It is crucial that the organization accepts the unique values and beliefs of others and adapt to the different behaviors that come along with the different cultures (Swallow, 2013). Communication is vital when dealing with cultural differences because no one is willing to address where the problem is rooted from. It is necessary to talk and deal with each culture communication style because you will be able to meet the needs of others, become sensitive to feedback, and adapt to the changes. This paper will address the risks working with Polish community, how it was an advantage to work in the different cultures, how the Polish reacted to working with the U.S., and what recommendations can be given to strengthen the Polish work habits. Body
The cultural differences, risks, and difficulties the Polish faced compared to the U.S. included: selecting a manger, age and seniority, wages, and team goals. The Polish faced issues with selecting a manager because the felt those employees that were hired should be managers immediately, when the U.S. makes the employees go through training and ensure that they are qualified for the position. The Polish associated the word manager with higher merits that other employees in the organization without the training needs of manager and using only basic knowledge to get them through (Cullen & Parboteeah, 2011 pg. 75). The Polish felt comfortable with just applying basic information to meet the organization needs, but what happens when faced with a dilemma that requires you to answer cultural concerns. The U.S feels it necessary to be qualified in this area to answer and address the concerns of the diverse environment.
The second issue was age and who qualified to be considered as a manger. The Polish thought that age plays a major point in getting the job done in reference to be knowledgeable of how to handle responsibility in the organization. The Polish gave authority to young individuals quick which was troubling to the employees that had been with the company for a while. The Polish organization saw a problem with a young individual being given seniority rights when they were incapable of understanding things on an adult level because of their age. The Polish employees became reluctant to listen to a young manager when the boss would be younger than them it was unnecessary and foolish to think the older Polish employees would listen (Cullen & Parboteeah, 2011 pg. 75). The third issued that faced the Polish and U.S. employees were the salary and what should be public and private in the organization. The Polish felt it necessary to know what others was grossing and compare it to others in the organization, when the U.S believed that this was a private issue.
The Polish liked the system because they were able to compare themselves to others in the organization and see if the employees they were working with on the level was making more or less than them. The U.S managers felt that it was unethical to share the salary information with others because it didn’t define the culture of the organization. This is what happens when organizations cross cultural boundaries and they are faced with different beliefs, values, and morals. The fourth issue that the Polish faced compared to the U.S. was working as a team to achieve the organization’s goals. This posed a challenge for the Polish managerial experiences because they were still using a state controlled system and the U.S based their decisions to better the society as a whole. The Polish felt it necessary to resolve problems with their own interest at heart and not pay attention to the needs of other in the organization. When you only think about your own good, it hinders the organization from reaching success as a team. It does focus on team building skills and lacks structure that is needed in every organization whether working independently or as a joint venture. The Hofstede dimension model can be helpful to the Polish community by applying human resource management skills to their operation, leadership styles, multinational assumptions, decision-making and organizational design, and building a strategy to assist in daily operations.
The Polish can address the human resource management skills by selecting qualified workers. This will require them to train individuals and ensure they are knowledgeable of the core concepts of being a HR manager. The Polish organization will also have to evaluate the employees for managerial position and promote employees that meet the requirements for the position of a manager. Polish organization workers will then decide on how to compensate the qualified individuals and differentiate the pay from other workers. Every employee that is working there should not be on the same level meaning there should be different employees over different departments but working as a unit to achieve the organization’s goals. It is important for the Polish to choose a leader based upon how they behave to situations in the organizations.
Key questions that will help choose a great leader for the organization is can they handle responsibility as a leader and do they understand the concepts of the organization being different? It takes knowledge and understanding to be set apart from others in the organization because a leader has more responsibility to delegate more tasks in the organization to other employees. Being a multinational joint venture, it is required to know how individual’s beliefs will affect how others work in different cultures. This is important in this case because the Polish and U.S. have different views but still worked together as a team. It can help or harm an organization’s productivity by not acknowledging their beliefs and norms. We may have different views but they can be combined to educate others about the way we operate business.
