Assessment: National Culture and Related Theories

Pages: 17 (5015 words)  ·  Bibliography Sources: 20  ·  Level: Master's  ·  Topic: Business - Management  ·  Buy This Paper


[. . .] The cultural dimensions presented by McSweeney are widely implemented at multinational organizations to manage their culturally dispersed employees (Kinasevych, 2010).

Risk Taking and Pro-Activeness:

Kreiser, Marino, Dickson, & Weaver (2010) have also criticized the five cultural dimensions by Hofstede. They believe that uncertainty avoidance and power distance restrict individuals from taking risks and have high aims in their lives (Lenz 2008). They argue that collectivistic cultures do not flourish in low power distance and high uncertainty avoidance atmospheres. The findings of Kreiser, Marino, Dickson, & Weaver (2010) suggest that individuals should be given a proper platform where they can take risks and contribute towards their organization's innovation. Individuals cannot achieve their high aims at the workplace if majority of their coworkers avoid risk taking and uncertainties (Gopalan & Stahl 1998).


Minor International is a Thailand-based hospitality corporation operating more than 1,200 restaurants and resorts and 30 luxury hotels in the Middle East, Africa, and Asia Pacific. Minor International was established in 1978 by William E. Heinecke. It is currently ranked among the most successful restaurants and hotels chains based in Thailand. Minor International has employed more than 30,000 employees from different cultures and nationalities. The company has a strong organizational culture, corporate values, and diversity principles. It recruits the best talent from the market in order to achieve efficiency in its business operations and customer services (Lenz 2008).

Minor International recognizes the importance of cultural diversity and strategic human resource management for its success and superior operational performance. Therefore, its business principles, vision, and corporate values speak the language of friendliness, care, and respect for the minorities which are an important part of its workforce (Minor International, 2013).


A culturally diverse workforce has a great influence on the organizational productivity and overall management practices. The most recent research studies suggest that organizations should give a major focus on diversity management in a view to gain a competitive advantage through their human resource. Since organizational culture is directly related to the behavior and actions of the people at workplace, the operational performance and productivity of organizations is largely dependent on the way these people engage themselves to the organizational culture and values (Kandola 2008). At Minor International, every new employee that joins its workforce becomes a part of its organizational culture by learning the core values and beliefs which are shared by the existing organizational members (Minor International, 2013).

Impact on the Employee Turnover:

The most significant impact of organizational culture can be seen on the employee turnover. A strong organizational culture supports employee retention strategies of the Management, i.e. when employee respect the cultural diversity at the organization's workplace, the minority groups feel quite comfortable working with these employees. As a result, they stay longer at the organization and work more dedicatedly. Converse to this situation, when cultural diversity is not respected at the workplace, minorities show absenteeism and low morale which results in high employee turnover for the organization (Levy, Taylor, & Boyacigiller 2010).

Employee Communication Patterns:

Organizational culture has a direct impact on the way employees from different departments interact with each other. When there is an effective communication in the organization, employees can easily share information and help each other in day-to-day tasks (Dowling & Welch 2008). The Management at Minor International ensures proper communication and coordination among its employees so that each task can be done in the most effective and efficient way. Improper communication can lead to conflicts and issues between employees (Lenz 2008). Therefore, the Management gives a special focus on making the horizontal and vertical communication effective for every individual employee (Klett 2010).

Employee Productivity and Performance:

Organizational culture impacts the employee performance and morale at work. When employees respect the cultural diversity, share information with their coworkers, support them in day-to-day tasks, and work together like a single unit; the organizations observe a significant improvement in their productivity. A strong organizational culture also motivates employees to work harder to achieve the organizational goals. These motivated employees consider themselves as an important part of the organization and feel happy to work for its success and prosperity.

Employee Participation and Feedback:

A strong organizational culture also supports the Management's approach to engage its lower and middle level workers in the decision making process. Being an important part of the organizational culture, employees feel happy to contribute in the small decisions (Dowling & Welch 2008). The Management asks them to give their valuable feedback on how it can improve its productivity and overall operational performance. Employee participation and feedback is also necessary to promote brainstorming among employees and get innovative ideas from them (Klett 2010).

