Exploring Linkages between National Culture - Research Proposal Example

Exploring Linkages between National Culture and Conflicting Style of Management among Hospitality Industry in Australia and Saudi Arabia Name: Course: Tutor: Date: Table of contents SECTION 1: AIMS AND CONTEXT OF THE PROJECT 1 SECTION 2: CONTRIBUTION TO KNOWLEDGE AND STATEMENT OF SIGNIFICANCE 3 SECTION 3: LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK 4 SECTION 4: RESEARCH APPROACH AND METHODOLOGY 9 Statement of Approval 13 SECTION 1: AIMS AND CONTEXT OF THE PROJECT 1.1 Aims And Background It is common knowledge that different cultures affect the leadership approaches adopted by people bred therein. Hearns, Devine and Baum (2007, p. 352) suggest that cultural diversity encompasses the differences in nationality, language, race and religion. In this research, the effects of the Islamic culture, which is prevalent in Saudi Arabia, will be analysed against the effects of the liberal culture in Australia. Specifically, the two cultures will be examined against the effects they have on the management styles adopted in the hospitality industry. At the height of globalisation, it is quite possible that managers of Australian origin would be appointed to head departments in the hospitality industry located in Saudi Arabia. Due to the different cultures however, it is notable that fitting in would not be easy for the managers in such scenarios. This research seeks to establish just how diverse the two cultures are, and the most common challenges that managers on both sides would have to overcome in order to succeed in their managerial roles. Among the scholars who have researched the effect that national cultures have on the management function are Bjerke and Elger (1999, pp. 97-101) and Mwaura, Sutton and Roberts (1998, pp. 212-220). Addressing hospitality management specifically, authors note that belonging to one culture means that a person knows and understand the vital details of the culture. Operating in a different culture however may not only be confusing to a manager, but may also need some training and orientation in order to ensure that the manager does not offend the sensibilities of his/her host culture. The influences guiding this research are based on the belief that as the world becomes a ‘global village’, cultures will need to be globalised so that a deeper understanding of the different cultures can be developed among people who can benefit from the same (Hearns et al., 2007, p. 352). While this does not mean that people have to subscribe to the beliefs and actions of other cultures, it simply seeks to develop a culture of tolerance where different cultures comprehend and respect why people behaves or reacts in a specific manner. Most specifically, the research seeks to establish if indeed a manager of Australian origin can be assimilated to perform his duties effectively in Saudi Arabia and vice versa. To get to an authentic conclusion, this research will conduct a review of existing literature, and will also conduct interviews in the hospitality industry in the two identified countries. The research is intended to have both academic and practical benefits on the hospitality industry not only in the two highlighted countries, but also in other countries which admit international workers. In the academic area, this research intends to highlight the necessity to adjust hospitality curricula in order to train future hospitality managers on the need to understand other cultures. On a practical front, this research seeks to make employers more aware of the need to orient managers about the host culture in order to promote a better assimilation process of the manager and hence a healthy working relationship between the manager and the employees working under him/her. The aims and objectives of the research revolve around an assertion made by Hofstede (1983, p. 88, cited by Gerhart, 2008, p. 242), which states that “management is culturally dependent ..., and effective organisations in different cultures have leaders who adapt foreign management ideas to local cultures”. SECTION 2: CONTRIBUTION TO KNOWLEDGE AND STATEMENT OF SIGNIFICANCE 2.1. Contribution to knowledge Previous researchers have noted that as geographical borders become less inhibiting for people to travel and work in different countries, new challenges related to assimilating people from different cultures into the domestic culture keep arising (Cordesman, 2003, p. 179; Frederking, 2007). Few, if any, have however covered the assimilation of liberal cultures into strict religious cultures such as Saudi Arabia. More so, although people would generally assume that people from strict religious cultures would easily be assimilated in liberal cultures, authors like Cordesman (2003), argue that this is not always the case. For example, while liberal cultures may not attach any significance to Friday, strict Islamic cultures attach a holy meaning to the day. Previous studies have dealt with different cultures individually. As such, there is not much information or comparison between the Saudi Arabian culture and the Australian culture. Through a review of literature and qualitative research to be done through questionnaires administered to managers in the hospitality industry in the two respective countries, this research seeks to bridge the gap that exists in literature by providing quantitative comparisons between the two. 2.2. Statement of significance The research seeks to provide