The Influence of Culture on Human Resource Professionals - Assignment Example

The Influence of Culture on Human Resource Professionals Table of Contents Table of Contents 2 Introduction 3 Culture can only develop when the firm knows what the Customers want (Customer Orientation) 4 Cultural Shock and Tangents 5 Strategies and Tactics in the line of Changing Organizational Culture 6 Development of Organizational Culture through Business needs and wants – The Change Aspect 7 Training Culture 9 Organizational Culture revolves around the business, the customers and the stakeholders 11 Organizational Control and Planning works best when there is cohesion in activities and processes - Conclusion 13 Bibliography 14 Introduction Any set of values and beliefs make up a culture. On the same pretext, an organizational culture is a set of values, morals, beliefs, traditions and norms which come from the industry specific regimes as well as that from the society under which it exists in the first place. Thus it would not be wrong here to suggest that the organizational cultures are dependent on the society’s undertakings and the industrial influences at the same time. What is most important is how the two shape up the organizational culture at the very end and take the organization one step ahead in its different processes, activities and undertakings. The significant aspect lies on the basis of these societal and industrial cultures bringing about an imperative basis for the organizational culture to exist in the most basic sense. One must understand that the organization cannot exist in seclusion and it has to remain in constant touch with the society in which it exists and the industry under which it finds competitors for its own selves and the strategic alliances, mergers and unities that form as a result of the same. (Deeks, 1993) Now the foundation lies merely on the manner under which the strategic and the tactical moves are adopted by this organization under study and how best it delivers towards the needs of the stakeholders, customers and employees working for the benefit of the organization itself, both from the short term perspective as well as an investment in the long run. Culture can only develop when the firm knows what the Customers want (Customer Orientation) Seeking to introduce something on the lines of the customer’s wants and needs is a difficult proposition for the organization since it has to change its values and cultural basis but then again is an interesting offering which more or less suggests the ‘changing’ regime of the organization and to the levels the organization can bend itself for the sake of the valued customer. (Hatch & Cunliff, 2005) The changing market structure might call for changing strategies and lines of action that would all target the people for whom the product is actually designed as well as the competitors with whom the clutter is being broken in the environs of the marketplace. (Massey, 2001) Thus competition brings in more and more quality at the end of the company with regards to its products as well as more sales in the form of its varied and changed stance on focusing towards the customers rather than the product itself. (Covin, 1999) Apart from that, emphasis on need must be the order of the day rather than bringing out more and more varied stock key units just for the sake of it. The different products should satisfy each and every user rather than satisfy the people sitting in the innovation labs and those who invent just to take the company one step further. This trap should thus be avoided under all circumstances. (Gilbert, 1996) Thus profits could come out in the middle when a company is the sole and dominant player in the whole market structure. However by all accounts, organization’s cultural basis is something that should develop and generate interest on the part of the customers since these are the recipients. (Deeks, 1993) Cultural Shock and Tangents Within different countries, cultural shock is a pertinent subject which has received a lot of flak and criticism from the liberal societies of the world. In nations like India and Pakistan, third world countries, men and women are known to work within their individual capacities and usually do not work along with each other which in essence kills the basic premise of getting work done and that too in the form of a group or a team. This is essentially a significant tangent that needs proper understanding before delving into any further. Organizational culture in such countries offer embarrassing situations where men and women avoid working hand in hand and thus form their respective teams, either male-dominated or female one. (Pedersen, 1995) Cultural shock in essence mars the basis of working as an organization right from the onset but then again it is a reality coming from the domains of the developed nations and must be taken in the same stead without criticizing for the sake of criticism. (Farbrother, 2003) Strategies and Tactics in the line of Changing Organizational Culture Organizational success is possible when there are dedicated efforts made in the different business processes. This is done so as to trigger the sales of the organization and also to make people (the target audience and the potential one) aware of the products/services offered by the organization. (Brown, 1996) Different business processes and more significantly, marketing can bring about positive word of mouth and appreciation from the people who hold importance for the organization. What this does is to make sure that the product goes down well with the target market and that it needs to maintain the very same image and rapport with these people. However this is one Herculean task and needs to be achieved on the part of the company so that its marketing activities outnumber the sales figures of its competitors and not only that but also claim positive vibes within the relevant industry and business circles. (Bauer, 1998) In the short run as well as in the long term, this could hold the key for the business’s ultimate success, be it in the form of triggering sales or bringing in more and more secondary audiences towards the primary cadre of the target market. (Crampton, 1998) Development of Organizational Culture through Business needs and wants – The Change Aspect The organization needs to spell out its ways and means through which it will get in touch with the customers since they are the actual recipients of its different products and/or services. The work basis is thus deemed as one of significance in the whole context of organization control and planning. (Streatfield, 2001) The cultural change aspect needs to be embedded in a clear and concise manner within the realms of an organization so as to extract the best possible results, both in the short term as well as in the long run. Organization structure impacts the manner in which work is basically carried out. (Linney, 2000) More than anything else it adheres to the different purposes of the discrete services and the related achievements with the passage of time. This brings to light the notion of discussing the structural basis of the organizations themselves. (Leathers, 2001) For starters, these organizations might not be that easy to understand at the very beginning. These can encompass a variety of different aspects, features and traditional mindsets which make up their structures. To start with, we see that an organization can either be formally aligned in its ways and means of doing things and different processes or the same might just be in a way informal in quite a few of its activities and tasks. The manner in which it runs across this paradigm is something that needs to be studied in depth before we reach further consensus on their purposes and the kind of achievements that they have had. The communication within an organization can flow in one of three ways or in all the three directions. This means that these three directions pave the way for the ease of