At the beginning of this course, we talked at length about personality, temperament, and individual psychological aspects of the members of teams. However, the aspect of culture is critical to understanding the manner in which people operate in organizations. In your posting, please discuss the following:
1. Define culture and describe how an individual's culture impacts how individuals operate in an organizational environment.
2. Give a personal example from an organization with which you have worked on how individual culture has made an impact and how you have observed leaders and followers react.
Sample Answer
Culture, both national and organizational, profoundly shapes how individuals perceive their roles, interact, and make decisions within a work environment.
1. Defining Culture and Its Organizational Impact
Definition of Culture
Culture is the shared system of beliefs, values, assumptions, and norms that guide the behavior of a group of people and are transmitted from one generation to the next.
Individual Culture (National/Ethnic): Refers to the deeply ingrained values learned from one's nationality, ethnicity, or region (e.g., preference for hierarchy vs. egalitarianism,
Organizational Culture: Refers to the specific set of values and behaviors within a company or institution that dictates the way things are done around here (e.g., speed of decision-making, formality, risk tolerance).
Impact of Individual Culture on Organizational Behavior
An individual's deeply held national or ethnic culture impacts organizational behavior in several critical ways:
Communication Style: Some cultures favor high-context communication (relying heavily on non-verbal cues, shared history, and implied meaning, often indirect), while others prefer low-context communication (explicit, direct, and literal language). A low-context individual (e.g., American) may see a high-context individual (e.g., Japanese) as evasive, while the reverse sees the low-context individual as rude.
Attitude Towards Authority (Power Distance): Individuals from high-power distance cultures (where hierarchy is respected and rarely challenged) may be reluctant to question a manager's decision or offer candid upward feedback. Conversely, those from low-power distance cultures expect and may demand to participate in decision-making, potentially seeing strict hierarchy as inefficient.
Time and Deadlines (Monochronic vs. Polychronic): Monochronic cultures (like German or Swiss) view time as linear and prefer to focus on one task at a time, strictly adhering to schedules. Polychronic cultures (like some Latin American or Middle Eastern cultures) view time as more fluid, prioritize relationships over schedules, and comfortably handle multiple simultaneous tasks. This clash can lead to significant friction over project management and meeting attendance.
Team vs. Self (Individualism vs. Collectivism): Individuals from collectivist cultures prioritize group harmony, consensus, and the well-being of the team over personal achievement. Those from individualistic cultures prioritize personal rewards, direct credit for their work, and self-reliance, which can affect performance reviews and incentive