nor do they require unfocused destructions of the main business managed by over passionate businesspersons. Often it is believed that most of the people of Singapore cant innovate as they are trained to become followers instead of producers generating creative ideas. In the name of creativity, workers might sometimes be stimulated to be as creative as possible, but by tones of restrictions limits (Assael, 2009). While the concept of nurturing discerning few innovators the remaining people to be the followers worked stunningly for the preliminary growth of Singapore, the state-city has currently recognized that for competing in the new global economy, it requires to sprinkle the creativity seeds more extensively between the population of the country. Numerous initiatives are being implemented at all levels, however it will not going to change in a single and sould possibly be a gradual slow procedure (Armstrong, 2006). Hours of Working Most Singaporean corporations have moved there schedule from six to five days per week. Thats particularly factual for the multinational corporations the organizations engaged in white color jobs. The normal hours of working are between 40-44 hours a week. But depending on the workload individuals might end up spending more hours per week. Usually there is a break of to 1 hour. Over time is not valid to maximum of the jobs at managerial professional position (Alvesson, 2002). If there is applicability of overtime to the job, it is one and half hour times of the basic hourly rate. Pay for work done on normal off days or on holidays is two and half times of the normal pay. If the job is covered under the employment act, the worker cant be asked to work for higher than 12 hours as per the employment act (Jarnagin Slocum, 2007). Multiple Cultures- Multiple Ethnicities Though it may be right that some people of Singapore (particularly the modern younger ones), might not completely practice traditional values of group centeredness of Singapore, valuing hierarchical relationships. People working in Singapore are advised to understand learn the behavioral patterns of the Chines, Malays Indians for single reason: the mainstream of people in Singapore working still reserves the traditional values, irrespective of how moern they look (Denison, 2010). Chinese Culture: The traditional values of Chinese, which make up to 74.7 percent of population of Singapore, are mainly based on respect particularly for hierarchical relationships. In order to respect the traditional values of Chinese, Chinese workers: Perform introductions in order for superiority: Even though the juniors are at the upper position than a senior person in terms of age, make sure of practicing this when presenting your team to another in future. Call employers superiors Mrs./ Miss/Mr. followed by their last names. Make sure to ask the coworkers to which names they prefer themselves to be called with also make sure to take clarity by which name they wish to be called with (Lim, 2015). Mayan Culture: Maximum of the Malays, which make up 14.7 percent of population of Singapore, are Muslims therefore traditional values of them are closely entangled with Islamic values. In valuing traditional values Islamic/Malay values, Muslim/Malay workforces: Abstain to have close contact with the person of opposite sex: So completely no hugging, kissing, handshaking Muslim/Malay coworkers of the opposite sex. A smile will be enough. During office hours perform short prayers: Mostly, Muslim employees are permitted to do their prayers in the separate places in the office. These everyday prayers usually take place between 1-4 pm. The male Muslim colleagues are mostly permitted to take longer breaks for lunch on Fridays to make the congregational prayers in the mosque. Consuming non halal products should be avoided, i.e. drinks foods when Muslim colleagues are accompanying you (Schein, 2010). Conclusion This essay has improved the understanding of the role of culture in the effectiveness of the organization. Culture was found to influence diversity of performance processes in an organization. However, further research needs to be conducted in this area; this report has established the power of culture in inducing the performance of the company. The culture of the organization also supports strategy, policies mission of the organization to achieve their goals. The essay has also reflected that culture of the organization is related with the attitude towards the organizational change. Therefore the organizational culture plays a significant role is effective in various ways to attain organizational success. 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