Defining Culture PDF

Defining Culture ================ A culturally diverse workforce has long been an important reliance on the tourism and hospitality industry. As defined in the Merriam-Webster dictionary, **culture** pertains to the customary beliefs, social forms, and material traits of a racial, religious, or soc...

Defining Culture ================ A culturally diverse workforce has long been an important reliance on the tourism and hospitality industry. As defined in the Merriam-Webster dictionary, **culture** pertains to the customary beliefs, social forms, and material traits of a racial, religious, or social group. It also refers to a set of shared attitudes, values, goals, and practices that characterizes an institution or organization. Culture is the social glue that helps hold the organization together by providing standards for what employees should say and do. It is a sense-making, control mechanism that guides and shapes employees' attitudes and behavior. Culture is constantly created and changed as groups of people socially interact with one another, allowing cohesion between people from distinct organizations or departments, work as a connection factor. Inter- organizational relationships, and organizational cultures, rely on trust, commitment, communication, learning, ways to perceive and cope with reality, and shared meanings and symbols (De Anca & Vasquez, 2007). Organizational culture represents a perception that the organization's members hold in common. The **dominant culture** expresses the *core values* (the primary or dominant values accepted throughout the organization) that gives the organization its distinct personality. For instance, Zappos' (an online shoe and clothing retailer based in Las Vegas, Nevada, United States) culture values customer care and dedication over speed and efficiency, which explains Zappos executives and employees' behaviors (Robbins & Judge, 2018). In addition to each organization's dominant culture, **subcultures** (mini cultures within an organization, typically defined by department designations and geographical separation) tend to develop in large organizations in response to common problems or experiences a group of members faces in the same department or location. Most large organizations have a dominant culture and numerous subcultures. It is the shared meaning aspect of culture that makes it a potent device for guiding and shaping organizational behavior. It is possible to differentiate between strong and weak cultures. If most employees (responding to surveys, for instance) have the same opinions about the organization's mission and values, the culture is strong; if opinions vary widely, it is weak. In a *strong culture*, the organization's core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment, the stronger the culture and the greater its influence on member behavior. A *weak culture* exemplifies otherwise. The culture that should be existing in the tourism and hospitality industry is known as **service culture**. This culture anticipates guests' needs and renders services accordingly before they ask for it. Guest satisfaction must be the topmost priority for any tourism and hospitality professional. Culture defines the rules of the game in an organization. - It has a boundary-defining role: it creates distinctions between organizations. - It conveys a sense of identity for organization members. - It facilitates commitment to something larger than self-interest. - It enhances the stability of the social system. A strong culture supported by formal rules and regulations ensures employees will act in a relatively uniform and predictable way. Today's trend towards dispersed organizations makes culture more important than ever, and ironically more difficult at the same time. When formal authority and control systems are reduced, the culture's shared meaning can point everyone in the same direction. In *virtual organizations* (institutions that work remotely), the lack of frequent face-to-face contact makes establishing a common set of norms very difficult. Strong leadership that fosters a strong culture by frequently communicating about common goals and priorities is necessary to make organizations more adaptive and innovative in the tourism and hospitality industry. **Organizational climate** refers to the shared perceptions that organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational level. When everyone has the same general feelings about what's important or how well things are working, the effect of these attitudes will be more than the sum of the individual parts. A positive organizational climate has been linked to higher customer satisfaction and organizational financial performance, as well. Dimensions of organizational climate have been studied, including innovation, creativity, communication, warmth and support, involvement, safety, justice, diversity, and customer service. There are several findings managers can use to improve their organizational design and team-building plans (Robbins & Judge, 2018). For instance, a new airline or hotel employee who comes across a diverse organizational climate will feel more comfortable collaborating with coworkers regardless of their demographic backgrounds. The organizational climate also influences the habits people adopt. If there is a safety climate, everyone wears safety gear and follows safety procedures even if individually, they would not normally think very often about being safe. Studies have shown that a safety climate decreases the number of documented injuries on the job, like those in kitchens or aircraft. Cultural Categories and Dimensions ================================== In a study by Fons Trompenaars (a Dutch organizational theorist, management consultant, and author in the field of cross-cultural communication), he conceived culture as to how organizations resolved a range of universal problems that could be divided into three (3) categories: a) those that arise from relationships with other people, b) those that arise from the passing of time, and c) those related to the environment. - **The concept of self:** individualism versus collectivism - In an **individualistic culture**, the individual puts their needs before those of the group. For an individualistic person, the best form of guaranteeing the group's welfare is to make its members self-sufficient. The general values appreciated by the group are those related to self-sufficiency and self-confidence. In general, the individuals tend to have a distant behavior at the emotional and psychological level. - In a **collectivist culture**, a person's identity depends on the individual's role in the group, whether the group is represented by the family, the team, work, and the like. The success and survival of the group guarantee the welfare of its members. The individual normally puts the group's needs and feelings before their own, believing this to be the best way to ensure their survival. Interdependence and harmony among members of the group are the most appreciated values. The group members are psychologically and emotionally close, but distant to those who do not belong. - **The concept of obligations:** universalism versus particularism - **Universalist cultures** apply absolute concepts in certain situations independently of circumstances or particular situations. One must always try to apply the same rules to similar circumstances, like the concept of fairness in treating everybody the same way, without exception for families or friends. The person has to set aside their personal feelings and analyze a situation objectively. This is true also on occasions where families or friends become guests in the airline, hotel, or restaurant where the tourism or hospitality professional is employed. - **Particularist cultures** have no absolute concepts, and the way the individuals behave depends on the circumstances. Each person will behave with their family and friends in the best way possible, believing that everybody else will receive the same protection from their group members. - **The concept of time:** monochronic or polychronic - **Monochronic.