Building a coherent cultural profile in a business


Culture is defined by various scholars. Hofstede in terms of culture, the mind apart from the other members of the collective programming of a human group. Interactive features that a normal total response to the environment affect human group.

Hofstade four main dimensions of national culture that can be ordered with the hierarchy of countries identified. By 1998, he confidently claims that specific identifying effective national culture of acceptance of his belief scale was such that a true change (1994 Sondeergaard) was.

Hosfstede defined these dimensions as follows.

Power distance- 'the extent to which the less powerful members of organizations and institutions expect and accept that power is distributed unequally '(hoefestede, 2000).

Uncertainty avoidance- 'intolerance for uncertainty and ambiguity' (hoefestede, 2000).

Individualism versus cooectivism- the extent to which individuals are integrated into groups' (hoefestede, 2000)

Masculinity versus femininity--'assertiveness and competitiveness versus modesty and caring' (hoefestede, 2000)

An organization's culture may reflect forms adopted by different organizations. These couid be:


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• physical infrastructure

• regular behavior, language, function

• Gender equality in pay equity

• quality and efficiency of key values and so on

• Philosophy policies that guides organizations towards the employees and customers.

• as the first customer "and" customer is king ', and the way employees deal with customers. None of these individually connote organizational culture, however, together, they reflect the organizational culture. Although organizational culture is the common property, it was found that large organizations have a dominant culture and a number of sub - cultures. Basic values shared by a majority of members of the organization formed the major culture. Therefore, when a really major thing that really talks about the culture of an organization's dominant culture reflects an organization's culture. Subcultures within an organization, the / / geographic operations department of the group is a set of common understanding among the members. For example, an organization's finance department may have a sub - culture, which is unique to the department than other departments than one. This means that this department on the core values of the organization's dominant culture will be some unique value. If an organization is a dominant culture is not only comprised of various sub - cultures, its effectiveness can be difficult to judge and there will be no consistency of practice between departments. Therefore, common or shared understanding of organizational culture is an essential component of the factor. Also, organizational culture exists at various levels.

Organizational culture levels

reflecting their own culture in an organization which comes in a number of elements. Three organizational culture tangible and intangible forms of culture based on the expression level can be seen.

1. At one level, organizational culture, material goods, technology and other forms of celebrations and rituals such behavior can be observed as the view.

2. Two levels there is greater awareness and internalization of cultural values.Organization in which people have been tried and try to solve a problem in the first trial.If the group is successful that there 'success' will be shared perception, cognitive changes, leading to changing perceptions of values and beliefs.

3. Level three represents the conversion process. The group has repeatedly said that the way the first had tried most of the time works, the "preferred solution" is and the underlying assumptions or effective value orientation is changed.

Types of Organizational Culture

Organizational culture can vary in a number of ways. These variations, an organization different from others. Some of the bases of discrimination are presented below:

1. Strong versus weak culture: shared organizational culture and organizational members, the degree of commitment among members to these core values strong or weak based on core values can be marked. Sharedness and high commitment, strong culture among its members in practice increases the chances of stability, while a weak culture of the members of each one of them opens the way to show the unique concerns.

2. Soft versus hard Culture: soft work culture where many organizations and conflicting goals of the organization in action can emerge. A soft culture some goals to employees who pursue personal or sectional interests to opt for the service. Welfare-oriented culture, people are held accountable for their mistakes but are not rewarded for good performance. As a result, employees consider work to be less important than personal and social obligations.

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3. Formal vs informal culture: Work culture of an organization to a great extent, is influenced by organizational culture and formal components: formal vs. informal culture. Roles, responsibilities, accountability, rules and regulations are a component of formal culture.


In the organization in study, compare and contrast the cultural differences between two organizations or parts of an organization, within one national culture (in home country or in the UK).

In any organization people, roughly the value of cultural theory, beliefs and preferences in connection with an organization's success is said to be directly describes. Cultural theory identifies three components of the word culture. The first refers to cultural bias values and beliefs. Second, patterns of interpersonal relationships as social relationships are defined. Social relations and cultural bias in the end we we a way of life (Thompson, 1990) to want to specify a viable combination.

Cultural theory notion that social relations and biases during the interactive dialogue, and strong interpersonal, the so-called compatibility conditions, social relationships and biases which are supposed to complement each other is based on. The viability of a way of life of a particular cultural bias and social relationships between a particular method depends on a mutually supportive relationship.

Like big market for the company to India and India in the south of the South different culture when compared to the rest of the people speak a different language in a country like such a diverse cultural theory, is said to maintain. The possibility of internal cultural differences of people out there like the Hindu calendar, which of course South Indian employees working in various non-South will do the rest according to celebrate the New Year. Cultural organizations are asked to maintain the gap diversified company has adopted the only way out.

Large amount of existing organizations with different cultures of countries like India to sell a product, such as some customers' feelings in a proper barrier should keep in mind before.

Muslims such as not eating pork forbidden in Islam to make sure that a big market out to be located in a Muslim area, they pork, which of course will reflect in the recruitment of internal staff also does not sell.


