A Comprehensive Report on Cultural Conflict and Shock in Organizations

This report delves into the complexities of cultural conflict and culture shock, particularly within organizational settings. It begins by examining personal experiences with cultural dilemmas, such as navigating differing cultural expectations in the workplace, and explores strategies for resolving these conflicts. The report then introduces Fons Trompenaars' dimensions of culture, including universalism versus particularism, individualism versus communitarianism, and neutral versus emotional approaches, highlighting their importance in understanding and managing cross-cultural interactions. It emphasizes the benefits of connecting diverse viewpoints and the importance of adapting to new cultures. The report further defines organizational culture and analyzes how individual definitions of culture may vary. It concludes by emphasizing the need for leaders to understand their company culture and adapt to ensure organizational success. The report draws upon various sources, including books, journals, and online resources, to support its findings and recommendations.

E-learning Activities

Table of Contents
EXECUTIVE SUMMARY.............................................................................................................3
ACTIVITY 1 RIDING THE WAVES OF CULTURE ..................................................................3
INTRODUCTION...........................................................................................................................3
Experience with cultural conflict or culture shock and how to overcome the differences.....3
Benefits of connecting different viewpoints as Trompenaar suggests...................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................4
ACTIVITY 2 DEFINITION OF CULTURE .................................................................................5
INTRODUCTION...........................................................................................................................5
People’s definition of culture may vary.................................................................................5
What definition of culture do you agree with most and why?...............................................6
CONCLUSION................................................................................................................................6
REFERENCES ...............................................................................................................................7

EXECUTIVE SUMMARY
The report will cover experience regarding Cultural shock and Cultural conflict. It
happens when people experience, unfamiliar way of life when they move to different cultural
environment. Organisational culture is combination of beliefs, values, perspective, experience,
expectations and philosophy at workplace. Culture is defined as an organisation's way of doing
things. It focuses on behaviours of different people working in the organisation.
ACTIVITY 1 RIDING THE WAVES OF CULTURE
Week
INTRODUCTION
Culture is social behaviour and different rules which are prevailing in the society. Fons
Trompenaars argues that cultural conflicts happen because of one culture try to impose their
viewpoint on other. This issue can be handled by looking at a big picture where viewpoint of
both sides are place together instead of against each other (Watkins, 2018). This activity will talk
about cultural conflicts and the way to overcome it. It will also discuss about the bringing two
culture on same page i.e. connecting each other.
Experience with cultural conflict or culture shock and how to overcome the differences
Cultural shock happens when people experience an unfamiliar way of life when they
move to cultural environment which is new and different to them. It occurs when people are not
sure what to do or what is right to do in that particular situation (Trueba, Jacobs and Kirton,
2014). The question which was raised by Fons Trompenaars is that can a person lie for his/her
friend in-case they met with an accident (Riding the waves of culture, 2013). He showed data of
various countries and got different results. He talked about integrity and dilemma. At my own
workplace, I faced similar issue i.e. a big dilemma. My senior did something wrong and he asked
me to do share it with other person. My senior was also my friend and he expect loyalty and
integrity from my side. At the same time, it is my responsibility to tell management of company
about the mistake which my senior committed. They pay me and expect integrity from my side.
When I decided to friend a solution and asked my friend to accept the mistake then the situation
of cultural conflict arouse. My senior told me that in his culture, backing friend is very important
because friend is part of family. But the culture from where I belong, breaching trust of someone
who is giving you employment and trusting you is more important. I overcome difference with

my friend by looking at big picture. Instead of ''Me'' telling management about his mistake, I sent
him and asked management to consider his integrity. He accepted his mistake and only gave him
a formal warning (Toman, 2017).
Benefits of connecting different viewpoints as Trompenaar suggests
The first dimension of Trompenaar is Universalism versus Particularism, people who
come under this category highly focus on rules, values and laws. Therefore, scholar concluded
that the right way to deal with cultural conflict and shock is to put their priorities into
consideration because it will help them to provide clear instructions and procedures between the
business and their beliefs. Second is individualism versus communitarian, suggests that praising
the performance of team rather than focusing on individuals is the best strategy to avoid cultural
differences among people (Riding the waves of culture, 2013). Third dimension suggested by
Trompenaar is neural versus emotional. According to author, the best way to coordinate efforts
of people is to build trust and resonance, where the individual will learn to negotiate conflict
effectively. As a result of globalisation, the above dimensions are becoming more important
when dealing with new generation who tend to combine a mixture of these features. Taking this
into account is important, not only to manage individuals from different cultures but also
combine and cooperate national youth into the workforce.
CONCLUSION
It can be concluded that imposing own idea on other will always raise cultural conflicts
but if viewpoints of every person is considered at the time of taking a decision then it can resolve
major issues. Key benefit of connecting various viewpoints is that it brings ideas of every person
at same place and it helps in reaching a situation where no person feel weird about own culture.
REFERENCES
Books and Journals
Trueba, H. T., Jacobs, L. and Kirton, E., 2014. Cultural Conflict & Adaptation. Routledge.
Toman, J., 2017. Protection of Cultural Property in the Event of Armed Conflict. Routledge.
Online
Watkins, D. M., 2018. Organisational Culture [Online]. Available through:
<https://hbr.org/2013/05/what-is-organizational-culture>.
Riding the waves of culture. 2013. [Online]. Available through <http://www.youtube.com/watch?
v=hmyfjKjcbm0>.