Another way the Hofstede model can help this case, is by designing the organization and making better decisions as a group. Structure is important to the function of an organization. If there is order within the organization, then more organizations will be willing to invest in you. It will also build trust between the organization, employees, and other businesses. Strategy is vital to the success of the organization because it has to be strong for an organization to remain competitive in the global market. Managers are chosen because they are able to make the best decisions for the organization and capable of delegating it to the employees to ensure business keeps operating. The 7d cultural dimension model helps organization understands the culture barriers that organization may face. The challenges that Polish and U.S. employees face deals with how they relate to each other and ho relationships can be formed between them.
The 7d model address issues that include: universalism or particularism, collectivism or individualism, neutral or affective feelings, achievement or ascription, the orientation of the society, and having control or accommodating nature aspects (Cullen & Parboteeah, 2011 pg. 89). The Polish can use the 7d model to help them learn from the ways and beliefs of the U.S. and build strong alliances to tackle the competition. It is easier to deal with people when rules apply, but what happens when other characteristics are involved like feelings, personality, ethics, and personal beliefs. The Polish and U.S. are different in culture but they still found ways to teach each other their cultural beliefs. The institutional explanation on how the Polish reacted to the U.S style of management was positive but the Polish was very stereotypical of the ways the U.S. managed the organization. The Polish were skeptical because of the culture differences that didn’t allow them to look beyond the differences. The U.S didn’t enter the joint venture with a takeover plan but how they could work with the Polish community and learn their customs, values, and norms. Both are strong businesses that made a powerhouse combination when differences were set aside to work for the greater good of the business.
The Polish were not as enthusiasm because they had no idea what the intent of the U.S was but the still remained positive about the business decision. In cultural differences, attitudes play a major role in attracting managers to joint ventures. You want to ensure that everyone is comfortable in the environment and the focus will remain on what is important in the organizations. Joint ventures take equality measures to make organizations operate because they have different ethical backgrounds. The recommendations I can state for the joint venture to keep operating in positive direction would be for the Polish to continue take notes form the ways U.S operate. If they are taking notes from the U.S the Polish will have a stable structure and business plan that will attract more businesses that want to deal business with them. The Polish employees have a hard time trusting people and they are assuming that they are going to do something wrong.
You have to give people the opportunity to prove themselves worthy in the organization. I find that the Polish organization is reserved on many issues that may hinder their ability to function as a stand-alone organization. This only suppresses the strength of the organization to deal business globally and effectively. The advantage that can be gained from the Polish cultural differences to build a stronger organization would be that the Polish are passionate about getting ahead which means they take business serious and has no room for mistakes.
Most organizations fail because they form friendships and not an employee/manager relationship. When the business becomes informal in practicing business, the organization will lose structure and the foundation will become unstable. I think that if the organization was more aware of the surroundings, most businesses would survive in the global arena. Many organizations tend to take the feedback as criticism and not turn it into beneficial information for the organization. The voice of the community is crucial when meeting the needs of the consumers. The Polish made it known what and how they operate giving their competition strength by capitalizing on their weaknesses. The Polish are familiar with the way their culture operates which is foreign to other competitors. That is an advantage to them working in the same cultural ream, but it can be a disadvantage to joint ventures that are willing to work together. That why it is important to understand cultural barriers and make it works to their advantage. Conclusion
In conclusion, an organization can operate in a multinational business arena if they develop cultural intelligence in a corporate environment. It will maximize the potential of the organization and motivate the staff to achieve the success of the organization. Understanding the cultural differences can be used as a tool to boost their image and get their name heard across the globe. When organizations gain cultural intelligence, they will maintain the competitive edge in business. It will be easy for the Polish to use the Hofstede and 7d model to add structure to their business. It will give them core concepts to follow to be successful in the future and it will attract other businesses to their organization. It is important for managers to understand the concepts of cultural behaviors and how it will impact their ability to function in the global arena. When managers are knowledgeable about the cultural differences, it will increase the productivity of the organization. Organizations will be able to adapt to the changes and perform the required skills. Always remember to have a successful business, you must be respectful of other cultures and not be self-centered to the cultural barriers.