(Solution) CIPD 7OS05 Workplace Cultures Varying Globally
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2.2 Workplace Cultures Varying Globally
Globally, workplace cultures vary globally in areas of maintaining, renewal and shaping organisations viability. According to Cheng and Groysberg (2020) with global teams offering cost savings and assisting organisations in accessing talents from around the world. Cultural differences and divergent expectations in workplace norms are a foundation of friction. The authors identified the workplace cultures varying nature as being characterised by individuals responses to change (flexibility versus stability) and people interactions (independence vs interdependence). In a different context, Nasaireh et al. (2019) adopted the Handy Model of Organisational Culture and identified workplace cultures as either including power, task, person and role cultures. For instance, in nations with a power culture, less people are involved in decision making particularly the leaders and business owners. This is with task culture inclusive of individuals working collaboratively as teams in making decisions with person culture possessing less structure and management with people primarily focusing on their individual careers as opposed to broader organisation needs. The role culture are manifested in organisations through what Personnel Today (2023) identify as staff being allocated with functions in line with skills possessed, qualification level, interest and specialisms. Hence, from the reviewed literature, it can be noted that culture is a critical tool/lever used to maintain, renew and shape organisation viability. As a best practice, Eriksson and Hägg (2016) recommended on the ned for organisations to treat all people in organisations with high respect and integrity, developing strong organisation culture with elaborate norms and values and recruitment of individuals linked with organisational values. This is while increasing their familiarisation of varying cultural differences when the cultures differ from the different countries.
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