ACTIVITY 2 DEFINITION OF CULTURE
Week 2
INTRODUCTION
Organisation culture is being considered as something which embrace behaviours and all
the values in environment that are present within an organisation. In present world, cultural
differences can be seen with in a company as perceptions of individuals at workplace may differ
from others. This section of report will show differences among people's definition of culture. It
will also include selection of right definition as per current trends and business environment.
People’s definition of culture may vary
Organisation culture is process of shared assumptions, beliefs and values which shows
how people behave in the organisation. Many people define culture in different ways, as different
people have different viewpoints to see things. In contrast, people's definition and understanding
over culture vary because different cultures can be seen everywhere around the world (What is
Organizational Culture? And Why Should We Care?, 2018). On the other hand, as perception of
two person cannot be same. Thus, it might show differences among all the definitions that were
given by authors and scholars in given blog. The view of culture is something that is unitary and
static, cultures are multiple, related and dynamic. People care about culture because this helps
them to anticipate how their organisation and people in it may response in various situations and
allow them to identify the right way to deal with their teams. As culture plays a very important
role in an organisation's success (Crane, 2017). Organisational culture plays an important role for
management as it helps the employers in managing stability and coordination in working
practices of employees. Organisational culture is something that includes a people's experience,
expectations & belief. Organisational culture is dynamic in nature as it constantly changes with
external and internal changes (Hall, Covarrubias and Kirschbaum, 2017). It is basically based on
shared attitude, customs, values and beliefs of people at workplace. People care for organisation
culture because it provides the kind of holistic, significant view of it. It is very essential for
organisational leaders to understand their company and to have belief that they can change
themselves for better. Organisational culture is governed by communication style, and leader’s
behaviour. A strong organisational culture may bring benefits like, trust, increased productivity
and efficiency in decision making.

What definition of culture do you agree with most and why?
According to “Abdi Osman Jama” the best definition of culture according to me is, it
combines different people's habits, beliefs and standard in an organisation. It is basically looking
at the behaviours of people and how they behave with each other in an organisation. However,
culture of people changes when the individuals shift constantly with the change in surroundings
(Wagner, 2016.). It also shows that there are culture changes but can be managed as a continuous
process. An organisation is a living culture said by“Abdi Osman Jama” and can be adapted to the
reality as fast as possible. It shows that culture of the organisation should always be learning and
developing. The definition by Abdi Osman Jama is true because no matter what culture people
are a part of, it will change over time. It seems to have become important in our world, which is
created by so many societies but also pierce by conflicts. Also De Rossi stated that, culture is no
longer fixed, it is unstable and perpetually in motion. It is based on values derived from human
nature, organisation's relationship with its environment, appropriate emotions and effectiveness.
CONCLUSION
The overall report concluded that, organisational culture is a combination of beliefs,
values, perspective, experience, expectations and philosophy at workplace. Therefore, it is very
essential for people living in the host country should stay positive while adapting new cultures.
Once, people start adapting to new culture they will feel grateful that they got opportunity to
look into new culture. Apart from this, learning and understanding different cultures can help
people in developing of cultural diversity. Further it stated that people care for organisation
culture because it provides the kind of holistic, significant view of it. It is very necessary for
leaders to truly understand their company and to have belief that they can change them for better.

REFERENCES
Books & Journal
Almutairi, A. F., McCarthy, A. and Gardner, G.E., 2015. Understanding cultural competence in a
multicultural nursing workforce: Registered nurses’ experience in Saudi Arabia. Journal of
Transcultural Nursing. 26(1). pp.16-23.
Crane, A., 2017. Rhetoric and reality in the greening of organisational culture. In Greening the
Boardroom (pp. 129-144). Routledge.
Hall, B. J., Covarrubias, P.O. and Kirschbaum, K.A., 2017. Among cultures: The challenge of
communication. Routledge.
Wagner, R., 2016. The invention of culture. University of Chicago Press.
Online
What is Organizational Culture? And Why Should We Care?. 2018. [Online]. Available through
<http://blogs.hbr.org/2013/05/what-is-organizational-culture/>.