The Onion Model: Understanding Cultural Diversity in the Workplace
With the advent of globalization and growth in business in the modern times, diversification of business is a commonplace. This diversification leads to organizations involving cultural diversity in its workplace (Bowen et al. 2015). Such cultural diversity and heterogeneity creates potential situations of conflict and cultural miscommunication. The Onion Model provides a frame work for understanding the strategies that can be used to resolve such misunderstanding and conflict created within a culturally heterogeneous work environment. The model comprises of layers of culture such as Subjective versus Objective Culture and Dominant versus Sub Culture (Humphrey and Economou 2015; Guldenmund 2017). These layers help to understand the position of individual values and beliefs within the spectrum of cultural values within the organization, that is, where the individual values and culture lies between Subjective and Objective cultural perspectives and between Dominant and Sub Culture perspectives. The Trompenaars cultural dimensions comprise of seven levels that can be used to explain a culture within an organization which can be placed within the Onion model of culture (Frank et al. 2016). The Trompenaar Cultural Dimensions also helps to understand the nature of the culture in the organization, which can be used to identify whether the culture is Subjective, Objective, Dominant or a Sub Culture, therefore helping to place the culture within the Onion Model (Bertsch 2014).
Since I am from Nepal, I was able to use the onion model and the Trompenaar model to understand and explain the cultural traits, cultural dynamics and characteristics of the Nepali culture (youtube.com 2018a). Discussed are the important cultural dimensions that were identified:
Particularism: The Nepali culture is particularist as application of ideas and practices are significantly influenced by circumstances, and personal relationships are importance in the decision making process. Also status is of high importance in the Nepali culture, Due to this the people are proud of their ancestry and lineages. Moreover, situational awareness is very high in the culture and people.
Communitarianism: The culture is based on the strengths of the communities. The values of family, community, lineage and inheritance are important aspects that determine the position of the individual in the society and community. The Nepali people show pride over their cultural lineages and on the collectivist focus of the society. Such an attitude fosters group or collective efforts and also to support each other to maintain a strong and well bonded community.
Emotional: Nepali people are also very emotional, and they easily express their emotions to other, show enthusiasm in what they do and are very colorful in nature. Such a trait instills their interest in art, music and cultural festivals, and they like to enjoy themselves more.
Specific: The culture is also very specific in nature and involves large public spaces. People here are not hesitant to share their space with others, and are welcoming to guests. The close friends and associates additionally get to share the private space of people as well showing that the Nepali people values friendship and relations.
Ascriptive: Social status and values of individuals are often ascribed based on their origin, social position, age, career and family. However, the new generation is also achievement oriented and views their personal achievements as the indicators of their value and position in the society. Thus the Nepali culture is a mix of both Ascription and Achievements.
Trompenaars Cultural Dimensions: Exploring the Nepali Culture
Synchronous Time: The strong community values of the Nepali people also supports a sense of synchronous time, as individuals can often be involved in multiple activities simultaneously as a part of the group. This helps in a better group cohesion and allows individuals to assist each other in a better way.
External Direction: The Nepali people are also very much connected to their environment, living in harmony with nature and therefore oriented externally.
Statistical data on the demographics of a population are powerful indicators of the cultural dynamics within a society. Such information can help international managers (or managers of international organizations) to understand the cultural practices, values and beliefs of a society and how it can align with the organizational objectives or specific job roles. Thus, such information can be a key to the decision making process for the managers, as it helps them to understand to make relevant as well as culturally appropriate decisions thereby increasing the chance of the decisions to be accepted by people. Ensuring acceptance of the decisions also implies that such decisions would be met with least resistance and foster a more effective and quick implementation of such decisions in the workplace (Marsh and Farrell 2015; Moustafa et al. 2017; australia.gov.au 2018; abs.gov.au 2018).
Cultural Intelligence can be understood as the ability to understand or perceive the cultural views of others, interpret their behavior appropriately, relate to the cultural beliefs of others as well as work in a cross cultural environment more efficiently. This term is based on a framework to predict or measure intercultural performance of an individual or even an organization. A high level of cultural intelligence implies the possession of cultural competency, which allows an individual to work in a culturally heterogeneous environment. Cultural Intelligence involves several important factors that help in the development of the cultural competency. These factors include individual motivations to understand a culture that is different from their own, cognitive and meta-cognitive levels of the individual as well as individual behaviors (Ott and Michailova 2018; Groves et al. 2015).
Reflecting upon my own capabilities, I was able to identify that I have a high degree of cultural competency and cultural intelligence. I developed there capacities by interacting with people from diverse cultural and national backgrounds. Being from Nepal, I had the privilege of developing values for cultural identify and understand the values of family and community. The strong community values supported extensive socialization that ultimately supported the development of emotional and cultural intelligence in me. The social interactions were vital for me to develop understanding of the different cultural values, beliefs, attitudes and mindsets of people and understand their perspectives and point of view in a clearer manner. Furthermore, the culture of Nepal also inoculated in me a sense of appreciation towards nature and the environment. This factor helped me to appreciate the social environment, the diversity in society (youtube.com 2018b).
Wesfarmers have incorporated six important corporate values that has enabled them to gain success and supported its growth in a culturally diverse environment. Discussed below are these six values:
The Importance of Statistical Data in Decision Making
The first value is the ethical consideration of the organization which ensures that the organization abides by the ethical framework and use ethical practices in the workplace. This includes ensuring respect and regards to individuals from diverse cultural backgrounds, and preventing any biasness towards anyone. The second value is obedience and compliance to the legal obligations of the organization, ensuring that the business works within the legal framework. The third value is customer centricity, which allows the organization to focus on the needs and views of the customer to develop its business. The fourth value is to use respect while dealing with suppliers, which implies that the organization abides by strict code of conduct based on respect towards the suppliers and ensure that they feel valued for the role they play in the organization. The fifth value is to ensure respect and accountability of the employees, which implies that the organization treats its own employees with respect as well as hold them accountable for their behaviors. The sixth value is to ensure the organization actively contributes to the society and community from which it takes it resources from as a part of its corporate responsibility and develop a sense of corporate citizenship in the organization (Coal 2018; Rowe et al. 2014; Nwogugu 2016; Islam et al. 2016; wesfarmers.com.au 2016).
In the fast paced and quickly evolving corporate environment, competition is a constant factor, and employability skills are measured through the ability of an employee to continuously develop their skills and abilities in order to take more responsibilities and grow within the organization (forbes.com 2017). Employees that show high level of motivation and drive towards both personal and professional development are preferred by most organizations as such people can be delegated more responsibilities and also can motivate others to achieve their maximum potential. Another factor that increases employability skills of individuals is their ability to work hard and show accountability towards their work. I am certain that by developing such skills I would be able to make myself not only indispensable but also prove to be an asset of the organization by optimal usage of my potential in a way that supports and furthers the organizational goals.
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