Organizational Behavior across Cultures Essay

ethnical differences are inevitable in the world of today the world is indeed an amalgamation of different finishs self-possessed of diverse attitudes and values. People act in reference to the heathen features that deposit them. The distinctive nature of cultures brings sharp differences that quite a little need to learn how to bed with, and embrace in their interactions (McFarlin & Sweeney, 2013). The most significant aspect is appreciating heathenish differences and development sensitivity towards cultural vicissitude. Without such, people from different cultural backgrounds often scram it hard to relate effectively, and this leads to conflict. organisational manner is an example of many realms that cultural differences affect. Whenever an organization has employees from different cultural orientations, it is evident that the interaction amongst them will strike cultural sensitivity in order to cultivate effective organisational relations.Literature Review In the wake of the globalization age, organizations are employing people from different cultures. Gelfand, Erez and Aycan (2007) assert that the importance of expatriates in the corporate world is change magnitude hence, people are crossing boarders to find employment in brand-new(prenominal) countries. Of course, this trend implies that different cultures will consent to connect and meet organisational objectives. Certainly, an organization should develop structures of embracing cultural diversity by support its employees to embrace sensitivity towards one another. In a cross-cultural environment, leading is significant in realizing coherence among the employees. This fosters a robust organisational behavior by instilling cultural sensitivity among the employees (Gelfand, Erez and Aycan, 2007). In reference to the depicted object study, toilet moves from Germany to the UAE for employment purposes. The culture at home is different from the culture in the UAE, thus he has to adjus t to the organizational culture of the new environment. This emphasizes the point that different countries have different cultural trends.Saunders (2010) highlights that culture is extravagantly embedded in values, norms and attitudes that defines it. Peoples personalities and behavior stems from their cultural trends and beliefs. Thus, the organizational culture of an organization is influenced by the collective and item-by-item cultural features of its employees. The unparalleled features of the employees affect the way they relate to each other hence influencing the organizational behavior (Saunders, 2010). For instance, a persons religious beliefs and approach towards creating familys have a huge impact on how he relates with other people. cultural differences have being a source of conflict among employees, as every(prenominal) one seeks to practice his or her identity (Saunders, 2010). In such instances, it is heavy to note that managing the conflict from a cultural per spective is paramount. Since cultural diversity is the cause of the discontent, it is essential to address the cultural differences in a executeable way. This will go a long way in creating a good environment for the employees.Based on the case study, it is true that Ahmad does not appreciate Johns insensitive nature to the culture of the UAE. As a devoted Muslim, Ahmad expected John to respect the month of Ramadan and arrogate to its rules because it is a significant religious practice in the UAE. The rude response from Ahmad surprises John because he did not violate the rules of Ramadan intentionally. Ahmad appears to uphold his cultural standards more than the professional standard, bearing in mind that John is his senior in the organization. Evidently, cultural differences have the capacity to influence the organizational behavior in an institution.organisational behavior in a cross-cultural environment requires the individual and collective responses from the employees. It is evident that cultural diversity is a universal phenomenon that has an huge influence in the organizational culture of organizations. Fischer et al. (2005) posit that without effective caution of cultural differences in an organization, it is certain that employees cannot develop feasible relationships to attain organizational goals and objectives. Fostering effective relationships in a cross-cultural environment calls for employees and the leading to enact cultural sensitive structures of adapting to the cultural diversity (Obinna and Farkas, 2011). Cultural knowledge is a significant element of embracing cultural diversity. Through cultural intelligence, an organization is able to appreciate the diverse cultural features in it, and work towards developing viable relationships aimed at achieving results. At the individual level, employees should develop stirred up intelligence in order to embrace and realize the beauty in cultural diversity. Valuing the cultural dimensions o f fellow employees is paramount in encouraging a vibrant organizational behavior in a cross-cultural environment.The selective information above is true in relation to the case study. After realizing that he had violated the cultural rules of the UAE, John responded well by apologizing to Ahmad. Moreover, Ahmad besides apologized to John for being rude and for not considering that he was from a different cultural background. The effective communication that ensued was vital in establishing a good relationship between John and the other employees. Cultural sensitivity was instrumental in developing efficient relationships in the organization.Conclusion Indeed, cultural diversity is a global trend that is not only unique to the UAE, but also to other parts of the world. It is important for the management of companies and organizations to manage cultural differences in the right way in order to build strong and efficient relationships among employees. This calls for embracing cul tural diversity and valuing the contributions of every employee in an organization.ReferencesGelfand, M.J., Erez, M. and Aycan, Z. (2007). Cross-Cultural Organizational Behavior. Annual Review of Psychology, 58 (479-514).Fischer, R., Ferreira, M.C., Asmar, E.R., Redford, P., and Harb, C. (2005). Organizational Behavior across Cultures. international Journal of Cross-Cultural Management, 5(1) 27-48.McFarlin, D. B., & Sweeney, P. D. (2013). International organizational behavior transcending borders and cultures. New York Routledge.Obinna, A.K. and Farkas, M.K. (2011). Cultural Conflict Management for Firms and Organizations. International Journal of Business and Management Studies, 3(2).Saunders, M. (2010). Organizational trust a cultural perspective. New York Cambridge University Press.Source document