A Reflection on Cultural Differences in an Organisation

This article reflects on cultural differences in an organization, Trompenaars’ Model and the Onion Model of seven cultural dimensions, cultural intelligence, and corporate values of Wesfarmers. It also explains how population demographics assist in international management and decision making.

Running head: A REFLECTION ON CULTURAL DIFFERENCES IN AN ORGANISATION
A Reflection on Cultural Differences in an Organisation
Name of the Student
Name of the University
Author note

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A REFLECTION ON CULTURAL DIFFERENCES IN AN ORGANISATION
Question 1: Dimensions of Culture explained with the help of Trompenaars’
Model and the Onion Model of seven cultural dimensions.
Management Consultants Fons Trompenaars and Charles Hampden-Turner had
conducted research on more than 46,000 managers in 40 countries across the world to understand
the values and preferences that individuals associated with the uniqueness of their cultures (Erez
et al. 2013). On evaluating the results they concluded that such preferences could be categorized
under seven specific dimensions, namely,
Individualism versus Communitarianism- This dimension is characterized by the importance
given on decision making. In individualistic culture, it is mostly it mostly refers to a singular
authority while in communitarism it refers to a collective process.
Neutral versus Emotional- Emotions are generally not disclosed in open and highly controlled
in neutral culture whereas there is spontaneous exhibition of emotions in the later one.
Internal Direction versus External Direction- This particular dimension is based on how a
particular culture perceives their environment and based on that how much they want to bring it
under their control. If the external environment is perceived as threat then to exert control over it
would be more than what it would be when one decides to live in harmony with the environment.
Achievement versus Ascription- In an achievement oriented culture, the focus is more on the
development of skill and knowledge in order to be recognized. Whereas, in Achievement based
culture, one’s status determines one’s worth, acceptability and recognition in the society.
Sequential Time versus Synchronous Time- The concept of sequential time can be explained
as time being considered as a quantifiable parameter in a project’s completion and

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implementation. Synchronous time is more of an abstract idea where time is considered to be a
part of nature’s rhythm with no specific value solely attached to it.
Universalism versus Particularism- In Universalist culture, ideas are not confined to specific
definitions. However, there are few standards based on which the ethical distinctions are made.
Specific versus Diffuse- In specific culture there is a clear division between public and private
circle of cohesiveness whereas in diffused culture, this aspect is absent.
The Onion model of Cultural Communication was proposed by Gerard Hendrik
Hofstede and it is more commonly known as Cultural Onion (Bãlan and Vreja 2013). In is a
diagrammatic representation of cultural communication that is explained in three layers and a
core.
The Core signifies the standard values and principles in a culture that are not subjected to
change. The First Layer defines the rituals like gestures and personal hygiene ascribed in a
particular culture. The Second Layer describes the influential figures that drive the intents and
motives of the majority in a society. The Third and the Final Layer around the core ascribe to
all those valued that can be instilled in one’s character over time through practice (Guiso,
Sapienza and Zingales 2015).
Question 2: Explaining my Culture through the Culture Onion
As per Trompenaar’s dimensions, I belong to a Communitarianism Culture which can be
further explained as a Neutral, Specific, Achievement oriented, Internally directed and
synchronous with time. In my culture decision making is mostly prevalent in collective form in
presence of a democratic leader. As per Hofstede’s Culture Onion, our core values consist of

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respecting one’s private space over prioritizing formal gestures. Business practices are strictly
confined with pre decided rules and regulation whose deviations are strictly forbidden. The role
models are mostly recognized based on their status and power and little on their quality of
knowledge and skills. Diffusion of ethics practiced in formal and informal spaces are also largely
regarded as unacceptable.
Question 3: Description of International Management and Decision Making as
assisted by Population Demographics such as ABS Population Clock and CIA
World Fact Book
International or Domestic Market, the Management depends heavily on demographic
information to formulate effective marketing strategies. In order to create a demographic profile,
marketers, at initial stages, studies the consumer needs. On achieving needful insights, they
typically combine several factors such as age, gender, income brackets, religious affiliation and
social class to construct the demographic in order to evaluate an appropriate marketing mix
(Barrett 2013). ABS Population Clock or the CIA World Fact Book provides similar assistance
to the Australian organizations such as Wesfarmers to generate target customer profiles and
deliver their product and services as per the requirements of those segments (Maleki and Jong
2014). These population Demographic enablers help in providing appropriate recommendations
to the organizations regarding advertising, promotion, branding and other aspects of marketing
their products and services. Such assistance in promotional mix is also needful when the
organization aims to attract global customers.

