This essay focuses on employees in Northeast Asian organizations. members to be part of an integrated team and equally responsible for the success or failure of a project.
TABLE 10.2 Cultural Variances in Organizations
MANAGEMENT CONCERN NORTHEAST ASIAN EURO-AMERICAN
Organizational structure • Vertical • Horizontal
Organizational relationships • Hierarchal • Egalitarian
Basis of trust • Interpersonal relations • Legal system
Basis for promotion • Time/age • Merit
Reward allocation • Equal for all • Equitable to individual
Involvement in personal life • High/expected • Low/undesired
Employee morale and motivation are also influenced by a worker’s cultural preference for individuality or group membership. In Western organizations, especially in the United States, individuals are normally singled out for recognition and reward. This trend is evident in many workplaces where photos are prominently display of “Employee of the Month, Quarter, and/or Year.” These individuals may receive a certificate or a plaque at a formal ceremony, along with additional rewards, such as a small bonus or perhaps a dedicate parking space for a specific period of time.
In contrast, employees in Northeast Asian organizations consider all work group members to be part of an integrated team and equally responsible for the success or failure of a project. Accordingly, rewards are expect to be distribute equally. Personal recognition can lead to friction within the group and potential embarrassment for the individual.
the overall priorities in the nature of how the organization wants to work toward its mission. Values can be reflect in how the people in the organization are actually working together. These might be refer to as real or enacted values. Values can also be about how the organization wants it members to work together. These might be refer to as desire values.
These are the overall, most important matters and activities for members to attend to, when working toward the mission. The priorities