information to prospective managers from the two cultures that are willing to work in the two countries. This is done in the hope that the information will help them prepare for the changes in culture, thus making the assimilation process much easier. It is also the researcher’s hope that owners of hospitality establishments wishing to import talent from either side will identify the training needed necessary in order to make the assimilation process for the hired managers much easier. SECTION 3: LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK The relationship between national culture and organisational culture has attracted much attention from management scholars in the past. Gerhart (2008, pp. 241-259), Attiyah (1996, pp. 37-47), Rodsutti and Swierczek (2002, pp.250-259), Choudhury (2001), Tixier (2000, pp. 12-22) and Morden (1995, pp.16-21) are just some of the scholars who have addressed the subject. It is evident through the different management practices that culture influences the management styles in different cultures. This explains why, a manager from Saudi Arabia may find that his style of management is in conflict with established management norms in Australia and vice versa. But why is this so? According to Morden (1995, p. 17), organisations are bound by the domestic culture even in a globalised society. Managers and other employees on the other hand are “children of a culture”, since they grew, schooled and worked in a specific culture. As such, their thinking, writing and experiences represent the specific culture they grew up in, and are therefore more likely to be culturally biased. Borrowing from the motivation theories as applicable in the Japanese culture, Morden (1995, p. 17) identifies four variables that affect how managers fit in organisations based in different cultures rather than their own. These are masculinity, which is interpreted as one’s ability to compete with others in economic and material acquisition spheres; collectivism (ability to harmonise goals of an organisation and individual concerns); uncertainty avoidance (the need to perform well usually pegged on one’s intellect, education and the use of technology); and power distance (hierarchical distance between managers and workers in an organisation). In conclusion, Modern (1995, p. 18) states that managers whose original culture is characterised by high levels if uncertainty avoidance, masculinity and power distance may find it extremely difficult to adapt to cultures where there are low levels of power distance, masculinity and risk avoidance. With specific introspection of the Australian culture and the effects it has on management styles, Tixier (2000, pp. 12-22) through an extensive review of literature has identified several cultural aspects that directly or indirectly affect the management styles adopted by Australian managers and leaders. Most of the aspects are contained in the communication culture in the country which emphasises features such as informality, right-to-know, openness, reliability and directness. More so, the author notes that Australians are wary of elites and hence even the educated managers are better off discarding their academic qualifications as unimportant since such do not receive much recognition or value in their culture. Additionally, Australian managers approach work in a practical and down-to-earth manner if they want to earn respect and following from their subordinates (Tixier, 2000, pp. 13-14). The Australian culture also suffers from what is often referred to as “the tall-poppy syndrome”. In this case, people fear achieving too much because they may be branded as different. This means that the society is used to a culture where everyone is almost equal and even the successful people try to hide their level of success. According to Tixier (2000, p. 14), such cultural believes often pose a threat to honest achievements in the country. In Saudi Arabia, one’s level of success is perceived as a reflection of his hard work (Ali, 2008, p. 90). More interestingly however is the aspect of multiculturalism, which has become part-and-parcel of the Australia way of living. Being a country whose majority population is made of immigrants from Europe, Asia and other continents, Australia is a brewing pot of cultures. Since the Australian workforce is made of people from different origins and culture, managers who were born, raised and trained in the country are more adept at managing diversified groups of people working under them. Saudi Arabia on the other hand does not have an experience with immigrants. Until a century ago, most people living in the country were of Arabic origin and followed the “hierarchical and paternalistic culture attributed to the Ottoman system of governance and Bedouin tribalism” (Noer, Leupold and Valle, 2007, p. 1). With oil exploration and the opening up of the kingdom to foreign investors and workers, people therein are starting to experience different cultures. However, Saudis do not conform to the foreign culture, but instead expect the foreigners to conform to the Saudi culture. This means that the Saudis are more intolerant to foreign cultures than the Aussies. While the management culture in Australia was pegged on the “one-man-rules” model, Tixier (2000, p.14) observes that more companies are adopting decentralised styles of leadership, in which case, teamwork is encouraged rather than the bureaucratic style of leadership that was formerly the case. However, the author observes