The Importance of Culture for Managing and Controlling the workforce Literature review

The Importance of Culture for Managing and Controlling the workforce - literature review ExampleUndeniable changes argon taking place in the workforce mainly delinquent to globalisation and changing composition of national populations of individual countries. National population composition is changing as a result of increased immigration and cumulative effects of high birth rates among nonage groups. Apparently, this is reflected in the workforce (Inceoglu, 2002, p. 37). Globalisation has made both small and large companies face competition resulting from afield companies at home plot of ground at the same time confronting the need to be competitive in the foreign markets. In order to prevail from the competition, organisations require adopting new ways of carrying out business, with sensitivity towards the take of diverse cultural practices. Businesses save to struggle for the best gifts they can find, as well as odor for ways to obtain the best from workers they currently h ave. Most of these employees will be situated at divers(prenominal) nations as many firms move to a worldwide way of conducting business. As a result, culture becomes serious in managing and controlling the workforce. People from different cultures bring forth diversity, which refers to the ways in which people differ, non just the more common aspects like ethnicity and gender (Idea group publishing, 2005, p 580). Literature review Organisations know on the productivity and output of employee interaction with clients and customers. A company with productive workers is able to offer wear out customer service that result in more income. Employees productivity and customer relations and interactions are influenced by how workers feel about their work. Such emotions are heavily dependent on the culture in the workplace. Sandra collins (2009, p 30) defines culture as the system of shared look upons, beliefs, norms, language and social institutions, which steer the daily lives of a group of people. Culture may be collectivist or single, reflecting on the extent to which people value their association with the group against their independence as individual. Collectivist cultures value the group above an individual whilst an individualist culture places personal independence above the group. Western Europe, United States and Canada countries have an individualist culture while South American and Asian countries embrace a collectivist culture. Both collectivist and individualist have different approaches towards conflict. Collectivists tend to avoid conflict and prefer harmony, whilst individualists do not enjoy conflict, though they are less likely to stay away from it. Culture builds an atmosphere in which human resources work and pitch their value and worth in the company, their opportunities within the organisation as well as their opinion of their anxiety team. The culture could also be measured in terms of conflict resolution policies, language, dress p rinciple and industry. Communications also varies with culture, with some opting for direct communication while others embrace verifying style. Cultures that adopt indirect communication usually have relational exchanges before involvement into the business. Such cultures tend to be context-dependent since an great deal of the messages meaning lie in the context of the communication. Cultures also differ in terms of time interpretation, with some placing value on multitasking, and others opting for doing one thing at a time. The watchfulness is able to build models