Culture can be defined as the socially transmitted behavior patterns, norms, beliefs and values of a given community (Vance and Yongsun 2010, p.43). Culture influences how individuals interact with one another in society. It shapes the behavior and thinking of people and can be transmitted or even lost. Different aspects of culture can be adopted or rejected by society depending on their impact on society as a whole.
People tend to be comfortable interacting with individuals with similar cultural backgrounds where there is interaction predictability. This is mainly because they share similar characteristics and traits such as language and traditions.
Similarity in culture produces feelings of inclusion while feelings of exclusion are experienced by people who do not share the same culture. Individuals who find themselves in situations where their culture is not similar will stand out and interaction uncertainty will occur. This article will discuss ways of managing culture and ways of influencing people (Deardorff 2009, p. 56).
Culture is not confined to national or societal areas but can also be found in organizations. Each organization has its own unique culture in terms of management, rules and even code of conduct. Culture varies and can be influenced by different factors. Globalization has meant that organizations increasingly interact with markets that are culturally different from their countries of origin.
This has introduced a new dimension in leadership whereby leaders are tasked with finding innovative ways to manage different markets with different needs influenced mainly by culture. Culture is not static and is constantly changing; sometimes at fast pace and other times it may take a long time.
One way culture can be viewed is either tight or loose. Tight culture describes culture where society largely agrees on what is acceptable while in loose culture society is more liberal and tolerant of different views (Vance 2010, p. 49).
Organizations have to view culture as an important factor to consider when making decisions. Globalization has caused inter-cultural convergence which in turn means organizations have to understand the culture of the markets they are involved in if they intend to remain profitable. Different cultures demand different management styles.
An example is countries in the East like Japan putting a high value on their employees and seeking to develop their potential while countries in the West such the USA view employees merely as workers, there to deliver on their contractual obligations. The difference in the cultural attitudes of the two regions means that different approaches to management are required.
Organizations working in different countries will also encounter a difference in the way business agreements and contracts are arrived at. It is necessary for organizations to familiarize themselves with regional cultures so as to avoid mistakes that may affect their businesses negatively (Vance 2010, p. 49).
Culture in organizations has been the focus of different studies by various experts. Different kinds of organizational cultures have been found to exist in different organizations. There are three theories that have been created to describe organization culture. They are theories X, J and Z. These theories were proposed in 1978 by Ouchi and Jaeger.
Theory X describes the primarily bureaucratic culture that was found mainly in organizations in the West. Bureaucratic culture focuses on productivity and tends to ignore developing communication between management and workers.
In theory J which was mainly found in organizations in Asia the organizations management allow a worker to have a participatory role in decision making and there is greater communication between upper management and employees. The culture in the organizations encourages employees to develop skills for the benefit of the organization. Theory Z combines the best aspects of X and J (Fitzgerald 2002.p. 51).
Geert Hofstede through research came up with four dimensions that can be used to evaluate the kind of culture found in an organization. Power distance describes the relationship between superiors and subordinates, the acceptable inequality in terms of power between the two groups. The second dimension was uncertainty avoidance which describes the degree of risk that is acceptable.
Individualism and collectivism describe the social structure in the organization, whether it is loose or tight. Lastly masculinity and femininity describe the part gender plays in the cultural dynamics of the organization.
These elements were then used to create different models that describe the organizational culture found in organizations around the world. Market model are organizations with small power distance and weal uncertainty avoidance, they are decentralized and informal. Family models are centralized and informal with large power distances and weak uncertainty avoidance.
Machine models are decentralized with small power distances and strong uncertainty avoidance while pyramid models are both informal and decentralized. They have large power distances and high uncertainty avoidance (Fitzgerald 2002, p.51).
Events management is an industry that deals with people of different cultural background on a day to day basis. In this industry organizing and managing people is key for success to be achieved. Events management is a business that requires a strong leader to navigate and drive the business down a successful road.
There are very many challenges that arise when managing events and being prepared for any and all eventualities is very important. Events by their nature bring together people with different cultural backgrounds. These businesses require a work force that is highly dynamic and culturally sensitive in order to remain competitive.
Events management businesses should be highly organized to deliver on client expectations. Events usually involve various other groups such as security, promoters and caterers; this means that leaders should be able to manage their own groups as well as other teams involved.
Events management leaders must be able to delegate duties to various subordinates as the business involves different groups all working to achieve a common goal. The leaders must be tolerant of others but remain in a position of authority to be able to hold successful events (Bowdin 2010, p. 279).
In managing organizations, leaders need to factor in different cultural influences. Leaders need to understand the cultures of the people they need to influence and proceed to use both formal and informal skills to achieve their goals. To be effective managers, leaders need to understand different cultures and be sensitive to the differences.
Leaders need to have an open-minded approach to be able to embrace the uniqueness of different cultures. Leaders must also be aware of different cultures and seek to understand them which in turn lead to professional development.
Being sensitive to culture and cultural differences leads to organizational effectiveness and during interaction with new cultural markets business can navigate easily by avoiding making cultural mistakes that may offend the new markets.
In events management there is great interaction with different cultures both in terms of employees and in business. Leaders who are sensitive to culture can communicate with employees and clients effectively leading to successful events (Moran et al 2010, p. 25).