** For people with a monochronic concept of time, time is almost tangible; they talk of it as something that you can "find," "save," "fritter away", or "lose." Monochronic people have some of the following traits: - Only do one thing at a time - Concentrate on their work - Take time commitments seriously (deadlines, appointments, and the like). - Do not depend greatly on context and need information - Are committed to their work - Follow plans to the letter - Avoid bothering others; respect rules of privacy and are considerate - Show great respect for private property; seldom borrow or lend - Are accustomed to short-term relationships - **Polychronic**. People with a polychronic concept of time do not consider it tangible and pay more attention to human transactions than calendars. Polychronic people have some of the following traits: - Do many things at the same time - Are easily distracted and suffer from interruptions - Consider time commitments as objectives to be achieved if possible - Depend greatly on context and already have the information they need - Are committed to people and human relationships - Change plans easily and frequently - More concerned about those who are closely related (family, friends, and colleagues) than privacy - Show a tendency to form lifelong relationships - **The concept of control:** activism compared to fatalism Cultures differ in their perception of the relationship of the individual to the world around them. They differ in their perception of the influence that a person can have on the exterior world and whether the can manipulate external forces and their destiny. The two (2) extremes of this dimension are represented by fatalist and activities attitudes. - In an **activist culture**, control is in the hands of individuals. There are very few givens in life, and most of them can be manipulated and therefore modified. There are no limitations to what a person can achieve if they really commit themselves and make the necessary effort. Life is what each person makes it. - In a **fatalist culture**, control is not in the hands of the individual. Some aspects of life are predetermined and inherent things. There are definite limits beyond which nobody can go and circumstances that cannot be changed and should, therefore, be accepted. **Cultural dimensions** influence our perception of time and space, and our way of relating to others. This, in turn, affects our way of exercising authority and working in groups and other fundamental aspects of an organization. According to Geert Hofstede, a well-known Dutch social psychologist on his research about cross-cultural groups and organizations, these five (5) cultural dimensions learn within the family or at school are inherent in the perception of the human adult and determine behavior in the workplace (Braedel-Kühner, C. & Müller, A.P., 2016). - **Power distance**. This dimension refers to the degree that the members with the least power in the organization accept and expect an unequal distribution of power. It suggests that the inequality that exists in a society is accepted both by its leaders and members. - **Individualism versus collectivism**. At the extreme of *individualism*, we find organizations where the bonds between people are loose. In these societies, all individuals are expected to look after themselves and their immediate family only. At the extreme of *collectivism*, we find societies where their members form strong, cohesive groups from the moment they are born; these are often extended families, including aunts and uncles and grandparents, which continue protecting each other in exchange for unconditional loyalty. - **Masculinity versus femininity.** Studies show that some cultures are dominated by masculine values, such as domination and control. On the other hand, other cultures can be identified as feminine, where typical feminine values such as sensitivity and concern for others are predominant. - **Uncertainty avoidance**. Uncertainty avoidance refers to the tolerance that society shows to uncertainty and ambiguity and, therefore searching for the truth about humanity. It indicates the degree to which a culture programs its members to feel comfortable or not in situations that are not highly structured. These unstructured situations are new, unknown, surprising, and different from what normally happens. Cultures that are averse to uncertainty try to reduce to the minimum the possibility that these types of situations will arise by applying laws and strict rules and adopting precautions and safety measures. - **Short-term orientation versus long-term orientation**. The fifth dimension was identified in a later study based on a questionnaire designed by Chinese scholars, in which 23 countries took part. The power distance and aversion to uncertainty dimensions are undoubtedly the two (2) that have the most influence over organizations' management styles. Both help to answer two (2) fundamental questions: - Who should have the power to decide? - What rules and procedures should be followed to reach the desired outcome? The cultural dimensions identified by Hofstede served as a foundation for the development of numerous studies in different areas of management (motivation, leadership, relationships between superiors and subordinates, the sources of an existing power in an organization), and the structure and the culture of the organization. The categories and dimensions discussed are not rigid and change according to the circumstances and internal and external pressures. As a result, in the same country or even in the same organization, different characteristics may be present simultaneously due to the diversity of elements that coexist in our companies today. The perspective of cultural complexity suggests organizations' culture is more complex, diverse, and intrinsically contradictory. It is now highly unusual for all the members of an organization to belong to the same culture, or subculture, as a person can identify themselves by gender, ethnic origin, their role as a parent or spouse, their sports club, their profession, department or division, their trade union, their geographic region, their industrial sector, and their country or region. All these possible cultural identities can simultaneously influence the cultural context of an organization. Diversity is the vehicle through which nature adapts, competes, and evolves. The existence of diverse elements in a group, particularly in the tourism and hospitality industry, can be its salvation when environmental conditions change. Traditional ways of seeing things no longer guarantee survival. Being a woman does not automatically mean that someone is sensitive, in the same way that being Italian does not necessarily mean that someone is polychronic. However, the characteristics of sensitivity and being polychronic are real, and tourism and hospitality managers must know the advantages and disadvantages of an employee who is sensitive or polychronic, and knows how to utilize them to the benefit of the organization, independently of the label we put on these feminine or cultural traits. In a labor market context, differences in gender, culture, and personality are even more marked. In a changing economic environment, it is not easy to decide which style of behavior is the most appropriate for the company: a multifaceted person capable of generating work rapidly in many directions, or a monochronic planner focused on details and capable of producing rigorous work. Ideally, each person should be capable of both approaches, and training helps each acquire the other's skills. Nevertheless, while people are being trained to be more complete beings, they must learn to respect and complement differences.