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Impact of cross lifestyle on organizations

Keywords: cross traditions communication research, cross way of life impact

Jump to:

Part 2: Lifestyle in Communication: Literature Review

Part 3: Research Overview

Part 4: Data Research:

  1. Communication Styles
  2. Distance Factors in Communication
  3. Leadership Styles in Organizations
  4. Gender Factors in Organizations

This paper assesses empirically the effect of cross culture problems on Digital home PVT LTDs managers and staff performance. In undertaking the analysis, stratified random sampling was employed to choose 50 employees who’ve been working in the business in various positions. Relevant data were collected by using a structured questionnaire. For further evaluation of the questionnaire Microsoft Excel and SPSS (Statistical package of social technology) had been used.

The findings demonstrated that cross cultural problems brings about communication, era and gender among the Digital House PVT LTD.’s workers, which resulting raising conflict among the employees, arising unclear messages, and discrimination with both genders, hence leading company to lessen in their performance. Predicated on these results and findings, ultimately it had been recommended that Digital Residence to lessen unclear message, discrimination by giving priority to both gender and keeping great internal communication system within the company.

Chapter 01

1.1 Backdrop of the study

Culture can be defined as the norms, beliefs, informal values and the structure of behavior of a person (Alvesson , 2002, p.5). Furthermore Alvesson (2002) justifies that, "Culture may be the creation of meaning through which humans interpret their activities and guide their actions." Cultural concern can eminently impact on the agencies success. More often researchers demonstrates that it’s the glue of the organization, Which functions as a compass which directs an organization to its destination (Tharp, no 12 months). Cultural issues are very common problems all over the world. The cultural concerns can occur in many different ways according to the size, area and the custom culture of this organization. These cultural problems sometimes occur even as a result of attitudes of the staff members.

According to the experts’ organization (Digital Home), there are different people from different backgrounds working therefore cross culture is a essential issue in the organization thus developing a cross-cultural competence boosts the people’s mindset or the point of view (Walker, Walker and Schmitz, 2003). Moreover the Current situation of Digital home (DH) in line with the top operations is having cultural concerns within the business. This gradually comes with an impact of the effectiveness of the business. In addition, monitoring this issue suggest that the major cultural problems involved are communication, age and gender.

Hence this research is carried out to explore the impression of the problem of communication, era and gender on organizational efficiency. Besides, the researcher will check out and analyze the reason for cultural concerns within the organization and how it impacts on the corporations performance and how to overcome the hurdles to keep a balanced customs within the organization.

1.2 Problem Justification

The 3 main areas of cultural effects that contain been selected to this research are communication, years and gender. Whilst analyzing the three main concerns it might be understood that they have significance impact on the business. For instance Communication may bring problem in 2 ways which can be referred to as a language trouble or distance trouble. Language difficulty means the employees may have problems in speaking different languages. Distance problem refers to you see, the distance of communication from one country to another. For example: if the business wants to find out about a specific order or merchandise in Japan then it isn’t that simple to communicate simply just as we think, definitely the process will take time. In other words we can say it’s less comfortable to communicate overseas while compared to our own country. The reasons will be the following:

  • Language ought to be familiar.
  • Planning must be done before communicating
  • Professionalism should be shown by our communication
  • The correct communication method ought to be used to communicate.

So these are some important problems to be considered before the communication starts.

Then next we are able to discuss about the gender problems. This is also a very common problem which predominantly occurs in religion smart. For EG: if we have digital house into consideration some Muslim females are not comfortable to communicate with male employees. Which means this problem can cause insufficient communication which can lead to poor planning and lots of misunderstandings within the business itself.

Then another problem in gender will be gender discrimination. This might be an internal effect which is caused by the business itself. For EG: in line with the digital house they have significantly more males while when compared to females. This could be gender discrimination. The dilemma arises why the management can’t recruit females as the top managers. Whilst taking Digital house into consideration they recruit fewer females to the managerial roles, since the top managers perspective is that female employees are less efficient. Thus this can affect the organizational performance as it goes on.

Then finally getting into the age factor, this is also another major cause to the drop of product sales. The Digital House contains many personnel at different age ranges which cause internal problems. For EG: when it comes to a decision making older people managers think the young people are less intelligent and they’ll be overlooked when decision making is performed. So this is a very bad signal practiced by the company. Actually the young blood will have better innovative ideas given that they know perfectly about the technological part. But whereas the more mature people in the business won’t have the level to think very deeply about technologies.

So obtaining the plans and ideas from the young blood vessels people is essential to improve the performance of the organization. Put simply all age groups ought to be cured as the same to overcome the problems in the organization. This will help them to make effective decisions and you will have a much better understanding among one another.

1.3 Research topic

"An investigation into the way the cross culture problems of communication, time and gender difficulty can have an effect on the organization performance?"

