Cultural Differences in the Workplace

The data reveals the differences in work-related cultural values between the U. S, India, and Europe. Findings show that culture profoundly affects people decision to be productive as well as feel satisfied and motivated in an individual line of operation. The study also reveals that different factors motivate employees to give their best, which is as a result work-related attitude. There are considerable differences in work-related attitude between U. As such, workplace diversity is attributed to an organization's structures, work styles, expertise or individual physical or mental ability. Most organizational cultures believe that performance expectations should be set and the same working standards should apply to all employees. To be productive, job expectations, as well as organizational rules and goals, are clearly articulated and communicated to avoid misunderstanding.

Conversely, a significant percentage of the world's cultures are group oriented. That is, they support the group's interest before individuals. In that case, organizational leaders are obliged to deal with complex issues caused by cultural differences. Understanding diversity and applying its knowledge to benefit both the social and economic world is a significant concern to most managers around the world. The need for the Study Most companies are striving towards becoming the leading world competitors to attract significant investors as well as uplifting developing communities both economically and socially. Therefore, the role of each culture is to shape behaviors that have the potential to enhance organizational performance. The study is essential as it provides insight as to why the leader should be accountable for directing the organization amidst the cultural complexities.

Stereotyping and prejudices. To no doubt, when different groups meet under one roof, there always emerge categorization and classification. In short, Stereotyping and prejudice become possible in such an environment (Whitley & Kite, 2016). For example, many American companies owned by whites are afraid of hiring coloured Americans to lead the firms since they still hold that the latter group has always held lower positions in each aspect of the society. Thus, allowing them to drive the individual firms would witness the organization not progressing as required. Dominance may manifest in the form of differential treatments. For example, the ideal race gains popularity in the organization and may even be treated much better compared to the other. Besides race, where an employee lives or has resided can contribute to how he/she is treated in the workplace.

Many individuals agree that employees from poor neighbourhoods, small towns, or developing nations are approached and treated differently with their colleagues. For example, employees from New York City may be considered to be fast and business-minded attribute to the high speed of business developments in New York. has a higher score in individualism (Wike, 2016). The two indicators imply that there may be potential barriers to cross-border business between the two nations. Analyzing business success in both the U. S. and India requires an understanding of the commonalities between the cultures of the two regions. However, written conducts do not provide that stakeholder adheres to them completely, but it represents the kind of behaviors an organization should observe. In that case, some firms consider the code of conducts to be core to ethic awareness, which is essential in discovering the ethical direction a business should take.

Notably, business ethics that are in existence in China and India would be instrumental when compared to those in the United States to understand how they impact on globalized business operations. There are some vast differences when it comes to personal values between Americans and Europeans. Pew Research Centre explores the comparisons between American and European views. S. Unlike India and most parts of Africa, Americans are strict observers of time such that even a five-minute delay means a loss (Kanter, 2011). Punctuality has always been an essential aspect of successful firms. Thus, if an employee is late, he/she is likely to lose a potential client attribute to making a wrong first impression. In that case, the client may lose his/her trust in the organization and may not accommodate any offer they make.

Thus, leaders require much energy to remain focused to solve problems adequately. Conclusion and Recommendation Conclusion Overall, cultural differences play a significant role in influencing healthy behaviors among employees. Cultural dimensions enhance operations, promote effectivity, and diversity in management. In that case, effective leadership is essential in ensuring that the diverse groups of employees work harmoniously. A culturally diverse work team enhances team identification. Reference Bly, J. L. , Jones, R. C. , & Richardson, J. A. , & Baumhart, R. A cross-cultural comparison of ethical attitudes of business managers: India Korea and the United States. Journal of Business Ethics, 46(3), 263-287. Elsmore, P. LeFebvre, R. India US Business Ethics.  Journal of Emerging Knowledge on Emerging Markets, 3(1), 22. Luxton, E. These are the real differences between Americans and Europeans.