The current workforce consists of people from different cultures based on their values and beliefs. Organizations cannot ignore that every employee has similar beliefs or anticipations. However, there is a need of having a widely diverse group come together to form a team, but the difference in culture can make the process challenging. As an organization, it is important to make sure that the employees understand different cultures hence can interact with clients and staff who are from diverse cultures. Therefore, to make sure that employees understand the concept of working with a diverse group, assessment based on culture have to be carried out (Čater, Lang & Szabo, 2013). The tools like diverse community questionnaire, and cultural assessment audits are commonly used to understand employee’s performance. The paper will address the assessment and influence of culture as it relates to the development of diverse groups of employees.
Cultural assessment tools
These tools are used to determine an understanding on the culture of a given group such as an organization. Through this, culture is described as a system of belief that is shared by more than one person within a given society. The belief system can be based on people’s feelings towards a task within an organization (Saillour-Glénisson et al. 2016). However, it can also occur towards the dressing code of some group of employees. Therefore, by collecting this information, the managers and leaders within the organization can make informed decisions to benefit the working experience of employees. These can be done by using tools such as questionnaire, and cultural assessment audits among others.
- Diverse community questionnaire
In a work environment, a questionnaire allows one to capture personal, cultural information from employees and customers to determine if the organization performs in a manner that is culturally fair. The questionnaire used in this case will be a document that asks people questions about what they know on different cultures. Some questions could be “Apart from your culture, list about ten cultures you understand?” “What are the differences in the cultures you have listed?” The answers can be analyzed to establish data that can be utilized to make organizational advancements (Saillour-Glénisson et al. 2016). For instance, the questionnaire can reveal employees’ understanding of different cultures which is important in developing a diverse group of employees.
- Cultural assessment audits
An organization can also decide to use an audit tool to capture facts on how employees understand different cultures. An audit checklist can be established to make sure that all areas are being evaluated. The policies and regulations in an organization should be evaluated to assess the language that promotes cultural fairness and makes sure that employees and customers from diverse backgrounds are treated fairly and equally. A visual view can be applied to the audit like checking to see the kind of interactions within the employees especially from diverse groups (Saillour-Glénisson et al. 2016). Essential areas to look at this point is whether they are there talk tone, attitude, and perception while working. The outcome of the audit can assist find out if the organization needs to make some modification as far as understanding of diverse culture is concerned.
Social culture is described as a set of customs, beliefs, and values that defines a given population. It defines the existence of various diverse groups in the current society both in society and works place. The belief of an individual is what guides his or her experiences in life. In addition, a belief that a person holds is an important part of their identity. It is apparent that most beliefs are laid on the grounds of religion, cultural and moral aspects (Nica, 2016). Therefore, as a result of diversity, every person is entitled to their own beliefs, attitudes, and values. It is essential to accept, understand and respect the fact that other people also have different values, attitudes and beliefs. However, a lack of understanding of colleagues culture had been a significant challenge in an organization. The challenge is based on the fact that no employee would fail to face situations at work that compromises their beliefs, values, and attitudes.
Diversity can reduce group or team cohesiveness and increase conflict between employees. The social culture resulting in diverse groups among the employees has been determined to be problematic. Culturally oriented employees have varying opinions, norms, values, and beliefs and when such employees are placed in a group setting to attain an organizational goal with mutual effort and collaboration, the differences and views can affect the development of unity. Research has also shown that this can result to reduce staff morale and productivity (Nica, 2016). The division among the employees based on culture has a drastic impact on the performance of an organization because it affects the spirit of teamwork. It is apparent that no organization can survive in the current society without a strong workforce.
Influence of social culture and diversity on organizational culture
Culture describes the personality of every organization globally and can be identified in ways which individuals and groups react to changing circumstances. Organizational culture can be located in every aspect of an organization; it is part of every manager and employee, their values, beliefs, and attitudes. However, the issues of cultural variations and their influence on the organizational culture became significant due to increasing multi-cultural diversity of organization’s employees brought the ongoing process of globalization and creating a global corporation (Chang & Lin, 2015). The differences in employee’s values, behavior, and beliefs that are founded on social cultures of every staff affect how management operations are viewed in an organization.
The primary role of organizational culture is to improve solidarity, cohesion, and solidarity, to promote employees enthusiasm and creativity, and to advance the economic efficiency of an organization. In a given workplace, employees in a social culture are expected to act based on their interest, and the objectives of the work should be planned in a manner that matches an individual’s interest (Chang & Lin, 2015). Therefore, as a result of social culture, organizations are always in the move to modify their culture to fit that of the employees. As a result of globalization resulting in the existence of a variety of groups, it is important for an organization to create an environment based on the interest of the workers as well.
The impact of culture in an organization can be overlooked. As a result of globalization, the need to develop and manage diverse groups of employees arises. Thus, one way to establish these groups is to assess their understanding of other cultures using cultural assessment tools. The information obtained can be analyzed to develop a framework to support diversity within the organization. In addition, it is important to understand the impact of social culture on the performance of an organization and its culture. Thus, as a result of the social culture, an organization must create an environment that suites employees values, customs, and behavior among others.
Čater, T., Lang, R., & Szabo, E. (2013). Values and leadership expectations of future managers: Theoretical basis and methodological approach of the GLOBE Student project. JEEMS Journal of East European Management Studies, 18(4), 442-462.
Chang, C. L. H., & Lin, T. C. (2015). The role of organizational culture in the knowledge management process. Journal of Knowledge management, 19(3), 433-455.
Nica, E. (2016). The effect of perceived organizational support on organizational commitment and employee performance. Journal of Self-Governance and Management Economics, 4(4), 34.
Saillour-Glénisson, F., Domecq, S., Kret, M., Sibe, M., Dumond, J. P., & Michel, P. (2016). Design and validation of a questionnaire to assess organizational culture in French hospital wards. BMC health services research, 16(1), 491.