1.4 Objective

This exploration is carried out

  • To explore the effect of cross cultural issue of communication, age and gender on organizational effectiveness.
  • Analyze the theoretical concepts of cross cultural dissimilarities in individual tendencies, managerial responses and attitudes.
  • To evaluate how cross cultural problems may result in misunderstanding of individuals regarding conflict collaboration

1.5 Research testmyprep.com questions

  • How does conversation affect organizational performance?
  • How does get older affect organizational performance?
  • How does gender have an impact on organizational performance?
  • Does the cultural concern continually be positive or adverse to the organization?

1.6 Need for the study

Cultural issues within an organization are silent killers on the business sales. Actually it will depend on the cultural issue specific issues can affect the organizational effectiveness in a great manner. It’s the organizations top managers’ responsibility to appear deep on to these issues also to bring a solution for this. It is important to them to understand the sources of cultural effects within an organization and why they occur. Nevertheless through this research it will help the managers to recognize the problems and improve the employee’s condition to a better standard where the employees are clear of cultural effects. And also it’ll make the management to believe deeply to turn out with positive suggestions to solve the cultural effects in a positive manner which will make the organization to be constant without the failures.

Chapter 02

2.1 Culture

Culture in the analysis of international relations may be defined as the posting and transmitting of consciousness within and across national boundaries, and the cultural strategy as a perspective that pays particular focus on this phenomenon. (Hofstede, 1980). Culture is the expression of human ideals. It could be very intense and conscious, as in art things and performances or religious practice. It can be pervasive and comparatively unconscious, in the rituals of food, the use of time or family group celebrations. It embraces the extremes of the spectrum and everything between. Tradition is everything we don’t have to do to survive – but are compelled to do to feel human being. (Schutz, 1970). Culture or civilization, used its wide ethnographic sense, is that complex full which include knowledge, belief, art, morals, law, custom, and any other capacities and behaviors acquired by gentleman as an associate of society.

Schien (1985) justifies Customs identifies the pattern of human activity and the symbols that give significance to these activities. Culture manifests itself in conditions of the art, literature, costumes, customs, language, faith and religious rituals. The persons and their routine of life constitute the culture of an area. Cultures vary in the several elements of the world. They will vary across the terrain boundaries and the diversity in cultures effects in the diversity in persons all over the world. Culture also involves the system of beliefs held by the people of the spot, their principles of lifestyle and their moral ideals. The patterns of habit of the persons of a specific region also form part of the region’s culture. The word ‘culture’ that hails from the Latin term, ‘cultura’ produced from ‘colere’, means, ‘to cultivate’. Hence how the thoughts of the masses inhabiting a particular region are cultivated, in some way determines the lifestyle of a region.

Montserrat-Howlett (1992) says that Culture is shared, where we imply that every customs is shared by a group of people. Based on the region they reside in, the climatic conditions they thrive in and their historical heritage, they form a set of values and beliefs. This group of their principles of lifestyle shapes their traditions. No tradition belongs to an individual. It is rather shared among many persons of a certain the main universe. It belongs to a single community rather than to any single individual. Way of life is learned. The users of a culture show certain ideals, which condition their lives. Generations figure out how to adhere to these ideals and guidelines. Traditions propagates through generations, which adopt their aged customs and traditions as a part of their culture. The ideals they bottom their lives on is usually an integral part of their culture. Cultural ideals are imparted from one generation to some other, thus producing a continual of traditions that are part of culture. The dialect, the literature and the artwork forms pass across generations. Tradition is learned, comprehended and adopted by the younger generations of society.

Robbins

(2003) noted there are seven key characteristic which are the simple of an organizational traditions, thus giving a clear picture on organizational tradition and the understandings of employees and how they are likely to behave. The characteristics are:

  • Innovation and risk taking. The degree to which employees are encouraged to be impressive and take risks.
  • Attention to fine detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
  • Outcome orientation. The amount to that your management focuses on results or outcomes instead of on the tactics and processes used to attain those outcomes.
  • People orientation. The degree to which operations decisions consider the effects of outcomes on people within the business.
  • Team orientation. The amount to which work actions are organized around clubs instead of individuals.
  • Aggressiveness. The degree to which persons are intense and competitive rather than easy going.
  • Stability. The degree to which organizational actions emphasize maintaining the status quo as opposed to growth.

(Robbins, 2003, p.525)

2.2 Components and characteristics of culture

Oak (1951) justifies that whenever it involves the elements of the culture it would be the following. The language, other kinds of expression as as well the thoughts and thoughts of the persons, their interpersonal and cultural norms, their ideas and beliefs are the basic components of culture. For a highly effective transfer of culture from one generation to some other, it needs to be translated in terms of symbols, which signify the cultural values of a community. Vocabulary, art and faith form the machine of symbols that render a deep meaning to culture. Despite the efforts of the older generations to transfer their cultural ideals to the forthcoming generations, many tend to remain unaware of their culture. Folks are often found to have an incomplete knowledge of their culture. People rarely know their culture completely.

