Synergy is the synthesis of what individuals in the group offer to the organization. It is about the whole being greater than the sum of its parts than individual parts (PSU, 2017). Synergy is a cooperative or combined action, and occurs when diverse or disparate individuals or groups collaborate for a common cause. Moran, Abramson, and Moran (2014) indicated the objective is to increase synergistic effectiveness by sharing perceptions and experiences, insights, and knowledge (p. 266).

Being part of a synergistic culture is rewarding and allows all that take part learn from each other’s perspectives. For instance, I work for a large global company and on the many teams and meetings I attend, there are no less than five languages and nationalities that are part of the process. In today’s organizations are set apart by how they adapt to persons that make up their organizations and how these employees communicate with others they do business with. In a domain where change is the standard, shared goals and accord should exist as a cultural norm. Oxford University provides a cultural communication quiz to assist professionals to determine how culturally aware and sensitive they are.

Alternately, I have been in a situation in which the work environment was made unbearable by a new manager that was ill-equipped to deal with people as well as to effectively perform the tasks of the job. It made all on the team wonder why this person was selected to serve on the team in the first place. It did not take long for mass conflict to ensue. In the end, was that of five people that were on the team only one remained. This person needed to remain because of personal issues, as they needed their medical benefits; yet, expressed they were disengaged and unhappy about the change on the team. The other four people left the organization and although may have enjoyed the work they did and the organization prior to the new manager, left the organization with poor evaluations of the company. In short, new people that enter a team must take the opportunity to learn cultural norms and be respectful to those norms so they will become effective to teams and thus the organizations they serve. In this case, endeavors to make or change an organization’s culture were useless.

Cultural communication methodologies may clarify how social impacts, both inner and outside to an organization, shape traditional cultures (Shockley-Zalabak, 2015). The idea that organizations are cultures in and of themselves is an essential one, because organizations develop, values, customs, and behaviors. An essential traditional culture approach, in this way, looks to comprehend a specific association as being constituted by the typical practices and attributions of significance of its individuals (Shockley-Zalabak, 2015). Deal’s and Kennedy’s initial investigations of traditional culture recommends that the culture of an organization is made by top administration for workers and understood in how the organization identifies with its condition (Shockley-Zalabak, 2015). In this point of view, traditional culture imprints the culture upon its employees, whereas, many employees see that changes to culture are difficult to address or change (Gunkel, Schlaegel, & Taras, 2016).

The classic example of this is the “saving face” tradition in collectivistic cultures that occurs via indirect communication (PSU, 2017). This custom is followed so that no one ever loses their reputation in public. But this behavior may not address the problem in an individualistic society, where direct communication about a problem is desired. Signs of managerial strength are seen differently in different cultures (PSU, 2017). For example, Americans tend to favor direct communication over that of Asian cultures who may use others in the organization to communicate messages to subordinates. Cross-cultural situations are almost guaranteed to generate constant conflict because of differing perspectives, not to mention possible language barriers and other communication issues that may lead to misunderstandings (Gunkel, Schlaegel, & Taras, 2016). Ultimately, synergy is about taking the talents of everyone in the organization and combining them into something greater (Moran et al., 2014). Cultural synergy is about using the diverse perspectives of various cultures and team members to create something that is greater than each individual culture.

In conclusion, cultural communication frameworks must consider hierarchical communication as dynamic, inside and outside of the organization. Organizations must consider, high-synergy cultures which tend to be highly cooperative, community-oriented, and have the good of all in mind (Moran et al., 2014). Typically, these societies are collectivistic in nature. Low-synergy cultures, on the other hand, tend to be more individualistic (Moran et al., 2014). They allow members of society to pursue individual goals somewhat at the expense of the group by allowing aggressive and competitive behaviors (Moran et al., 2014). This type of culture allows for more creativity and freedom of expression as there is not a dictator or ruling faction stifle people that exist within the organization or society.

 

References

Gunkel, M., Schlaegel, C., & Taras, V. (2016). Cultural values, emotional intelligence, and conflict handling styles: A global study. Journal of World Business, 51(4), 568-585.

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge.

Oxford University Press. (2017). Cross culture communication quiz. Retrieved from: http://global.oup.com/us/companion.websites/9780199747382/student/chapter2/tests/quiz/

Penn State University. (2017). Leadership in a Global Context, “Lesson 06: Cultural Sysnergy,” Retrieved from: https://psu.instructure.com/courses/1826457/modules/items/21654123

Shockley-Zalabak, P. (2015). Fundamentals of Organizational Communication, 9th Edition. Pearson.

