Synergy is what happens when people from different backgrounds or groups work together towards something despite their differences, they find a common cause. “The objective is to increase effectiveness by sharing perceptions and experiences, insights, and knowledge.” (Moran, p.266) It is important while leading a group to exemplify the type of culture you would like to see amongst the team and it also helps if the company you work for does as well. “If the organization’s culture emphasizes employee participation through team management, the group microcultures are likely to reflect that system’s microculture.” (Moran, p.271) Islamic culture embraces this tactic.
Following a set of guidelines amongst a culture allows for synergy to take place. Islam has deep roots in their beliefs and applies them to their lives on different levels. “Islam, unlike many other religions, isn’t simply a religion—it is a way of life.” (PSU, Lesson 7, p. 2) If we review the qualities of a good manager according to Islam, we will see that many, if not all, of the qualities reflect those found in and taught their religion. Some are avoiding pride, work as an act of worship, always be truthful, seek and share knowledge and be just. (Moran, 2014)
It is clear to see that anyone who applies these guidelines to their own managerial practices will most likely be a good manager. This also creates a cultural platform for synergy to form. “Islam focuses its attention more on the individual people who manage or are managed, and less on the methodologies and processes of management. This is because Islam believes that it is the individual people that guide and apply these management methodologies and practices through their motivations, enthusiasm, desires and emotions.” (Moran, p.304) I can see how if you focus on the individual, you are able to get a better picture of how much they are absorbing, if they’re happy with what they’re doing and if they agree with the qualities that are being set out for them to follow. It also allows those in charge to make sure their environment allows for synergy to develop amongst the organization.
Because Islam is so rooted in their religion down to the ways of doing business, I understand how things may become difficult while doing business with anyone who is not from there. Not all countries route themselves so deep in their religion that it reflects in the way the do business. Many countries do not have the same religion. Most countries may have a dominate religion but are mostly a blend of many. This prevents or slows down the formation of synergy from developing through this platform. However, most genuinely good people have similar morals. They don’t necessarily have to be religious to maintain a similar mindset on that level. Perhaps this is why things are shifting in the Middle East.
Thankfully things are looking up for the future of collaboration in the business realm for the Middle East. “More people from the Middle East of all types are beginning to prefer collaboration with one another, even former enemies.” (Moran, p.331) In collaborating and creating synergy growth emerges. More business endeavours appear, more opportunities are created, and stronger relationships are formed. “Cultural synergy is about using the diverse perspectives of various cultures to create something that is greater than each individual culture.” (Lesson 6, p.4) “As iron sharpens iron, so one man sharpens another.” – Proverbs 27:17 The more we work together the better we become as individuals and the stronger we become united.
References:
Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences (9th ed.). Abingdon, Oxon: Routledge.
Pennsylvania State University (2019). OLEAD410: Leadership in a Global Context, Lesson 06: Cultural Synergy, Penn State World Campus, The Pennsylvania State University. Retrieved October 10, 2019, from https://courses.worldcampus.psu.edu/canvas/fa19/21981–15727/content/06_lesson/printlesson.html
Pennsylvania State University (2019). OLEAD410: Leadership in a Global Context, Lesson 07: The Middle East: Focus on Saudi ArabiaPenn State World Campus, The Pennsylvania State University. Retrieved October 10, 2019, from https://courses.worldcampus.psu.edu/canvas/fa19/21981–15727/content/06_lesson/printlesson.html
Tina Cermignano says
The challenge with creating synergy in global businesses is the diversity of all of the different cultures. It has been proven that when synergy is created in diverse organizations, they are more successful and profitable. Moran, Abramson and Moran define synergy as “a cooperative or combined action, and occurs when diverse or disparate individuals or groups collaborate for a common cause’ (2014, p.266). They key is in the diversity. It is easy to create energy when there are similar beliefs and cultures. Creating synergy in a majority Islamic workforce is easier to achieve because as stated in your post; Islam is not just a religion but a way of life, so there is already the common belief. This has happened in other cultures where there is a common strong religious belief in the organization. This common belief can be “a strong influencer that can take a company to the next level” (Heckstall, 2016). The problem is that the world becomes smaller and diversity in organizations continue to expand which means finding an organization with a large singular religious belief base, with the exception of organizations based in the Middle East., is becoming rarer and rarer. This does not promote the cultural diversity and the greater success of having synergy with the diversity and creativity or various backgrounds. Diversity in the workplace brings opportunity to analyze an issue at hand from a variety of perspectives (Martin, 2014). The end goal is to increase the diversity of the organization and create a synergy that will bring greater performance and success.
References
Heckstall, V., April 2016. Religion & Business: Can It Affect Your Profits? Business 2 Community. Retrieved from https://www.business2community.com/small-business/religion-business-can-affect-profits-01529483
Martin, G. C. 2014. The Effects Of Cultural Diversity In The Workplace; Journal of Diversity Management retrieved from file:///8974-Article%20Text-35123-1-10-20141121%20(1).pdf
Moran R., Abramson, N.R., Moran, S. (2014). Managing Cultural Differences, Ninth Edition. Routledge, New York, NY.