Another way to effectively manage cultures is through cross-cultural learning. This may involve educating the employees on cultural practices of the clients they are to interacting with. Cross-cultural learning can be done through training and education. The training of employees promotes cross cultural communication. When employees communicate with clients effectively there is bound to be an increase in business and profits.
People tend to respond to the familiar and through cross-cultural learning employees can promote the building of relationships with clients. In the events management industry understanding the culture of clients is important in staging successful events. Cross-cultural learning promotes effective communication which is important to avoid offending any cultural aspects of clients (Moran et al 2010, p. 25).
For a business to succeed, it needs to embrace global transformation. As businesses move into new markets they bring on work forces that have different cultures and consumers with different cultures. To be successful in these markets the organizations need to globally transform by going global.
This means the businesses need to learn the new markets prevailing cultures and transform into companies and organizations that are acceptable in the new markets. Events management industries are not an exception. Events attract different people with different cultural backgrounds.
Holding an event that caters to the cultural needs of the clients is part of the job description for events management companies. The companies must be aware of any cultural aspects that are unique and ensure that the event is in line with the cultural needs (Moran et al 2010, p. 25).
The type of leadership plays a central role in managing cultures and influencing people in an organization. Leaders must be well informed on the type of culture that an organization has adopted.
The leaders must then take advantage of existing organization cultures and keeping the strong points while doing away with the weak aspects of the organizational cultures. Leaders should then proceed to teach organizational culture through socializing. In this way employees can pass on the knowledge to fellow employees. Socializing may involve the introduction of new culture into the organization.
There are various methods that can be used to pass on culture in an organization. It may involve the use of symbols which is one of the most effective ways of communicating culture. Introduction of new culture might be met with resistance and leaders must be ready to tackle such a situation. A positive, patient and understanding approach is best suited for such an eventuality (Griffin and Moorhead 2011, p. 515).
In my work as an events manager, I have found that theory Z works the best. Theory Z describes an organization that is decentralized, formal and practices collectivism. As an events manger I have come to appreciate the advantages that come with having a strong team. I have used theory Z which has meant encouraging my juniors to give in ideas on how to better service delivery to the clients.
I have seen the benefit of using tools such as in house training and team building activities to improve the skill level of employees. I have an open door policy where anyone of the staff can approach me with ideas or problems. I have developed a culture of accountability in the work place where employees are encouraged to make independent decisions when they can which they are accountable for.
This has created a feeling of ownership in the staff and by encouraging employees to be creative and innovative the company has attracted more clients in areas it was not traditionally catering to. I still maintain overall authority but delegating duties has meant that I have more time to concentrate primarily on managerial duties instead of losing time on putting out small fires.
Having a culture that allows greater freedom for ideas to flow is the best for any organization. In events management it is best to always be prepared and having a staff that is capable and empowered to handle different situations has been invaluable.
Adopting a culture that rewards the effort of staff has also helped to improve the business. Adopting an organizational culture that acknowledges the value of employees and allows me to assert my authority has contributed to my professional development as an events manger.
Leadership is vital in the management of culture in an organization. The type of leader reflects in the overall culture of an organization. Culture is dynamic and leaders should be prepared to change organizational culture when necessary.
Leaders greatly influence the people they interact with, whether they are clients or employees. Leaders should strive to influence employees and even clients in constructive ways that have positive results on the bottom line of an organization. In the events management industry culture plays an important role.
Successful events take into consideration the cultural background of the attendants and ensure that cultural biases and norms are respected. In an event the food and entertainment should cater to the cultural demands of the guests. The workforce in events management companies should be trained on handling people with different cultural backgrounds and not discriminate on any cultural aspects of the guests.
A leader in an events management company should be always alert and aware of various cultural aspects of different people and work to ensure the events are catered with the highest level of professionalism. Events usually involve other institutions such as the police force leaders must ensure the various groups involved all work in harmony (Moran et al 2010, p. 25).
In conclusion leaders are responsible for the culture and the cultural trends in an organization. The leaders should establish a culture that allows harmony is achieved in all aspects of the organization as far as culture is concerned. The culture in the organization should be all inclusive and not seek to discriminate anyone. Leaders are tasked to lead by example and adopt flexible approaches when cultural matters arise.
The leaders should seek to learn about the cultures of different potential and existing clients. The leaders should establish a culture that allows all employees to interact with one another which allows information to flow easily in the organization.
With the change in global trends the organization should adopt new technology. The use of social networking site is an example of new global culture that companies can use to their advantage. Leaders should have the vision and insight to lead organizations and companies into new markets even if they are culturally different.
Reference List
Bowdin, G., 2010. Events Management. Burlington: Routledge.
Deardorff, D. K., 2009. The Sage handbook of intercultural competence.Carlifornia: SAGE.
Fitzgerald, S. P., 2002. Organizational Models. Oxford: John Wiley & Sons.
Griffin, W. R. and Moorhead G., 2011. Organizational Behavior: Managing People and Organizations. Ohio: Cengage Learning.
Moran, R. T. et al, 2010. Global Leadership Strategies for Cross Cultural Business Success. London: Routledge
Vance, C. M. and Yongsun P., 2010. Managing a global workforce: challenges and opportunities in international human resource management .New York: Sharpe