that people with technical skills are better preferred as job candidates than people who possess “soft skills” often needed in the services sector. Tixier further rates Australian managers as having poor skills in handling people, which is the exact opposite of what the same author has identified as admired management characteristics by a majority of Australians (2000, p. 15). In his analysis, the author observes that a majority of the workforce in Australia prefers a manager who engages them in decision-making rather than issuing orders. More to this, they prefer managers who treat them as partners in the business and hence adopt a mutually agreeable position regarding work (Tixier, 2000, p. 15). In regard to cultural influence on the management styles adopted by Saudi Arabian managers, Hunt and At-Twaijri (1996, pp.48-55) offers a detailed depiction. According to these authors, the Saudi Culture revolves around the tenets of Islamic Sharia law. As such, the managers have a strong work ethic as directed by Islam, and also moderate individualism tendencies. Accordingly, a Saudi manager prioritises friendship and other personal considerations at work, and organisational performance, goals and objectives are always relegated to a secondary position. As indicated by Ali (2008, p. 90), a successful manager in Saudi Arabia is one that “looks after his family and other relatives and is always ready to lend a helping hand. He is the one who builds a reputation of being honest, wise, generous, and committed to his extended family and community.” Most notably, the Saudi Culture infers that a person needs to respect his/her elders, be kind to the younger people and keep the family bond strong. Friendship and family bonds therefore are essential parts of the Saudi culture. According to Kwintessential (2007), the family is considered the basis of the society. As indicated elsewhere in this proposal, Saudi’s culture is revolves around Islam. Notably, the holy month of Ramadan is considered especially important in the Islamic calendar. Managers will work only six hours a day, and should pray five times a day. In addition, each Friday is considered a holy day (Kwintessential, 2007). Ali (2008, p. 82-83) gives us a more clear picture of how managers in Saudi Arabia behave. According to this author, the manager is responsible for setting goals and pursuing them based on tribalistic, conformist and socio-centric values. This means that the Saudi manager will set goals on the expectation that his subordinates will be submissive enough to follow his authority as dictated by the Saudi traditions. More to this, the managers form the structure and rules to be followed by the subordinates because the Saudi work culture has low level tolerance for unclear rules and ambiguity. Moreover, the Saudi managers are more likely to adopt a style of management that serves their need for social affiliation, while having little regard for the wealth generated in most businesses. Ali (2008, p. 88) notes that Saudi Arabia is being affected by western education especially since a significant number of its young population is studying abroad and only coming back to seek gainful employment (Yavas, 1998, pp.280-286). This is gradually eroding some of the cultural norms that affect profitability in businesses and younger managers are laying more emphasis on organisational performance rather than their personal affiliations. 3.1. gaps in existing literature Apart from listing and expounding the cultural norms affecting the management styles adopted by managers whose origins are either from the Australian or Saudi cultures, scholars and researchers have not identified ideal ways through which managers from either culture can be assimilated in the other culture. This should be a subject of future research. In this research however, the author seeks to establish just how diverse the two cultures are, and the most prevalent challenges that managers on both sides would have to overcome in order to succeed in their managerial roles. 3.2 hypotheses Based on the existing literature, this research will approve or disapprove the following hypotheses: H1: Australian managers are more likely to be assimilated in the Saudi Arabian culture at a higher rate and frequency than Saudi mangers would in the Australian culture. - This hypothesis is based on the assumption that being ingrained in religion, the Saudi culture is harder to overcome than the Australian culture which is based on a liberal setting. H2: Saudi Arabian managers would need substantial training prior to taking up jobs in the hospitality industry in Australia, while Australian managers would only require some orientation lessons about the Saudi culture. Having established that the Saudi culture is less accommodating of other cultures even in their home kingdom, this hypothesis is formed on the assumption that it would be equally challenging for a Saudi national, who has been born, educated and trained in the kingdom to understand how other cultures perceive work-related issues. SECTION 4: RESEARCH APPROACH AND METHODOLOGY 4.1. Research design In addition to the knowledge acquired from a review of existing literature, this research will use questionnaires to come up with relevant data, which will then be analysed to form a research findings section as well as the conclusion. Since their is no available data about the number of Saudi managers working in Australia’s hospitality industry or vice versa, the questionnaires will