An Actual Illustration of the Challenge of Cultural Diversity and Information Sharing Practices to Organizational Values Name Name of Professor Introduction The main argument of this paper is that disparities in value orientation and information sharing are the major root of conflict in organizational culture…
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Perhaps, the conflict weakened the foundation of the university’s mission and vision. A large number of people in the university, such as senior administrators, discovered that severe problems continue unresolved. Demands to the administration led to the formation of a committee tasked to identify the issues that the university’s important constituents had. What followed is a comprehensive assessment of senior administrators. The general findings showed that most British and Irish students and employees had little or even no knowledge of the decisions and actions of the administrators due to poor information sharing. In contrast, the American employees stated they were aware of what should be performed and how it should be realized. In order to concretely ascertain the dissatisfaction with the process of information sharing in the university, I conducted small interviews with some of the administrators, faculty staff, and students. Some of the students and employees believed that the administration could work by itself and should be doubted to work for their best interests. Only the administrative personnel expressed high satisfaction with the process and outcome of information sharing in the university. The responses of the students express a considerable degree of ‘uninformed’ stances. ...
and I know that these are not reliable sources of information.” The opinion of the faculty staff on the poor system of information sharing is expressed in the statement, “Honestly, I am not informed of the steps that are being taken to build the assets of the university. Our administrators do not show genuine commitment to the people at the university, especially with regard to sharing of information and values. Apparently, the dissatisfaction among the employees and students at the university is rooted in the lack of information, but with the Irish people this lack of information is a defense mechanism against accountability. The Americans and British demand information for the purpose of learning. The Irish are more contented with the lack of information for the purpose of blaming. This is a major issue for the university. The responses of the faculty staff, mainly British and American, express discontentment with the administration of Americans and British, whereas the most positive opinions of top administrators originate from the Irish employees. This phenomenon is conceivably brought about by differences in cultures and values within the organization. The Effect of Cultural Diversity and Poor Information Sharing Practices on the University’s Organizational Values The Irish groups demonstrate greater power distance over the British and American personnel. The latter groups demand that they have the right to question or challenge those in authority. My interview reveals that a number of American and British faculty members believe that it is their duty to oppose those in the top echelons. This opposition occurs in person, in the form of debate. On the other hand, Irish personnel dislike opposing those in power. The more relevant the concern is to them, the
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