A gradual change is characteristic to nearly every culture. Cultures are at the mercy of change. Culture loses some of its traits and benefits new ones. The aspects of culture that change change across societies. With the duration of time, new technologies emerge, different modes of work come up, cultural thinking undergoes transitions and so does culture. Every traditions changes in time although the charge of change of every culture varies. Studies have brought out a fact that no customs can remain in isolation. There is hardly any social community that’s completely isolated from the rest of the world. Every culture therefore is mainly influenced by cultures of the surrounding regions. Cultural values are inclined to be influenced by the values of communities in close vicinity. The cultures, which emerged through the same periods of time often, show particular similarities. Contemporary times have witnessed an mixture of cultures. Cultures happen to be blended together giving go up to shared cultures.

The author believes that it is our moral responsibility to comprehend our culture. There exists a need to study our cultural values and ideals, which were shaping our society. It’s important to have value and satisfaction for our culture. There exists a need to peep in to the past which has shaped our present.

2.3 About cross culture and communication

The term cross-cultural implies conversation with persons of diverse cultural, ethnic, racial, gender, sexual orientation, religious, era and class backgrounds. Cross-cultural interaction is a process of exchanging, negotiating, and mediating one’s cultural differences through terminology, non-verbal gestures, and space relationships. It is also the process where people express their openness to an intercultural knowledge. (Zurcher. 1965).

Cross culture can be experienced by a worker who is used in a location in another country. The employee must learn the dialect and culture of those around him, and vice-versa. This can be more challenging if this person can be performing in a managerial potential; someone in this job who cannot effectively communicate with or understand their staff’ actions can reduce their credibility. In an ever-expanding global economy, cross culture and adaptability will still be important factors in the business community. (Meadows, 1965) says this is of cross-cultural is based on the impact that customs has on an individual and his community, and the effects of this impact when different cultures are mixed. The culture when a person is raised has a significant role in shaping his values, morals, behaviors and attitudes. These characteristics impact what sort of person thinks, and what his overall mind-collection is toward the world around him. When a person is met with the rules and ideals of a several traditions a cross- cultural conversation takes place.

The key to effective cross-cultural communication is expertise. First, it is crucial that people understand the potential concerns of cross-cultural connection, and makes a conscious effort to overcome these concerns. Second, it is important to believe that one’s efforts won’t always be successful, and adapt one’s behavior appropriately.

For example, you need to always assume that there is a significant probability that cultural variations are creating communication problems, and become willing to show patience and forgiving, rather than hostile and intense, if problems develop. You need to respond slowly and carefully in cross-cultural exchanges, not really jumping to the final outcome that you know very well what is being thought and said.

Schutz, (1970), justifies that active listening can sometimes be used to check this out-by repeating what one thinks they heard, one can confirm that one understands the conversation accurately. If words are being used in a different way between languages or cultural organizations, however, even active listening can overlook misunderstandings.

Often intermediaries who are familiar with both cultures can be helpful in cross-cultural communication circumstances. They can translate both substance and the manner of what’s said. For instance, they can tone down good statements that would be considered appropriate in a single culture however, not in another, before they receive to people from a culture that does not talk together in such a strong way. They are able to also adapt the timing of what is said and done. Some cultures maneuver quickly to the idea; others talk about other activities long enough to establish rapport or a romance with your partner. If discussion on the primary topic begins too soon, the group that requires a "warm up" first will feel uneasy. A mediator or intermediary who understands this can make clear the difficulty, and make suitable procedural adjustments.

However Bell (1976) believes that sometimes intermediaries can make communication even more difficult. If a mediator is the same tradition or nationality among the disputants, however, not the other, this gives the looks of bias, even though none exists. Even though bias is not intended, it’s quite common for mediators to be more supportive or more knowledge of the person who is of his / her own culture, since they understand them better. Yet when the mediator is definitely of a third cultural group, the potential for cross-cultural misunderstandings increases even more. In this case participating in extra discussions about the procedure and the way in which of carrying out the discussions is suitable, as is extra time for confirming and re-confirming understandings at every part of the dialogue or negotiating process.

2.4 The layers of culture

When it comes to culture it can be categorized into several layers the following.

2.4.1 The outer layer: explicit products

(Geertz, 1973), the explicit culture may be the observable truth of the language, food, buildings, homes, monuments, agriculture, shrines, market segments, fashions and art. They will be symbols of a deeper degree of culture. Discriminations mostly start this symbolic and observable level. For EG: if we visit a group of Japanese managers bowing, we will be obviously observing explicit way of life as the sheer action of bending. Nevertheless, if we ask the Japanese "why carry out you bow" a question they might not welcome since it’s their classic culture.

2.4.2 The middle layer: norms and values

The above culture reflects deeper layers of cultures, the norms and values of a person group. Norms are the mutual sense an organization has of what’s "best suited and wrong". Norms can develop on a formal level as written laws, and on a casual level as sociable control. Values on the other hand, determine this is of good and bad and are therefore closely related to the ideals shared by an organization.