 

 

 

The most essential ability that global professionals must develop is figuring out how to viably impart knowledge and listen to diverse audiences. Values, social norms, attitudes, stereotypes, social organizations, roles in a society, and languages skills are variables that affect one’s ability to competently communicate in a global context (Moran, Abramson, and Moran, 2014). To encourage relationships with people who do not share the same qualities, culture, or methods requires skills and sensitivities so that those cultural and social contrasts become assets, instead of liabilities (Moran, Abramson, and Moran, 2014). The complexities of cultural communication have been studied from the multifaceted practices and components that each culture presents (Penn State University, 2016). For instance, a global professional’s non-verbal communication and physical movements indicate dialectic ability levels when connecting with other cultures (Moran, Abramson, and Moran, 2014). Cultural communication from professions that operate in a global context speak to cognizant decisions in view of social inclinations based on the levels of egocentrism that one chooses to exhibit (Moran, Abramson, and Moran, 2014). Additionally, intercultural communication is challenging and the advent of electronic communication is even more challenging because of cultural context (Moran, Abramson, and Moran, 2014).

Research indicates that cultural similarities are a good measuring tool to base comfort levels of those who have the most in common (Gunkel, Schlaegel, & Taras, 2016; Moran, Abramson, and Moran, 2014). This also indicates that personality dimensions are universal to all humans regardless of their culture. “Self-interested (I/It) and altruistic (I/Thou) relations are two universal bases for intercultural communication” (Moran, Abramson, and Moran, 2014, p. 62-63). Human in all cultures resist communications where other’ interests are forced upon them (Moran, Abramson, and Moran, 2014). Nonviolent communication (NVC) methods are more compassionate in that the flow of communication is: observe, state feelings, state needs, make a specific behavioral request (Moran, Abramson, and Moran, 2014). This is a useful construct for those who want to increase their level of negotiating in cross-cultural communication interactions.

Those who are able to express their emotions in communications with those similar and in the global context are said to exhibit high levels of Emotional Intelligence (EI) (Moran, Abramson, and Moran, 2014). Beatrix provides an emotional intelligence assessment to determine one’s EI. Further, Gunkel, Schlaegel, and Taras (2016) indicate that emotional intelligence refers to individuals’ ability to recognize, use, and regulate emotions. They also found that culture is a strong indicator of emotional intelligence in individuals (Gunkel, Schlaegel, & Taras, 2016). Consequently, the ability to be culturally sensitive in handling of conflicts in organizations increases job satisfaction, positively affects work-related outcomes, and helps in training employees for international assignments (Gunkel, Schlaegel, & Taras, 2016). In conclusion, according to Moran, Abramson, and Moran (2014) emotional intelligence plays an important role in the ability of an individual to conduct negotiations in a constructive manner.

References

Gunkel, M., Schlaegel, C., & Taras, V. (2016). Cultural values, emotional intelligence, and conflict handling styles: A global study. Journal of World Business, 51(4), 568-585.

Meatrix. (2017). EI Assessment. Retrieved from: http://www.maetrix.com.au/meit/eitest.html

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge.

Penn State University. (2016). Leadership In a Global Context, “Lesson 04: Global Communication,” Retrieved from: https://psu.instructure.com/courses/1802572/modules/items/21179073

The discussion of diversity and inclusion is the salient topic of the day. There is much work for humans to do in understanding xenophobia, cultural diversity, and gender rights. For instance, Donald Trump’s recent travel ban on passport holders of Libya, Iran, Iraq, Somalia, Sudan, Syria, and Yemen indicate a xenophobic American stance against Islam and the outside world that could have diplomatic repercussions for decades to come (Collinson, 2017).

Notwithstanding, diversity describes the differences within and between. For example, “Diversity is about the differences between people whereas inclusion is the process of incorporating all of those differences” (Penn State, 2017). For instance, Indian people prefer to build relationships prior to discussing negotiations, have formal protocols, and a centralized decision-making system (Dana, 1996; Moran, Abramson, & Moran, 2014).

Although we have come a long way to understand each other’s talents and preferences, we have not quite afforded equal pay, for equal work to women. Equal pay rights for women are unfair and unjust. Thus, culture guides values, norms, and behaviors for men and women of each unique culture (Moran, Abramson, & Moran, 2014). Building diverse and inclusive business environments are built on diverse and inclusive communities.

One community that has a problem with building diversity and inclusion within its business organizations is South Bend, Indiana. It is not because the city does not have tremendous capabilities to glean talent from its vast array of citizenry. According to the US Census Bureau (2016) the racial statistics of the 101,516 residents of the city are: African-American: 26.6%, American-Indians: 0.5, Asian: 1.3%, Caucasian: 60.5%, Hispanic: 13.0%, Pacific Islanders: .1% and Two or more races: 4.2%. As a result, there is little infrastructure in the way of ethnic support to include grocery stores, entertainment outlets, and community structures such as: self-care shops, nightlife, and restaurants. Further, out of the 7,115 firms in South Bend only 5.1% of them are minority (US Census Bureau, 2016).

