Organizational Culture and Inclusion Strategy

Question: Discuss about the Organizational Culture and Inclusion Strategy. Answer: Introduction: Yes I agree with one fact demonstrated by McSweeneys view, which says that a questionnaire cannot properly define cultural dimensions and it is true that employees do not represent a country (youtube.com 2016). It is because a country is not limited within its business and numerical data acquired from questionnaire, further it could not show the exact cultural dimensions and atmosphere of a society. It is a fact, which definitely should be agreed as per the fact that a single questionnaire and data acquired from a single large business organization of a country are not capable of disclosing so many secrets of an entire country. It is because workers of a multinational organization do not entirely represent social and cultural aspects of a country (youtube.com 2016). However, in this respect it should also considered that a multinational organization behold work place diversity, which means people of different social and cultural background could work under one roof. Therefore, McSwee neys claim that employees of a big organization are not representatives of a country is not entirely acceptable. On the other hand, it is true that a single questionnaire is not capable of disclosing the entire dimension of a country. However, it should be also considered that responses against a questionnaire come from different people of different cultural and social background. Thus, it could not be ignored completely that questionnaires and responses against it could not show dimensions of a particular culture. However, I believe McSweeneys view about the fact that a single culture does not determine an entire population is true. It is because population of a nation is diverse (youtube.com 2016). More precisely, a population of a nation is created by different individual of different cultural background. Furthermore, different cultural background determines different behavioral aspects of a person. It means that actions of a population are diverse and is not characterized by single cultural aspects. Therefore, it is not an agreeable fact that a single culture determines whole actions of an entire population as actions of a population is determined by several individual cultures and social aspects. After viewing the survey results done by Hofstede on Australia (home country), it has been found out that Hofstedes views on national culture could not be neglected entirely. It is because the cultural dimensions represented by Hofstedes model discloses some of the chief aspects of the Australian population and the results shown by the model has not been determined or pursued for any particular culture. The Hofstedes dimension evaluated every aspect considering different cultures and different societies. Therefore, instead of the fact that McSweeneys views are compelling in certain aspects; the premises highlighted by Hofstedes model seem more valid. However, in this respect it is also to mention that if the dimensions and argument presented in the Hofstedes model is pursued by using a single questionnaire and by acquiring opinions from a single multinational company of Australia, then the approaches are not worth agreeable. Anticipating that possibility, the views of McSweeney would be more compelling. Yes, it has been encountered in organizational culture as an employee. As an employee, I have mostly come across the adhocracy and hierarchy culture. More precisely, as an employee of a multinational organization, I have come across various culture types. It is to mention in this respect that two individual kinds of working culture adhocracy and hierarchy has been experienced by shifting occupational designation from one particular organization to other. It has been understood that the corporate strategy concentrates on operations and production and the existence of corporate strategy is determined through organizational culture, which is the organic habitat. More precisely, the design of a corporate strategy depends on organizational culture. In terms of alignment between corporate culture and corporate strategy, it can be said that with the guidance of corporate values and attitudes, which part of corporate culture, corporate strategies accomplish the aim. Henceforth, it is to state that organizational culture is the medium for achieving the goal for the strategies. For example, if an organization follows the chief principles of adhocracy, which says that flexibility, empowerment of the employees and emphasis on the individual initiatives are essential for an organization, the enterprise can easily adopt any kind of changing conditions. Therefore, the organization would curve the strategies against the workplace change considering the employee empowerment and flexibility (Ostroff and Schulte 2014). On the other hand, when an organization follows the principles of hierarchical organizational culture, then it is to say that the organization believes in sharing work pressure in equal proportion to every internal department. Therefore, in time of generating strategies to meet objectives, the organization would give formulate policies that can involve all the departments of the enterprise (Lee and Kramer 2016). Therefore, it is to say that corporal culture affects the way the corporate strategies are being formulated. In other words, it can be said that without a distinct organizational culture, it is not possible to acquire a proper idea about formulating the right organizational strategies. Most significantly, an organization needs to build business strategies in order to fulfill its objectives and long-term and short-term goals, which are determined by particular organization culture. Therefore, it is to say that an organization could not succeed if it does not align its aims and objectives with its principle culture. Thereafter, it is easy to interpret that the proper alignment between goals and culture is dependent on the corporate strategies through which the aims are supposed to be accomplished. On the other hand, it is to remark that according to Ostroff and Schulte (2014), an organizations culture always trumps its strategies. Moreover, organizational strategies drive the focus as well as direction of the operations while organizational culture is the habitat, in which strategies of an organization lives. Finally, it is to say that a companys strategies lay down all the rules for organizational operations, while the organizational culture escalates the operations towards the success. At the same time, strategy is all about ingenuity as well as intent and corporate culture measures and formulates the engagement of the internal stakeholders and accomplished the execution. References Lee, Y. and Kramer, A., 2016, January. National Culture, Organizational Culture, and Purposeful Diversity and Inclusion Strategy. InAcademy of Management Proceedings(Vol. 2016, No. 1, p. 11858). Academy of Management. Ostroff, C. and Schulte, M., 2014. A configural approach to the study of organizational culture and climate. Youtube.com. 2017.YouTube. [online] Available at: https://www.youtube.com/watch?v=u_l84Dj2eXY [Accessed 15 Mar. 2017].