A culture is relatively steady when the norms reflect the values of the group. When this is simply not the case, there will most likely be considered a weakened tension. While the norms, consciously or subconsciously, give us a feeling of this is certainly how I normally should behave. Ideals give us a feeling of this is usually how I aspire or desire to behave. (Kluchhohn, and Strodtbeck, 1961) says a value serves as a criterion to determine a decision from existing alternatives. It’s the concept a person or group has about the desirable. For instance, in a single culture people might buy into the value. "Hard work is essential to a prosperous society. The behavioral norm sanctioned by the group could be, usually do not work harder than the other associates of the group because afterward we would all be expected to do more and would end up worse off. Here the norm differs from the value.

For EG: some Japanese might claim that they bow because they like to greet people, that is clearly a value. Additional might say they don’t really find out why except that they carry out it because the others do it also. Then we are talking about a norm.

2.5 Importance of culture

The cultural values of a network give it an identity of its. A community gains a personality and a individuality of its own, due to the way of life of its people. Culture is shared by the people of a community. It really is learned and passed from the older technology to the newer types. For a powerful transfer of culture in one generation to some other, it must be translated into symbols. Dialect, art and faith serve as the symbolic method of transfer of cultural ideals between generations.

Culture is relationship that ties the persons of region or community together. It really is that one common bond, which brings the persons of a community mutually. The customs and custom that the persons of a network follow, the festival they celebrate, the kind of clothing they wear, the meals they eat and, most importantly, the cultural ideals they stick to, bind them together.

Culture sometimes appears as system of social control, wherein people shape their standard testmyprep.com and habit.

The cultural ideals form the founding ideas of one’s existence. They influenced one’s guidelines and philosophies of life. They influence one’s way of living and thus impact social lifestyle. The need for culture lies in the actual fact that is a link between people and their value system.

2.6 The impression of culture on business

In this world we’ve millions of businesses and out of these millions Digital house can be among the business which is located in Srilanka. Different business make a difference them with numerous cultures. As we’ve come across a long way we clearly understand the meaning of culture and how bad it can be at certain times to businesses.

Lawrence, & Lorsch, (1967) believes that even with experienced international companies, various well intended general applications of control theory have turned out badly. For EG: pay for performance has in most cases been a failure on photography equipment because there are particular though unspoken, rules about the sequence and timing of prize and promotions. At the same time international managers have it difficult because they must operate on a variety of premises at anybody time. These premises arise from their lifestyle of origin, the customs in which they will work and the traditions of the business which employs them.

In every culture on the globe such occurrence as authority, bureaucracy, creativity, good fellowship, verification and accountability will be experienced in various ways. That we use the same words to spell it out them can make us un-ware our cultural biases and our accustomed carry out may not be suitable or shared. (Bartlett, and Ghosal.1990) in the normal world there exists a theory that internationalization will create or at least bring about a common lifestyle worldwide. This might make the life span of the worldwide managers much simpler. People point to McDonald’s or KFC as examples of tastes. Markets and therefore cultures becoming similar almost everywhere. There are, indeed, various services and products becoming common to globe markets. What is important to consider, however, isn’t what they are and where they are located physically, but what they mean to people in each culture.

The essence of traditions isn’t what is obvious on the surface. It’s the shared ways groups of people understand and interpret the globe. Dining at McDonald’s is certainly a show of status in Moscow whereas this is a fast meal for an easy buck in New York. If business persons want to gain understanding of and allegiance with their corporate goals, policies, services or products wherever they are doing business, they must understand what those and others aspects of management mean in various cultures.

So finally the internationalization of business life requires more understanding of cultural patterns. In more communitarian cultures like France, Germany and large elements of Asia it may well not be so successful, Personnel may not accept that individual participants of the group should excel in a way that reveals the shortcomings of their users. Their description of an "outstanding specific" is one who rewards those closest to her or him. Customers in more communitarian cultures also have offence at the "quick buck" mentality of the best sales persons they prefer to develop relationships carefully, and keep maintaining them.

2.7 The effect of cultural results in organizations in several ways

There are of training course many factors that have an effect on the creation and development of organizational cultures. The occurrence or lack of competitors, local, regional, national and global economical conditions, the nature of business, the type of the available labor supply etc. Many of these factors are highly distinct and are more likely to have unique results on specific varieties of organizations. Even so some factors will probably have similar effects on a variety of organizations. The effects for organization could be in different ways. Will need a short look in all the three ways:

  1. Effects where the nature of the social culture comes with an impact on the type of the organization.
  2. Effects in which the dynamics of the global sector has an impact on the type of the organization.
  3. And finally the effect in which the nature of the market as it is cleared in confirmed society has an impact on the nature of the business.