Opportunities for Professional Growth:

Researches suggest that a strong organizational culture provides greater opportunities of continuous growth and development for organizational members. When an organization prospers due to its superior operational and financial performance over the years, the employees also find greater opportunities to grow within the organization. These opportunities also increase the training and skills development costs for the organizational members. The Management has to expend a greater amount on the development of their employees in order to make them equipped with the advanced knowledge and skills (Gopalan & Stahl 1998).

Impacts of Diversity Programs at the workplace:

In order to manage its culturally diverse workforce in an effective and well-organized way, Minor International runs various diversity programs. These programs support its efforts to achieve a competitive advantage through its human capital. The benefits which Minor International realizes from its diversity management programs include better marketing efforts, effective execution of strategies, creativity and innovative ideas from its employees, etc.

i. Better Marketing Efforts:

By running diversity programs, Minor International is able to improve its marketing and promotional efforts. For example, it trains its employees in different operational areas in where they learn the best customer services techniques, data analysis techniques, quality assurance procedures, and other ways to boost up the company's operational and financial performance. The employees find new ways to market the company's products and services in a more effective and cost-efficient way.

ii. Better Execution of Strategies:

These diversity programs also help the Management of Minor International in executing its strategies in an effective way. By assigning the right job responsibilities to the right organizational members, the Management is able to ensure that everyone in the organization is playing his best role for its success and prosperity. At Minor International, it is also believed that a culturally diverse workforce can perform better at the workplace as compared to the local workforce that only consists of members from one culture or region (Kandola 2008). These culturally diverse employees share their experiences and past exposure in the industry and recommend better solutions to the organization wide problems (Robbins, Judge, & Sanghi 2007).

Talent Management:

The diversity management practices at Minor International also help the Top Management in assigning complex targets to the most talented and skillful individuals. These practices help the Management in achieving its short-term and long-term goals in a more reliable way. The culturally diverse employees are also the biggest source of creative and innovative ideas for the organization.


A culturally diverse workforce consists of members that come from different cultural backgrounds, races, nationalities, and religious beliefs. These members collectively form a diverse organizational culture. When these members join the organization, they learn the values, beliefs, norms, rituals, and habits which are practiced by the existing members. Organizational culture is not just the way employees behave in a certain situation; it is basically the overall assumptions and habits which become the routine of these members (Robbins, Judge, & Sanghi 2007).

Similarly, a strong organizational culture is not made up by the actions of the leaders or the Top level managers; it is the collection of individual cultural backgrounds. Therefore, the strength of an organizational culture is largely dependent upon the cultural backgrounds of individual members rather than the mixed values from one or more cultures (Levy, Taylor, & Boyacigiller 2010).

Impact on Organizational Innovation:

In a strong organizational culture where individual cultural backgrounds are respected by the whole workforce, individuals can play a big role in organizational innovation and creativity (Robbins, Judge, & Sanghi 2007). It is widely believed that organizations cannot build a strong organizational culture if its members do not respect the individuals' feelings and beliefs (Dowling & Welch 2008). Therefore, it is vital for an organization to provide sufficient platform to its individuals where they can independently contribute towards its success and prosperity without facing any criticism from their coworkers (Lenz 2008). An organization where cultural diversity is respected by the organizational members, individuals perform better in their day-to-day tasks and come up with innovative ideas to resolve the management problems (Klett 2010).

Importance of Cultural Diversity:

A culturally diverse workforce is far more difficult to… [END OF PREVIEW]

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APA Format

National Culture and Related Theories.  (2013, March 7).  Retrieved July 18, 2019, from

MLA Format

"National Culture and Related Theories."  7 March 2013.  Web.  18 July 2019. <>.

Chicago Format

"National Culture and Related Theories."  March 7, 2013.  Accessed July 18, 2019.