After learning about cultural synergy this week, I was curious to know more about the subject in a global context. Upon research, I came across an article regarding leadership in cultural synergy in Europe that was quite interesting. Harris described, “Synergy is cooperative or combined action. It occurs when diverse or disparate individuals or groups of people collaborate in a common cause. The objective is to increase effectiveness by sharing perceptions and experiences, insights and knowledge” (Harris, 2004). This concept was very familiar to me as a leader myself. The ability to perform better by working together in a somewhat unified way has always proven to be quite successful. My former corporation ran several retail companies in both the US and the UK. However, our companies could not be any different.

 

In the article Harris discussed high and low energy societies which was quite beneficial when deciphering how synergy translates in other cultures. For example, “A high-synergy corporation is one in which employees cooperate for mutual advantage because the customs and traditions of the corporation or organization support such behavior. In this non-competitive atmosphere, the individual works toward his or her betterment as well as that of the group” (Harris, 2004). My prior organization was very much like this and we all worked toward the greater good of our company. A lot of this is connected to the culture of the company which is built upon integrity, sincerity, and a family feel. Allowing for everyone to play a part and feel important. There was also a commission factor for all sales people. Our managers also owned a percentage of the entire store they ran. All of this enticed members to be accountable to the business and more connected to the needs of the business. There are many organizations in retail however that do not operate like this, such as the one we operated in the UK.

 

The retail company we ran in the UK was built with a salary compensation structure for all people. There is no incentive to sell more product. They also do not have a long standing heritage like the American retail company we operated. For instance, “A low-synergy business is one that is ruggedly individualistic, insisting on going it alone. It avoids partnerships and agreements with other entities, and finds it difficult to adapt too quickly to change. Employees are not empowered – often systems and policies are more important than the customer or the people. Managers impose “their way” or organizational culture upon others, often to their mutual detriment” (Harris, 2004). Organizations that function through a very individually driven environment create less team work. However in Europe this structure works better. Our employees in the UK have more stable income because there is no fluctuation in commissions earned. This is a perfect example of how

 

Works Cited

Harris, P. R. (2004). European Leadershipn in Cultural Synergy. Emerald Publishing. Retrieved from Emerald Publishing: https://search-proquest-com.ezaccess.libraries.psu.edu/docview/225420349?pq-origsite=summon&accountid=13158