2.7.1 Industry effects

The fact that distinct industries impose different requirements on organizations is apparent and well backed in the organizational approach. According to Goold (1990) and Chhokar (2000) argue that the type of the industry influences organizational lifestyle through the constraints it sites on the behavior of all persons in the business. Further, specific organizational practices may be essential if a business hopes to survive in the market. In addition (Burns and Stalker, 1961) says that sector driven assumptions result in value systems that are steady with these assumptions and these value development of the market within a society and national economic system are just several other factors that can affect the ways that a given sector is enacted in confirmed society.

For EG: A model of organizational design for efficiency that incorporates a consideration of the consequences of the market, the existing technology, the commercial environment, and the interpersonal culture. Moreover, they talk about the interactions of the marketplace, the technology, and the industry with the social culture as having a direct effect on the design of an efficient organization.

2.7.2 Society effects

According to Smith, (1996) they will be describing the potential adverse outcomes that may accrue to a business that strays from the expectation to complement society and industry norms. Still it appears clear that social qualities can and do affect the characteristics of the agencies within the culture. In searching for such results, therefore one should be prepared to find, similarities among all or certainly most institutions within the society and a distinct origin at the social level for the business level similarities. As well Hayes and Prakasam (1982) discovered that social variations in power length predicted the type of consultant client relationship desired in those societies. Businesses in countries characterized by high power distance recommended relationships which were more directives and less collaborative.

2.8 Summary

After coming to the finish of the literature analysis we have found many definitions on traditions by different authors. Based on the above definitions it was discovered that different authors clarify their own point of view on traditions. Some authors have also explained using their own cultural examples. As it continues cultural history has been covered generally focusing the factors of culture like conversation, cross tradition, gender, and how traditions affects different conditions like organizational overall performance, how communication impacts culture and many more information related to culture.

Cultures vary in their approaches to the granted environment, between belief that it can be controlled by the average person and belief that the individual must respond to external circumstances. We should not however, make the error of assuming that inner direction and outer direction are exclusive alternatives. All cultures necessarily take some find of what’s inside or outside. To neglect to do so would lead internal directed cultures into a headlong rush to a disaster. While external directed cultures would make an effort to please everyone and dissolve their energies by over observance.

Leaders in these pressure how much they contain learnt from their flaws and from other’s objections or criticisms. One reason staff ideas enrich several Asian institutions and participation is indeed high is because listening rather than disclaiming is seen as the even more admirable trait. Such cultures do not clash openly. To go against what someone else says is to journey roughshod over characteristics. Major change will come from both outside and inside. Once again we see that lifestyle is about where a circle starts or in which a manager conceives of change originating. To conceive of the business as an open program operating within a larger system allows both inner-directed and outer-directed orientations to build up.

A complex market isn’t an objective description so much as a cultural perception. For EG to an Ethiopian or to an American, feedback periods where people explore their mistakes can be handy responses according to American operations way of life and enforced admissions of inability in a German operations culture. One culture may be inspired by the very matter that depresses another. Rather than there being one best way of organization there are many ways, some quite definitely more culturally suitable and affective than others, but all of them giving international managers more strings to their bow if they’re willing and in a position to clarify the reactions of overseas cultures.

We saw that customs occurs to us in layers. The outer layers will be the items and artifacts that symbolize the deeper, more basic values and assumptions about life. The different layers aren’t independent from one another, but happen to be complementary. The shared meanings that will be the main of cultures is guy- made are integrated into people within a culture, yet transcend the people in the culture. Basically, the shared meanings of an organization are within them and cause them to interpret things specifically ways, but are also available to be changed if far better solutions to problems of survival are wanted by the groups.

Chapter 3

3.0 Introduction

This research is a report on the cultural concerns of the organization. This research will identify the cultural problems faced by the personnel and how this affects the organizational performance. Consequently in order to identify the cultural problems, questionnaires receive to the personnel to look at their cultural affects the business is facing right now. After wards the data will analyzed through statistical info and the deviation and correlation could possibly be found.

3.1 Conceptualization

Figure Conceptual model

Age Gender

Communication

Cross culture

Organizational performance

Independent variables

Dependant variables

3.2 Exploration definitions of variables

3.2.1 Organizational performance

The starting point of assessing the overall performance of a business is its effectiveness. The definition of effectiveness used here is fundamentally embedded inside our understanding of the term organization. Organizations are commonly defined as instruments of goal. Using the classical description of organization, every company is set up for a specific function that’s clarified through its goals. And finally performance may be the organization growth or profitability. If the organizations performance is high then the growth of the organization will be high. And the organization will keep on growing.

3.2.2 Age

This can be defined as

the individuals maturity level in a work place. If we choose Digital House (Pvt) the business should make sure the age range of the employees are in least more than 24 years. This would benefit the company to be matured as well as the decision making power will be high and professional if the age groups of staff members are matured. Hence while recruiting the employee’s age is an essential factor the business should concentrate on. Otherwise the thinking pattern of the staff members will be incredibly childish.

