Based On The Readings This Week With Special Attention To
Based On The Readings This Week With Special Attention To Tobins 201
Based on the readings this week with special attention to Tobin’s (2013) article, define what is meant by organizational culture and how it is created, influenced, and changed based on globalization. Provide an example of an organization with which you are familiar (e.g., your gym, church, workplace, or a well-known organization) and describe how that organization has changed, or not changed, its organizational culture due to globalization. Write at least 3 paragraphs, include at least 2 scholarly citations. APA requirements. Tobin, B. (2013). Don't try to change anyone and eight other ways to lead global organizational development. Development and Learning in Organizations, 27(6), 10-13. doi:
Paper For Above instruction
Introduction to Organizational Culture and Globalization
Organizational culture refers to the shared values, beliefs, norms, and practices that shape the social and psychological environment within an organization (Schein, 2010). It acts as a guiding framework that influences employee behavior, decision-making processes, and overall organizational identity. Tobin (2013) emphasizes that organizational culture is not static but evolves through internal and external influences, especially in the context of globalization. Globalization, characterized by increased interconnectedness and communication across borders, significantly impacts organizational culture by introducing diverse perspectives, practices, and operational standards. These influences can lead organizations to adapt their cultural norms to remain competitive and relevant in a global market.
The creation of organizational culture is rooted in the organization's founding principles, leadership, and internal environment, which shape initial norms and values (Hofstede, 2011). However, globalization influences this culture by integrating international elements, encouraging cross-cultural collaborations, and exposing organizations to global best practices. For example, multinational corporations (MNCs) often undergo cultural transformation as they incorporate diverse workforce perspectives and adopt international standards for management and ethics (Tobin, 20113). This process can result in either a blending of cultures or a shift towards a more globally oriented organizational identity. Tobin (2013) notes that leaders play a critical role in navigating and shaping this cultural evolution by fostering open communication and adaptable leadership practices suited to an interconnected world.
A pertinent example is seen in the transformation of global companies like Starbucks. Initially rooted in American coffee culture, Starbucks has expanded its global footprint, necessitating adaptations to local cultures and consumer behaviors. The company's organizational culture has evolved to prioritize cultural sensitivity, local engagement, and corporate social responsibility, reflecting broader international standards and expectations (Schultz & Yang, 2011). This transformation illustrates how globalization can influence an organization’s cultural fabric, leading to increased diversity and a more inclusive organizational identity. Conversely, some organizations may resist change, preferring to maintain traditional cultural elements to preserve their core identity amid globalization pressures. Ultimately, the degree of cultural change depends on leadership strategies, organizational openness, and the external environment’s demands (Tobin, 20113).
References
Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014
Schultz, H., & Yang, D. J. (2011). Onward: How Starbucks fought for its life without losing its soul. Rodale Books.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
Tobin, B. (2013). Don't try to change anyone and eight other ways to lead global organizational development. Development and Learning in Organizations, 27(6), 10-13. https://doi.org/10.1108/DLO-05-2013-0033
Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014