The general situation leading to a lack of diversity and inclusion are the historical realities of America (Takaki, 1993). The lack of diversity in communities such as South Bend, Indiana in prior years creates communities that are challenged to meet the needs of new ethnic groups that transplant to American cities (Diller, 1999). The problem is extensive according to citizens of South Bend, Indiana (Collinson, 2017). Multicultural persons of South Bend admit they have felt alienated and isolated (Collinson, 2017).  The significance of the problem is that a lack of a diverse workforce as a result of discrimination leads businesses to be less productive, not more. Incorporating diversity into the workplace increases performance and productivity which helps with retention when persons feel their workplace organizations encourage respect for differences (Gokcen, 20112). Further, Ely and Thomas (1996) indicated that a more diverse workforce increases organizational effectiveness. Diversity lifts morale and enhances productivity, thus a benefit for business (Diller, 1999; Ely and Thomas, 1996; Gokcen, 2012; ).

References

Collinson, S. (2017, January 30). Donald Trump’s travel ban fundamentally changes American history. Retrieved: January 30, 2017, from http://www.cnn.com/2017/01/30/politics/donald-trump-immigration-ban/index.html

Dana, D. (1996). Managing differences: How to build better relationships at work and home. Overland Park, KS: MTI Publications.

Diller, J. (1999). Cultural diversity: A primer for the human services. New York, NY: Wadsworth Publishing.

Domina, C. (2011). Our strength is in our diversity: fact or fancy? Journal of Diversity Management. First Quarter, Vol. 6, number 1.

Ely, R. and Thomas, T. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business Review. September-October 1996.

Gokcen, A. (2012). Diversity in diversity management. International Journal of Business and Social Science. Vol. 3, number 19.

Moran, R. T., Abramson, N. R., 7 Moran, S. V. (2014). Managing cultural differences (9th ed.). New York, NY: Routledge.

Pennsylvania State University (2017). Leadership in a Global Context -Diversity, Inclusion. OLEAD 410. Online course lesson, Penn State World Campus, The Pennsylvania State University. Retrieved: January 29, 2017, from https://psu.instructure.com/courses/1826457/modules/items/21654097

Takaki, R. (1993). A different mirror: A history of multicultural America. New York, NY: Bay Back Books.

US Census Bureau. (2016) State and county quick facts: South Bend, Indiana. Retrieved: http://www.census.gov/quickfacts/table/PST045215/1871000

Organizational culture is similar to national culture in that it is created by experiences that a group of people share (Moran, Abramson, & Moran, 2014); however, organizational culture tends to be less ingrained within people than national culture is (PSU WC OLEAD 410, Lesson 2).  However, lesson 2 describes ethnocentrism as the belief that one’s culture is better than others’ simply because one cannot see the world from the other culture’s viewpoint (PSU WC OLEAD 410, Lesson 2). Through education and global experiences one can begin to overcome ethnocentrism (Hofstede, 2001).

Another idea is also held within organizational cultures when different departments in an organization sometimes view other departments as not as productive or benefiting the organization.  A prime example would be the engineering department’s view of the production department as not being efficient or poorly executing the prescribed standard work procedures.

“Culture is the collective programming of the mind that distinguishes the members of one group or category of people from another,” which means that culture is the shared set of values and ideas of a group (Hofstede, 2001, p. 9). An organization’s culture should rarely change because its value construct should be based on core values.

People within the same organization share things such as jargon and beliefs about how work will get done that may not be the language or beliefs in other organizations, just as with nations and their cultures (PSU WC OLEAD 410, Lesson 2).   An organizations culture is its’ chief cornerstone.  Organizational culture is an organization’s way of life for those who are involved in it on a daily basis. The culture an organization garners is the essence from which these qualities flow with each process as requirements of the organization is managed.

References

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge.

Peace Corps. (n.d.) Cultural gaffes beyond your borders [Video file]. Retrieved from           https://www.peacecorps.gov/

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage Publications.

Penn State University World Campus. (2016). Lesson 2: Introduction to Culture. https://psu.instructure.com/courses/1802572/modules/items/21179054

I am Quinton L. Marks. My title is Sr. Quality & Mfg. Assurance Specialist for Honeywell Aerospace – Honeywell International, Inc. I am located geographically in the Midwest. My long-term goals are to build my consultancy to a world class business. My favorite leadership quote is: “People who want to resist and avoid adversity are cheating themselves. It is how you handle adversity that defines you as a person, as a golfer, and as a champion. I see guys out here all the time who let the littlest things undo them, undo their confidence, undo their motivation. I say, Get in there and play the game with some courage, man! It is part of the game to have bad times. It is built into it, I think, to weed the weak people out. Nobody has good times all the time, so get up and fight! Show me some courage! Show me some patience. Show me some determination, for goodness sake!” Gary Player and the 105% solution. I like this quote because it is encouraging and reminds me to strive for greatness.