3.2.3 Gender

This defines expressing the employee is a female or male. Gender can be another crucial issue to be considered before the company recruits. For unique works combinations different persons will be desired. For EG: if the business is in need of a marketing manager then the most suitable gender is a male. This is due to the travelling and hard work which has to be done while marketing the merchandise. So this post won’t go well with the females. So gender is certainly another factor to be considered while recruiting the worker.

3.2.4 Communication

Finally comes the communication. This can be defined as the language a person should know to speak properly in order to increase the organizational efficiency. If person will not communicate then your effectiveness of the business will drop rapidly plus the decision making vitality will be lost. Consequently communication is a very essential tool in order to achieve the goals efficiently and efficiently. The business should always look whether the selected employee has great communication skills to keep carefully the company going in the winning edge.

3.4 Research design

In the research design both quantitative and qualitative strategies happen to be been practiced for the study issue of cross cultural review. With regards to quantitative methods questionnaires are practiced and in the qualitative approach interview sessions are occurred. Digital House Company involves 4 branches in total, so all these 4 branches will get selected for the study questionnaires and interview. With regards to the organization, questionnaires will be distributed among numerous departments covering all 4 branches. The marketing, finance, and HR departments will be considered for questionnaire distribution and each branch will get questionnaires covering the same department in all 4 branches. And the interview will need place in the main branch which is kept in Colombo.

3.5 Sample design

The business consists around 80 staff members in that populations there are nearly 75 males and merely 2-3 3 females. So for this particular research my sample size is 50 personnel. The questionnaires will be given in random basis for the staff members in every 4 branches. For EG: if there 6 finance workers in the Colombo branch afterward 2 will be given to the Colombo branch and the rest would divided similarly among the different branches. So in this way the 50 questionnaires will be distributed. Consequently in this sample human population of 50 a lot more than 90% of the personnel are in the category of 20 to 30 years and the rest between 30 to 50 years and 2 senior officers above age 50 years. And finally in this sample inhabitants a lot more than 75% of the employees are married.

Sample size: 50 employees

Age category: around 35 employees at age 20 to 30 years and the rest above 30

Marital status: 42 employees are married and 8 are unmarried.

3.6 Data options and collection

Finally in the data collection both major and secondary info is practiced to acquire the data. When it comes to the primary method the key source is used as questionnaires to collect the info. This questionnaire consists of 4 parts, section A consists of the personal information of the workers. Section B discusses on how culture influences the employees in the business. Section C collects information about the workers asking them how tradition affects the turnover and finally section D to gather information regarding how lifestyle affects the whole organizational efficiency. In the mean period secondary data will be collected from articles, journals, newspapers plus some statistical information based on the business. Finally the statistical calculations based on mean, median, method and typical deviation will get calculated using all the collected data.

3.7 Limitation of the study

There are several constraints that would have to be acknowledged and addressed concerning to the prevailing study. The initial & most important limitation is availability of time and resources. Therefore tiny sample size for study may limit using the final result and validity of the study, because sample size has a greater possibility of making survey strong or weaker. Beside, to obtain relevant data for the analysis would be a limitation element, since these study is founded on cross way of life and organizational performance, consequently these details are related to the internal affairs of the business and are confidential.

Chapter 4

4.0 Data analysis and presentation

According to the chapter brief description will be given on the collected info from the employees. This research has 4 parts starting from communication, gender and era, and the final part is the personal information of the employees. Therefore now let’s analyze each one of these questions in deep working with percentages and statistical data.

4.1 Employee’s time range

The full total number of participants for this research was 50 staff. Out of this 50 staff 4 were in the age category of 20-25, then 12 employees belonged under the 25-30 range, 30 employees were beneath the group of 30-35, which noted as the best number of employees in that age group category in the Digital house company. And finally there were 4 employees who were more the age of 35 years.

4.2 Gender of the employees

According to the Digital residence 92% of the staff members are males. The rest 8% is only females. The major reason for the employees to be men is because the company is coping with technological products. When it comes to this field men are more desirable while compared to females. That’s the reason for the vast difference between males and females that can be observed in the over column chart.

4.3 Educational qualification of the employees

As displayed in the in this article column chart it obviously represents the majority of the employees is one of the senior high school division with a share of 48%. The rest of the employees are undergraduates and some graduates and incredibly few post graduates and finally just 1 employee doesn’t participate in any of these. The reason behind the employees to be larger in high school is basically because they are paid significantly less. The strategy of the company is to recruit fundamental employees and give them working out to work hard. This might be a very affordable way to the business.

4.4 Employee experience

The major reason for the achievements of Digital House Organization is the experience of the workers. In the above chart it’s clearly obvious that 26 of the employees are experiencing more than 6 years of experience that is 52% which means the best majority falls beneath the 6 years or even more categories. But the remaining staff are partly experienced but nonetheless not up to this common. 28% of the staff members are experienced between 2 to 4 years and few employees fall under the category of 1-2 and 4 to 6 6. Since the majority is very well experienced the business has more chances to achieve goals promptly.