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Question 4: Explanation of Cultural Intelligence.
In a culturally diverse organizational setting, it is important to have a capability that goes
beyond cultural sensitivity and awareness. This set of capabilities correlate with the successful
accomplishment of one’s professional objectives. Individuals possessing these capabilities are
effectively able to relate work with the culturally diverse notions in a workplace. Such
capabilities refer to Cultural Intelligence. Research conducted on about 75,000 individuals across
98 countries in the world has provided sufficient evidence regarding four skills and competencies
which, if demonstrated by the individuals, would confirm the presence of cultural intelligence in
them (Ferraro and Briody 2013). These skills correspond to the attitude, value and belief system
in an individual that makes him or her competent enough to comprehend, communicate,
collaborate and negotiate in a needful business context.
Question 5: Reflection on Cultural Intelligence based on my own Experience.
Business interactions, especially in the context of financial negotiations can be very
critical and filled with crucial sensitivities when it is being dealt in a culturally diverse context
(Guldenmund 2017). It can be explained on the basis of my own personal encounter with such a
situation. A manufacturing deal needed to be closed on financial terms after months of
unfulfilled services. I had joined the Wesfarmers as a Contractual Business Consultant. In
response to the needs of globalization, the firm had inaugurated new rules and measures to
suffice the cross-cultural domain requirements. Taking cues from the previous patterns of
service, the management had prepared for a cross check on the level of cultural intelligence.
With the help of external consultants, such as myself, the management wanted to find a suitable
new authority who could help in closing the deal with the important vendor without affecting

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other aspects of future relations with them. Since the organization had a global composition of
employees, it was a difficult decision to arrive at. This was because even if few employees
showed neat records with excellent achievements, they lacked proper knowledge regarding
information to deal with a vendor belonging to a different culture. The major challenge became
communication as both parties were equally confounded with stark exhibition of information
asphyxia. The expectation from this new authority was that he or she could comprehend the need
of closing the deal, communicate the same to the vendor with appropriate amount of awareness
and cultural sensitivity, keep opportunities open for any other future collaboration with them and
finally negotiate the financial terms. These four parameters were the four crucial skills needed
from the needed suitable culturally intelligent employee.
Question 6: Corporate values of Wesfarmers
The business model of Wesfarmers stands on four important corporate values of
Integrity, Accountability, Boldness and Openness (Wesfarmers 2018). The organisation’s
management body is composed of a diverse portfolio who looks after the daily operational
performance and also pays ample attention towards the development and execution of the
business goals. The organization ensures that its top management is well equipped with ethical
standards of governance and possesses the required cultural intelligence and competency to excel
in a global forum.

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Question 7: Strategies to make oneself an Indispensable Resource for the
Organisation
As stated by Busse et al. (2013), an employee with the right caliber and intent always
wants to be an indispensable resource for the organization he or she works for such that the
organization considers him to be the most valuable asset. Strategies that can aid an individual to
achieve this goal include the following:
 Working diligently and discharging one’s responsibilities without any pre conceived
notion abour expectations.
 Set high standards and realistic goals for oneself
 Prioritize one’s duties and respect commitments
 Keep oneself available when a junior seeks advice or mentorship
 Being flexible and adaptive towards changes

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References
Bãlan, S. and Vreja, L.O., 2013. The Trompenaars’ seven-dimension cultural model and cultural
orientations of Romanian students in management. In Proceedings of the 7th International
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Barrett, R., 2013. Liberating the corporate soul. Routledge.
Busse, S., El Khatib, V., Brandt, T., Kranz, J. and Kolbe, L., 2013. Understanding the role of
culture in eco-innovation adoption–An empirical cross-country comparison.
Erez, M., Lisak, A., Harush, R., Glikson, E., Nouri, R. and Shokef, E., 2013. Going global:
Developing management students' cultural intelligence and global identity in culturally diverse
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Ferraro, G.P. and Briody, E.K., 2013. The cultural dimension of global business. Upper Saddle
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Group, D. (2018). Corporate governance. [online] Wesfarmers.com.au. Available at:
http://www.wesfarmers.com.au/who-we-are/corporate-governance [Accessed 10 Sep. 2018].
Guiso, L., Sapienza, P. and Zingales, L., 2015. The value of corporate culture. Journal of
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Guldenmund, F., 2017. Organisational safety culture principles. In Patient Safety Culture (pp.
43-69). CRC Press.

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