communication and there are as such no barriers to arise from the whole equation. Pro-activity remains the key for understanding the customer focus and attention that is being paid on the part of the customer towards the organization itself and the organization must make sure that it documents it. In the present times, organizations are doing their utmost in order to know more and more about their valued customers and stakeholders. For this, they have devised certain strategies which are in line with the values that their business has set for itself. These values are thus deeply intrinsic within the mission and vision statements of the company. In order to gain further knowledge about the customers, research is being given proper emphasis which would eventually discern the exact basis for the customers to come and make that vital purchase. It is a fact that the business world of present times can have a lot of improvement within their ranks if they adopt the policy of working towards the establishment of a performance management system. (Bassett, 1993) This would guarantee them a lot of success as their employees and workers would dedicate their whole hearted efforts towards the well being of the company as well as towards their own individual capacities. (Green, 1999) The usage of sound planning on the part of the managers is very imperative as it ensures that the same is not only important to the whole well being and the actual basis of the business but also the manner in which it invites the short term gains and incentives that come along all this while. (Birley, 2001) Training Culture Within the domains of the organization itself, cultural diversity within both the training and staffing regimes could be pinpointed in the area of managing these people well with the help of a manager who not only takes care of them but also acts as a person who is professional and knows how to get work done from his specialists, technicians and other sub-ordinates present at various levels within the very company. (Kraiger, 2002) One needs to keep in mind that the staff for the organization’s subsidiaries in different regions of the world recruits people who are locally trained and culturally aligned with the local nuances. (York, 1994) This manager thus not only plans their work that they have to carry out within a specific period of time but also organizes their routines, looks after them both from the organizational standpoint and the human perspectives and not to forget his integration skills which are deemed so very necessary for involving people and their commitment towards their assigned tasks and jobs over a period of time. This can happen fairly adequately even though the subsidiaries are located in different nook and corners of the world. Lastly, he also measures their performance that they have done over this time period. (Cappelli, 1999) This measurement tool goes against a number of managers in the work environment of present times as it is usually very difficult to get a hang of because employees feel that the managers were the one to guide them along and hence they should also be held accountable in cases of extreme failure where the burden only falls on the person who carried out a task or a job. This is pretty much true of the negative aspects related with managing people and treating them fairly. Locals from different offices located in distinctive regions of the world would report directly to these managers and this would have a proper linkage at hand, within the set domains of the organization that can only be considered as a plus. Organizational Culture revolves around the business, the customers and the stakeholders Therefore to understand more about the cultural basis of the organization, we need to rely on the aspects related with the customer itself. Since the customer is the one for which the business works and thus the organization remains in business, the organization must make giant strides day in day out to let the customer know how valued and prized he is. The organization’s culture must make sure the same are the inherent and intrinsic core elements of the organization nonetheless. Organization’s culture should be such in the first place so convenient for the customer that there are not any changes to be made further ahead in the business operations of the organization. (House, 2004) The homework must be done in the starting to ensure that there are not any hiccups, say five years down the lane as there develop predicaments in the wake of changing global infrastructure and management styles so to speak. (Mills, 2002) Thus, long term planning has to be drawn in the light of the objectives that the company has set for itself and this does not mean that the revenues and profits alone are the points that need discussion rather the emphasis is on understanding the mission and vision statements of the company and the manner in which the two align with the goals that it has to meet over a period of time and then only weigh it with the benefits that are reached courtesy the long term incentives and the short term gains. Thus it is a fact that contingency planning is the buzzword which is making the business circles’ rounds in the current times. These provide a stop gap solution to the needs which are drawn up by the companies and then the answer is found out so as to cope up with the very same. (Lazer, 1971) Different scenarios and short term plans thus provide for a lot of cushion as far as vital tactical planning on the part of the said company is concerned and this indeed forms up as an important ingredient of the different processes that are running within the company. It might also be possible that the different departments present within a company have their own respective agendas that they have to meet and thus the long term planning can take a back seat in this equation. The administrative, decisional, interpersonal and other skills present within the repertoire of the management of the company have to understand that the long term planning has to make way for the tactical moves that are introduced within the company every now and then and which is for the betterment of all concerned, more than anything else, for the company and its stability in the long run itself. (Fonseca, 2002) Organizational Control and Planning works best when there is cohesion in activities and processes - Conclusion Sound organizational control and structural foundation paves the way for an organization to be run in a professional manner. Competitiveness has to remain the key for the organization and the top management at the helm of affairs cannot deny the very same fact. (Gellerman, 1968) An organization to function in vacuum merely dependent on its revenues over a period of time is just not the order of the day anymore. Organizational structure should mingle itself with the policies that are coming in every now and then in the business world and try to play its part in accordance with the very same. The usefulness of its resources can only be harnessed when there is a decent enough endeavor to understand the dynamics of the market, the overall industry and more than anything else, the stakeholders who have invested huge sums of money within the realms of the organization and last but not the least the customers themselves for which the company strives to run a business in the first place and without whom the organization will not even be what it is in current state. With attention paid on getting things done in the textbook manner, the organizational gurus must ensure that learning is being used upon with case studies and recent examples to document their efforts. Bibliography Bassett, Glenn. (1993). The Evolution and Future of High Performance Management Systems. Quorum Books Bauer, Gerald J. (1998). Emerging Trends in Sales Thought and Practice. Quorum Books Berkowitz, Perry. (2003). The Heart of Change. School Administrator Vol. 60 Birley, Sue. (2001). 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