4.5 Earnings of the employees

Based on the company the majority of the employees are experiencing a good experience so for this reason component 42% of the employees are receiving a salary range of 20000 to 25000. Post graduates are receiving a very high earnings due to their experience and knowledge, which ultimately shows 8% in the on top of chart. And finally 6% and 28% of the employees are receiving a lower income due their lack of experience and know-how. Overall the company is having a major expenditure on the income scheme on a monthly basis.

4.6 Communication related factors

As we’ve come a long way across we all really know what communication is. Now let’s have a look on how communication affects the culture of the organization and how this impacts the organizational efficiency. Communication has been divided into 3 major parts, interaction style, distance, leadership. Right now let’s take a look on each division separately beginning with the communication style.

4.6.1 Communication style

Do cultural dissimilarities (gestures, accent etc) cause problems in the internal communication at the task place?

66% of the employees are considerably more towards the agree part and 14% of the employees simply do not know whether culture causes complications in the task place. And 20% of the personnel are towards disagree part. But finally a lot of the employees concur that culture causes complications at the work place that will affect the efficiency of the company.

Does staff members perception on traditional sights in culture influence each day at work?

Once again in line with the employees it’s very well proved that 28 staff are saying that employee perception on traditional opinions will influence communication at work. In other conditions 56% happen to be agreeing with the statement and 11 employees do not know about it, and finally 11 employees happen to be disagreeing with the assertion. But the overall comparison demonstrates employee perception impact everyday communication at the job.

Are you content with the communication design of the company?

In line with the above chart it declares that 80% of the employees are content with the communication style of the company. And just 3 staff members are confused with connection style. Only 7 staff are dissatisfied with the connection style of the company. A number of the employees are unable to talk proper English plus they might be the persons who hardly understand the style of communicating. However in overall the staff are satisfied that is a positive sign for the business to accomplish goals in an efficient manner.

Language troubles faced by the company

The above pie chart signifies the language troubles faced by the staff members. These shows 24 staff members are having difficulty with English which is the highest majority while compared to the Tamil and English. 44% of the employees are having problem with talking Tamil and lastly just 4 employees are finding it difficult to speak Sinhala. The major reason for the language complications is for the reason that employees in Digital house have a mixed tradition of most 3 religions.

The most recommended medium used in the company

The above pie chart signifies that

the most typical medium used is phone then comes E-mail, fax and lastly other. 48% of the personnel has voted for Telephone where as 34% of the staff members got voted for E-mail. This clearly explains us that the most typical and vastly used channel by the Digital home Company is Phone and E-mail. And at extremely rare moments they get excited about using Fax and different terms of mode.

4.6.2 Distance related factors

This part focuses on communicating abroad. Here some questions are prepared in relating the problems that can occur while communicating with another tradition of a region. Let’s take a look on many of these questions.

Is it difficult that you can communicate to other countries?

According to what we think it isn’t that easy to communicate overseas. This is because we ought to choose the cheapest mode and it ought to be well planned before communicating. Thus due to these causes 60% of the staff members agree that communicating to another country is difficult, however 14% of the personnel say it’s neither complicated nor easy. And lastly 26% of the staff say that communicating abroad is easy. These are the top persons in the organization who have been provided all of the facilities to communicate to other countries. But still almost all says communicating is tricky which includes 30 employees.

Difficulty to understand the interaction accent of other countries

The above chart’s result isn’t surprising because normally Asians find it difficult to appreciate the accent of different countries because of their fluency and professionalism. Therefore, simply 37 employees have agreed that they find it difficult to figure out the accent of various other countries. Mean while 5 of the workers are neutral. They oftentimes understand and sometimes certainly not. And finally 8 employees disagree with the declaration. They are the knowledgeable people with a whole lot of experience, so due to this they find it simpler to appreciate the accent of different countries.

Do their non verbal clues match using what we follow?

The above chart symbolizes the data on non verbal clues. This means whether the body gestures of other countries tally with ours. Let’s see what the employees have said according with their thoughts and opinions. 20% of the employees concur that the other countries body gestures is equivalent to our country, 13 staff members simply don’t know what to say. And the others 27 employees (that is 54% of the staff) says that the non verbal clue will not match using what we follow. Actually according to me your body language of our nation and another is different.

Do you misunderstand the message always?

Finally this chart clarifies on how many personnel understood the message effectively. According to the provider 40% of the staff members agree that they misunderstand the message while communicating abroad because of their accent and different culture. But still the company is certainly in the safer aspect, because 54% of the employees are able to understand the way of connection which is positive sign for the company to increase its performance to higher standards.

4.6.3 Leadership related factors

This is the final part of conversation. In this part queries are mainly predicated on leadership relating to communication. Let’s observe how the inquiries are based in conditions of culture which impacts organizational performance.

What type of leadership design is your boss pursuing?

