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Socialization as a process of learning
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1) Background
Organizations evolve and develop by the combination of the knowledge, skills, and abilities of its member intending at the corporate objectives in order, to gain competitive advantage, increase their market share, augment performance, foster creativity, improve financial results, and a multitude of other dimensions to maintain their sustainability. One of the essential elements to permit the growth of the organization and its personnel is to foster the sharing of tacit and explicit knowledge in an environment favourable to the transfer of know-how and the attainment of ultimate organizational learning. This is done through a process of observing, reflecting, and acting (Hedberg, Wolff, 2001, 537) or socialization, externalization, combination, and internalization (Nonaka, Toyoma and Byosière, 2001, p495). The process of creating knowledge is crucial to the development of any corporation, they have to learn to solve problems and guided by a shared vision to create superior value for all partakers. Knowledge is found in a dual form, tacit know-how embedded in actions, practices, and experience that are not formalized, explicit knowledge is articulated and formalized and can be transcribed in documents, manuals and database (Tsui-Auch, 2001).
Hofstede (1980) have developed the theory of Cultural Dimensions establishing five principal elements to measure the society culture clout on the values of its members. This influences the behaviours of the individuals inside the organization and often determines the group interaction and its outcome. Those five dimensions are, power distance (PDI), individualism/collectivism (IDV), uncertainty avoidance (UAI), masculinity/femininity (MAS), and long-term orientation (LTO). In th...
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...hanism. Psychological and cultural barriers can have a negative effect on the creative process of a corporation and reduce the hypothetical competitive advantage developed through the activity of knowledge creation (Levinthal, March, 1993). It is important to understand the consequence of the collectivist and high power distance on the social interaction of the member of an organization in constructing the tacit and engraving the explicit knowledge of a firm. Millennials are forming the next generation of workers that will accept leading position, it is crucial to understand how they are viewing the creative process inside an organization and how they are interacting with other groups. In demystifying the dynamic of the team dynamic in organizational learning, general management principles and the firm involvement with their staff will benefit from this experience.
Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Second Edition, Thousand Oaks CA: Sage Publications, 2001
Geert Hofstede’s research in this area has been largely accepted as the standard for understanding culture within nations for study in many different disciplines including sociology and management research, among others. His studies because of their vastness in scale, gathering data from more than ”60,000 respondents in seventy different countries,” makes his research extremely reliable and foundational to research in this area (Hofstede, 1984, 1991, 2001).”
In the website provided I do not found the name of my country in the in the section available to select country, even if I can’t provide any data from the website, I will try to speak about the 6 traits (power distance, Individualism, Masculinity, uncertainty avoidance, Long term orientation, indulgence) considered to analyze the countries culture.
Value systems across cultures can help to explain the differences in behaviour amongst people from different countries (McCort and Malhotra, 1993), which tend to stay with people over time. There are many different cultures and in order for an organisation to be successful, they need to take many different into account to ensure that they are successful in different countries and cultures. Cultural values appear to have considerable effects on management decision making processes (Clark, 1990; Ken, 1985; Picken, 1987; Shane, 1988; Swierczek, 1991). Culture is defined as “the set of distinctive spiritual, material, intellectual and emotional features of society or a social group, and that it encompasses, in addition to art and literature, ways of living together, value systems, traditions and beliefs” (Unesco, 2002).