target the managers working in their domestic cultures and their perception of the working culture in the other country. The questionnaires will seek to find the most admirable culture traits managers in the two countries admire or detest most about the other culture. The questionnaire will also seek to establish the percentage of managers working in the hospitality industry in the respective countries who would wish to work in the other country and reasons for the same. In the questionnaire intended for the Saudi managers, this will be established by the question: Would you like to work in Australia? Give reasons for your answer. The questionnaires will also seek to establish the perceived challenges that each set of managers think they will encounter should they choose to work in the other country. The answers to this question will also be used to gauge the level of understanding that each set of managers have on the other culture. 4.2. Scale of the research 300 questionnaires will be administered to managers of hotels and serviced apartments in Saudi cities of Riyadh and Jeddah, and a similar number of questionnaires will be administered to three-five star hotels in Australia’s cities of Melbourne and Sydney. The cities were chosen because they are more likely to attract foreign tourists, and hence there is a possibility that managers of hospitality establishments in the identified cities are more enthusiastic about cultures presented by their foreign patrons. 4.3. Feasibility In a world that is fast becoming a global village, I believe that this research will attract much attention from managers, especially those who are familiar with the possibilities that the global culture is presenting to stakeholders in the hospitality industry. 4.4. Data collection techniques Due to the vast areas covered by this research, the questionnaires will be administered through emails. However, calls will be made prior to sending the questionnaires and two days after the questionnaires have been sent in order to first establish the manager’s willingness to participate in the survey, and second to confirm the receipt of the questionnaires. A two weeks gap will be allowed for the managers to fill the questionnaires, after which they will re-send the answered questionnaires back. Due to cost constraints associated with making follow-up calls to all respondents, e-mail reminders asking managers to re-send the answered questionnaires by the end of the two weeks period will be made five days to the expiry of the research period. Only fully completed questionnaires will be analysed. Questionnaires intended for the Saudi managers will be written in both English and Arabic in order to encourage respondents who may not fully comprehend English to respond. Using e-mail-based questionnaires in this research will enable the researcher to get responses from managers located both in Australia and Saudi Arabia, without physically travelling there. This is advantageous because in addition to saving time which would otherwise be used during travel, it is also much cheaper and convenient. The main disadvantage of using the e-mail-based questionnaire is that the response rate may be a bit lower than would have been the case if the researcher asked the questions directly to the managers on a face-to-face basis. More to this, the researcher will need to spend about a week picking the desired research sample in the two countries, then some more time verifying their email contacts. 4.5. Data Analysis The data collected will be analysed depending on the country of origin. Data collected from Saudi respondents will be analysed separately, as will be the case with data from Australian respondents. The findings from each set of respondents will then be compared and contrasted in order to draw the similarities, linkages and differences in different aspects highlighted by managers from the two cultures. SPSS will be used as the main data analysis and validation program in this research. 4.6. Addressing the aims of the project Having established that the assertion by Hofstede (1983, p. 88, cited by Gerhart, 2008, p. 242) that management styles are dependent on culture and that a leader can only be successful in a foreign culture if they are able to adapt to the local ideals, carries some truth, this research through the questionnaire will establish if indeed that is the case or not. Through the researcher’s observations especially when conducting the literature review, it is quite clear that most people understand the effects that culture has on their ability to work or interact with other cultures. 4.7. Generality of the research findings The researcher expects that the survey for this research will bring to the fore the level of understanding that managers in the hospitality industry in both Saudi Arabia and Australia have about their cultures, and their willingness to become part of a global society by overcoming the challenges posed by their respective cultures. The research will also highlight the training needs presented by different cultures, and this may mean that management schools in different countries may need to expand their curricula in order to address the increasing need of understanding the different cultures in different countries. Statement of Approval The researcher will need the approval of the ethics committee in order to proceed with the research for this study as stipulated in this research proposal. 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