Explain the outcomes of a successful or unsuccessful attempt to integrate different cultures when the organization is working on a project, or in part of the organization (a department, branch, etc). You must justify your arguments based on solid theoretical underpinning.

When we talk about cultural change is a sign that directly or indirectly various theoretical thought and relationship management process should be used to manage change has been considered. These include as a contingency plan approach versus its been concluded that a contingency perspective to technological change (Jack, 1996) must be contacted. Casual approach to ongoing change recognized the importance of understanding behavioral aspects. Researchers increasingly turning their attention to their organizational culture change, cognitive and behavioral aspects of understanding has focused. Lack of attention to organizational culture failure often change (Denison, 1990) is cited as an important reason.

When comparing today to the changing nature of organizations, organizational culture is more important than recent days. Despite the increased importance of organizational culture has been seen that often has been criticized for two main reasons, the culture is taking a steady approach, the first to suggest that culture unchanged, bounded and fixed and Secondly, to express the culture, some conceptual thinking its only managers and general staff cultural distinction between the hierarchical mode. Within the organization has become questionable, the researchers revealed that there is competition for any organization in terms of beliefs and values (Hendrix, 1999) is likely to be a number.

On the other hand informal culture, tangible and intangible, specific and non - shared values, beliefs and assumptions of the specific manifestations. Organizational culture including artifacts this section, symbols, ceremonies, rituals, and stories about all the definitions of organizational culture are highlighted. Big Bazaar is a chain of department stores in India, currently with 75 stores. The Pantaloon Retail India Ltd, Future Group is owned by. Wal-Mart as it works on the model of the economy and many Indian cities and small towns have much success. Idea entrepreneur Kishore Biyani, Future Group's CEO, had pioneered. Currently Big Bazaar stores are only located in India. The largest and fastest growing chain of department stores and 2010 year-end (the web site mentioned on by being stored is 350.

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Many big market department stores and vegetable section of a grocery food market is called. Large metro market stores have a gaming area and play area for children's entertainment.

They very well in the context of India the coming information age changes the face of new cultural and social anticipated mission to bring people and computers together successfully adopted.

Your mission is to develop retail in detailed discussion which helps the organization commitment among employees through the development keeps pace with developing.Organization working to take a specific period to work out specific customer requirements for design teams is going to help. (Covey, 1994)

Team culture and openness are stressed a great deal. Big market, corporate culture, quality, creativity, and focuses on values such as customer satisfaction. Quality culture of continuous efforts of its management for internal and external customers, induction, socialization, reinforcement, innovation, and the results have been perpetuated through anxiety. Big market quality as the priority of culture to prevent mistakes instead of correcting them is as follows. (Robbins, 1992)

Quality efforts, results, which are rewarded are supported by. Employees are treated as intellectual capital and well looked after. Happy and committed staff to ensure customer satisfaction and have found them world-wide acceptance. Its products, services and software or procedures to monitor the quality of well-designed system is found. The stores work culture symbols, practices, organizational values, approaches such as culture has gone through all stages of development, and shared beliefs, and perhaps for this reason it is able to maintain.


Develop realistic and comprehensive strategies of communication, which address cultural differences of stakeholders including differences in beliefs, values, customs and language.

When we grow this market stakeholder stockholders, officers big market, big market, employees, communities, customers, suppliers, and competitors include talk about. All performing together and have a strategy which of course will address the cultural differences between all of the above contributes.

There is a lot of foreign stake holders who develop and contribute to the success of big markets are. Stake holder analysis is an important element in the establishment of a communication strategy. In order to effectively communicate the need to clearly identify what organizations say that they want to information and communication will result from what is wanted. (

To develop a comprehensive strategy to understand this very well and accept the differences between the various stakeholders and ensure that communication is suitable for groups involved in communication is important. Other important dialogue because of faith development, social responsibility, market transparency and that all the major markets like retail company will support the overall goal is to business ethics.(, 2009)

Changes in society and technology to new information about different shopping options, the system has brought about. Consumers are more concerned and inform the various different options available in the market, making it easier for them are. Thus the principle of trust and stakeholders believe that regulators should be set to the proper source for quality information are date should feel. (Denison, 1990)

Trust set up and ready to be an easy task, all management and all stakeholders must be proactive in its approach to communications regulator does not have any success is the key. Step approach of first establishing trust is to use appropriate strategies.

Managers of cultural institutions in the public sector towards the goals set out in policy statements are expected to work, so their knowledge and skills are critical to the success of policies. This major international organizations such as UNESCO or the Council of Europe, is accredited by the European Union. Referring to the anthropological concept of culture embraced not only art, but also ways of life, human rights, customs and beliefs, the culture, education, policies need to add in the fields of science, and communication UNESCO voiced Training the need for management.(Boyne, 2002)

Good management principles supported by much public art institutions, programs and projects as applied because the state must support all services. As the scope of cultural responsibility, should be widened build a broad, new awareness is even more necessary. Cultural Policy and Management training provided by the current curriculum does not meet this requirement. (Lewis, 1999)