The above pie chart displays the quantity of votes given to the two 2 various kinds of leadership. In the above there happen to be autocratic and democratic leadership. Autocratic means decisions made by the boss itself. Democratic means the boss gives the decision making power to others. So according to the employees we can obviously observe that 86% of the employees declare that the boss creates decisions to the company. Whereas 14% says that the decisions are created by others. Of training that is fair enough, because 14% includes 7 workers. These 7 employees can be the managers of distinct divisions, if this is actually the case then certainly the boss gives then your decision making power.

Does your boss use two way communication and open discussion to talk to subordinates?

The above chart explains us whether the boss uses proper two way communication and open conversation to the employees to make effective decisions. According to the employees 68% of these have agreed that the boss is quite flexible when it comes to communicating. 6 workers are confused in the way the boss communicates to them and lastly 20% of the workers are not content with the interaction of the boss. Normally two method communication and open discussion includes Telephone, E-mail, in person discussions, meetings etc. In overall the workers are content with the connection of the boss.

Does your boss allow subordinates to choose process and task at work?

According to the preceding bar chart it says 42% of the employees get the chance to decide process and activity at work. Whereas almost all 54% says that they don’t get the power to decide and task at the job. And, only 2 workers are not that sure whether the boss gives them duties. But still while comparing, the variation doesn’t show a big different both acknowledge and disagree portion looks very similar. The major reason the company doesn’t allow the employees to decide could be as a result of the less efficiency of certain employees.

Does your leader arranged goals by him self?

This chart looks quite obvious when comparing with the concern. Normally 95% of the businesses involve placing goals by the CEO. So it’s the same scenario which includes happened in the over. 94% of the workers have agreed that the first choice is involved with setting goals. Only 6% disagree with the over statement. The reason for the great difference in the above is very common at any circumstance. Normally it’s the manager’s responsibility to provide the ideas and also to do whatever explained by the boss but finally the boss may be the one who will decide whether to move ahead with the plan or not.

To what degree your manager dedicates authority to you

The above pie chart displays the level of authority given to a particular employee. Simply authority is the freedom directed at employees to create decisions by themselves on their tasks and responsibilities. In line with the statistical data in the above it doesn’t seem that undesirable. 52% of the staff are getting authority somewhat and they could possibly be the managers of distinct showrooms. Afterward 24% of the employees are getting authority to an excellent extent these could be the manager leading managers of different departments. And another 24% says they don’t really get authority at each one of these must be the lower lever staff. The extra the authority is given to a person that gives peace to the boss since his work load will reduce, concurrently the boss may be taking a risk.

Do you imagine your manager is mostly using one way conversation?

The above pie chart displays whether the manager is using one approach or two approach communications. The majority of the workers disagree with this affirmation and agrees that the manager uses two approach communications. 84% of the employees that is 42 individuals disagree with the over statement. And only 16% of the employees are saying that the manager is involved with using one way interaction. Because the majority is NO, most of the staff members has justified presently there answer saying that meeting discussions, conferences are kept to make effective decisions and also to implement those decisions. So this is why the staff members say that the manager is using two method communications.

How gender impacts organizational performance.

In the above we took a glance on how communication impacts organizational performance. Nowadays let’s take a look on some inquiries how gender affects organizational performance. Let’s see how the staff have acted to this part.

Do you believe that you have been discriminated from your own job?

This pie chart provides very interesting info to the staff members. Discrimination means requesting the employees if they have already been isolated or cured in a negative way while at work. Based on the survey it proves 88% of the employees have not really been discriminated in the task place. 12% of the employees believe that they are discriminated from work. The majority says they aren’t and the reason they have justified can be because of the good human relationships carried with the managers and subordinates of the company.

Do you feel or know of males having lower positions in your occupation instead of women, give your feedback?

Since that is descriptive question it’s not practical to show the statistical info to it. But will think about what most of the staff has said concerning this question.

According to the study analysis 90% of the staff members have told that they don’t feel any problem like men receiving lower positions while when compared to women. The majority of the people say that they are treated equally in the business which doesn’t make sure they are think in an incorrect way. There is also said the company is generally motivating them to job hard to attain the company goals effectively. Thus 80% of the employees don’t feel anything uncomfortable in that way.

But 10% of the employees are saying that the men are receiving lower positions in the organization due to the beauty of women of all ages. What they are trying to say is that exquisite ladies are given higher positions while compared to men. But still this reason is not a fact to be considered.

Do you feel or know of women feeling they are extra more advanced than men, give your responses?

This can be another interesting query to be considered. In this question many employees have to one important stage saying that women have a lot of attitude problems while compared to men. Nearly 85% of the workers are saying most women think they are superior to men due to their attitudes, beauty, individuality etc. These are some of the reasons what the staff members have stated in the questionnaire.

The rest 15% of the employees say ladies are not character types who think they happen to be superior. These workers have said that women of all ages are extremely sensitive, emotional so due to these factors they never think in this manner. And also they have said the woman who thinks they are superior will be kept isolat

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