Essay on Workplace culture and diversity

            The dynamics of the workplace are changing and are under constant scrutiny. The workplace environment is not dictated only by the policy framework but also the cultural diversity of the workforce. Each organization has its own culture in which people from different backgrounds, races, ethnicity, genders and nationalities come to work as a team or individual. No workplace around the globe has a culture same as the other. There might be similarities but each has its own distinction from the other. The organization culture varies depending on the country and culture of the area at large.

        The culture of Saudi Arabia is a diverse one given the variety of people who come from different race, cast and backgrounds to work. I had my share of experience in the diverse organizational culture and had to adapt in the situation. The culture of Saudi Arabia by optics may seem conservative but once you are in it has a lot to offer and gives you the correct perception (Noer, Leupold, & Valle, 2007). To learn and find yourself in middle of an issue itself is a great experience as it gives you chance to grow and excel as a person.

        The issue I faced was I suppose a unique one given the context of Saudi Arabia. The firm I used to work in had different employees coming from different backgrounds. I had expected set rules and parameters of operations as it was the culture in Saudi Arabia.  I had previously been in jobs which gave me very less power and authority, I was asked to strict to the rules on paper strictly and had very less room to innovate. But to my surprise the organization had a very open culture and empowered employees. It landed me in a position to innovate, lead and produce results. The issue was finding myself in a position where I was dependent on my decision making and to work in teams with equal say and contribution.  As funny as it may seem but it was difficult to lead myself let alone the group.

A better insight can be provided by the Hofstede’s Cultural dimensions. They are:

Individual versus Collectivistic on Workplace culture and diversity
The degree of how the culture support individual growth and collective approach to goals as groups

Masculine versus Feminine on Workplace culture and diversity
The degree by which culture is masculine or feminine. Masculine culture are strict and have different  rules for different group of people whereas feminine culture are open and adaptive

Uncertainty Avoidance on Workplace culture and diversity
The risk taking degree. High UA means less risk taking and sticking to rules where low UA shows entrepreneurial approach

Power Distance on Workplace culture and diversity
This refers to the degree of control and level of approach to the ones high in hierarchy

Time perspective on Workplace culture and diversity

Whether the goals are short term or long term influencing the culture of the organization

Indulgence versus Restraint on Workplace culture and diversity
The degree of fun and control in the society and culture

        These six dimensions help one better evaluate the situation at hand. These dimensions help in formulation of culture in any organization and serve as best measure to understand the culture (Bjerke & Al-Meer, 1993).  The issue I faced was a complete turnaround of culture. I came from a background that only focused on individualism whereas this organization had me to follow the middle path that meant working collectively to attain larger goals and developing myself individually so I learn to improve myself. Unlike other Saudi Arabian companies this firm was feminine in nature due to the open culture and employee empowerment.

        There were values and organizational goals but the roadmap was to be designed by you. We were dividing into groups to work and had to contribute and display leadership skills in our area of expertise. We were from different backgrounds and I was not really adjusting to enjoy authority. It was a jump from a high UA to a low UA culture. There was more indulgence and the focus was to live life and enjoy work. Coming from a culture where work was taken as a burden this new approach required me to step up and lead myself.

        There was a lot I could do and learn in the given culture but I needed direction and adaption to the new norms. The rules were a happy workforce is more efficient and productive. The manager made sure everyone participated and had their fair share of say in the projects. He mentored groups and individuals facilitating growth. I on the other hand tried best to adapt to the culture and come out of my shell by contributing in the group. Access to manager and learning from him made me comfortable to get alone in the organization as it was something new for me.

        The manager had the democratic approach in leadership and would listen to the employees and help them by guiding (Badawy, 1980). He acted as a mentor on how to take decisions and on what to base decisions. He was kind enough to address my issue by showing me the larger picture and goal setting. I on the other hand in the group had to lead and work followed the pacesetting approach of leadership. I would give myself direction and try to give my best in the given work and task (Ali, 1993). The teams were democratic in nature too and the power distance was less. I started seeing the benefit of the open culture which empowered and helped me grow as a person.

References on Workplace culture and diversity

Ali, A. (1993). Decision-Making Style, Individualism, and Attitudes toward Risk of Arab Executives. International Studies of Management & Organization, 23(3), 53-73.

Badawy, M. K. (1980). Style of Mideastern managers. California Managment Review, 22(3), 51-58.

Bjerke, B., & Al-Meer, A. (1993). Culture′s Consequences: Management in Saudi Arabia. Leadership & Organization Development Journal, 14(2), 30-35.

Noer, D. M., Leupold, C. R., & Valle, M. (2007). An Analysis of Saudi Arabian and U.S. Managerial Coaching Behaviors. Journal of Managerial Issues, 19(2), 271-287.