To successfully implement valuable knowledge management, it must mimic the organization development and be an exerted effort that is “planned, organization-wide, and managed from the top, used to increase organizational effectiveness, incorporate planned interventions and behavioral science knowledge” (Avtgis, Rancer, & Liberman, 2012, p. 284). Without the incorporated strategies, knowledge management cannot be enhanced or shared. In line with my support of knowledge management, the appreciative inquiry approach to communication and organizational development is appropriate. Through appreciative inquiry, organizational stories can bring knowledge management. Scholars recognize that these stories bring value of “organizational intelligence…that organizations can utilize…to promote organizational development” (Avtgis, Rancer, & Liberman, 2012, p. 295). By selecting the appreciative inquiry approach, a focus on the organization’s success and individual moments of quality work highlight what they are “doing right.” These moments, stories and successes can be translated into emphasizing the best parts of the organization. These are the parts that need to be pulled, shared and translated into knowledge management, sharing the “best of the best” of the
Hofstede has identified five different cultural dimensions. These dimensions include power-distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance and lastly long term orientation. According to Hofstede, power distance is the first dimension which translates to how all individuals in a society aren't equal and there is a decent amount of inequality when it comes to the division of power. The second dimension involves the theme of individualism which translates to the degree of interdependence as well as how we identify ourselves in terms of "I" or "We". Additionally, Hofstede states that in individualist societies we tend to look only after ourselves and our blood family, however, in collectivistic societies individuals identify themselves as part of groups and take care of each other in exchange for loyalty. The third dimension would be masculinity/ femininity. A high score would translate to a masculine culture which demonstrates a culture driven by competition, achievement and success. On the other hand, a low score which demonstrates a feminine culture shows that the dominant traits involves caring for others and quality of life. The fourth dimension involves uncertainty avoidance which translates to how a society deals with not knowing how the future is going to turn out. This amount of vagueness brings about anxiety and different cultures deal with this issue differently. The fifth and final cultural dimension according to Hofstede is long term orientat...
Cultural Differences in Hofstede’s Six Dimensions According to Professor Geert Hofstede, dimensionalizing a culture requires a complex analysis of a multitude of categories including differing nations, regions, ethnic groups, religions, organizations, and genders. Hofstede defines culture as "the collective programming of the mind distinguishing the members of one group or category of people from another". Throughout his many years of contribution as a social scientist, he has conducted arguably the most comprehensive study of how values in the workplace are influenced by culture, leading to the establishment of the Six Dimensions of National Culture. From this research model, the dimensions of Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long Term Orientation, and Indulgence are defined according to their implication on individual countries, which when comparatively examined provide a broad understanding of cultural diversity as it relates to the workplace. Identification and Definition of the Six Dimensions In initially defining each of Hofstede's dimensions, a foundational understanding of the six categories is established, from which a greater understanding of different cultures can be built off of.
The affect the four dimensions by Hofstede, power distance, uncertainty avoidance, masculine/femininity and individual and collectivism have on organizational show in all cultures and cross culture.
Basically, Hofstede’s cultural dimension is divided into five dimensions along which national culture could be described: power distance (PDI), individualism-collectivism (IDV), masculinity-femininity (MAS), uncertainty avoidance (UAI) and long-term orientation versus short-term normative orientation (LTO).
In order to survive in the competitive environment of today’s business world, it is imperative for organisations to cope with uncertainty and unrest. The strategies pertaining to survival /coping are the result of accumulated/ acquisition of new knowledge that occurs through learning (Bhaskar & Mishra, 2014). An organisation’s ability in learning, applying and spreading new insight has been persuaded as the fundamental strategic capability (Fiol & Lyles, 1985). Bontis et al. (2002) noted that in order to continue to exist in today’s complex environment, organisations must learn efficiently and effectively. The rate at which individuals and organisations learn is the leading source of competitive advantage (Stata, 1989). Thus, learning is pondered
According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation.
Hofstede defines culture as the “collective programming of the mind distinguishing the members of one group or category of people from others.” (geert-hofstede.com) Through Hofstede’s six dimensions of culture he comprehensively describes the cultural aspects of a society. These six dimensions include; power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, long term orientation versus short term, and indulgence versus restraints. These cultural dimension rank each country on a scale from one to one
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Learning is defined as a measurable and the act or the process of acquiring a relatively permanent change in a behavioural tendency through knowledge, skills and experience. People learn in their lifetime. The learning process continues throughout our life and it is the first step in becoming an outstanding performer. In today’s rapidly developing world, if you do not keep learning, you are not standing still, you are falling behind. This is not only applied to individual, but also for the organizations. But here comes the questions: Is individual and the organization can learn? In order to answer this question, we need to imply the use of the theories and ideas and also discuss how the culture, group and emotion of the individuals or organization will affect the learning organization.
Hofstede, G. (2001). Culture’s Consequences : Comparing Values, Behaviours, Institutions & Organizations across Nations (2nd ed.). USA, Sage.