Impact of Cross Customs on Organizations

Keywords: cross way of life communication research, cross customs impact

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Part 2: Lifestyle in Communication: Literature Review

Part 3: Research Overview

Part 4: Data Evaluation:

  1. Communication Styles
  2. Distance Factors in Communication
  3. Leadership Styles in Organizations
  4. Gender Factors in Organizations

This paper assesses empirically the impression of cross culture concerns on Digital home PVT LTDs managers and employees performance. In undertaking the study, stratified random sampling was used to select 50 employees who have been working in the business in various positions. Relevant data were collected using a structured questionnaire. For further analysis of the questionnaire Microsoft Excel and SPSS (Statistical package of social science) have been used.

The findings showed that cross cultural concerns brings about communication, years and gender among the Digital House PVT LTD.’s workers, which resulting increasing conflict among the employees, arising unclear communications, and discrimination with both genders, hence leading organization to reduce in their performance. Predicated on these results and findings, ultimately it had been recommended that Digital Home to lessen unclear message, discrimination by giving priority to both the gender and keeping good internal communication program within the business.

Chapter 01

1.1 History of the study

Culture can be explained as the norms, beliefs, informal values and the structure of behavior of a person (Alvesson , 2002, p.5). Furthermore Alvesson (2002) justifies that, “Culture may be the creation of meaning by which humans interpret their activities and guide their actions.” Cultural issue can eminently effect on the companies success. More often researchers demonstrates that it is the glue of the organization, Which functions as a compass which directs a business to its vacation spot (Tharp, no yr). Cultural issues are incredibly common problems all around the world. The cultural problems may appear in many different ways based on the size, location and the custom traditions of this organization. These cultural concerns sometimes occur even as a result of attitudes of the staff members.

According to the experts’ organization (Digital Residence), there will vary people from differing backgrounds working therefore cross tradition is a essential issue in the organization thus creating a cross-cultural competence increases the people’s mindset or the perspective (Walker, Walker and Schmitz, 2003). Moreover the existing situation of Digital house (DH) according to the top control is having cultural issues within the organization. This gradually comes with an impact of the performance of the business. In addition, monitoring this issue suggest that the significant cultural concerns involved are communication, age and gender.

Hence this study is completed to explore the impression of the problem of communication, era and gender on organizational performance. Besides, the researcher will check out and analyze the reason for cultural problems within the organization and how it impacts on the organizations performance and how to overcome the hurdles to keep up a balanced lifestyle within the organization.

1.2 Problem Justification

The 3 main areas of cultural effects which may have been selected to the research are communication, time and gender. Whilst examining the three main problems it can be understood they have significance impact on the business. For instance Communication may bring problem in 2 techniques which can be known as a language difficulty or distance difficulty. Language problem means the employees might have problems in speaking distinct languages. Distance problem identifies using the distance of communication from one country to another. For example: if the company wants to find out about a particular order or merchandise in Japan then it’s not that easy to communicate just simply as we think, absolutely the process will take a while. In other words we are able to say it’s less pleasant to communicate overseas while compared to our very own country. The reasons will be as follows:

  • Language should be familiar.
  • Planning needs to be done before communicating
  • Professionalism should be demonstrated by our communication
  • The correct communication method should be used to communicate.

So these are some important issues to be considered prior to the communication starts.

Then next we can discuss about the gender problems. This is also a very common problem which generally occurs in religion wise. For EG: if we have digital house into consideration some Muslim females are not comfortable to communicate with male employees. Which means this problem can cause lack of communication which can cause poor planning and a lot of misunderstandings within the organization itself.

Then another issue in gender would be gender discrimination. This would be an internal effect which is caused by the business itself. For EG: based on the digital house they have more males while when compared to females. This could be gender discrimination. The issue arises why the control can’t recruit females as the very best managers. Whilst acquiring Digital house under consideration they recruit less females to the managerial roles, because the top managers perspective is that female staff are less efficient. Thus this may affect the organizational overall performance as it goes on.

Then finally coming into the age factor, that is also another major cause to the drop of product sales. The Digital House contains many employees at different age range which cause internal concerns. For EG: with regards to a decision making the elderly managers think the small people are less intelligent and they will be left out when decision making is done. So this is a very bad indication practiced by the company. Actually the young blood vessels could have better innovative ideas given that they know very well about the technological part. But whereas the more mature people in the business won’t have the level to believe very deeply about technologies.

So obtaining the plans and suggestions from the young bloodstream people is important to increase the performance of the organization. In other words all age groups ought to be cured as the same to get over the problems in the organization. This will help them to create effective decisions and there will be a much better understanding among each other.

1.3 Research topic

“A study into how the cross culture concerns of communication, years and gender issue can impact the business performance?”

1.4 Objective

This research is carried out

  • To explore the affect of cross cultural issue of communication, age and gender on organizational functionality.
  • Analyze the theoretical concepts of cross cultural distinctions in individual behavior, managerial responses and attitudes.
  • To analyze how cross cultural issues may lead to misunderstanding of folks regarding conflict collaboration

1.5 Research questions

  • How does connection affect organizational performance?
  • How does era affect organizational performance?
  • How does gender influence organizational performance?
  • Does the cultural issue always be positive or detrimental to the organization?

1.6 Need for the study

Cultural issues in an organization are silent killers on the organization sales. Actually it is determined by the cultural issue selected issues can affect the organizational functionality in a great manner. It is the organizations leading managers’ responsibility to seem deep on to these issues and bring a solution for it. It is critical to them to understand the sources of cultural effects in an organization and why they occur. On the other hand through this research it can help the managers to identify the problems and also to increase the employee’s condition to a much better standard in which the employees are free from cultural effects. And also it’ll make the management to believe deeply to come out with positive suggestions to solve the cultural effects in a positive way which will make the organization to be constant with no failures.

Chapter 02

2.1 Culture

Culture in the study of international relations could be defined as the posting and transmitting of awareness within and across nationwide boundaries, and the cultural way as a perspective that pays particular attention to this phenomenon. (Hofstede, 1980). Culture may be the expression of human values. It could be very intense and mindful, as in art items and performances or religious practice. It can be pervasive and comparatively unconscious, in the rituals of meals, the use of time or family celebrations. It embraces the extremes of the spectrum and everything between. Way of life is everything we need not do to survive – but are compelled to accomplish to feel human. (Schutz, 1970). Traditions or civilization, taken in its wide ethnographic impression, is that complex entire which include knowledge, belief, art work, morals, law, tailor made, and any other capacities and behaviors acquired by man as an associate of society.

Schien (1985) justifies Lifestyle refers to the pattern of individual activity and the symbols that give significance to these actions. Culture manifests itself in terms of the art, literature, costumes, customs, language, religious beliefs and religious rituals. The people and their routine of life constitute the culture of a region. Cultures vary in different elements of the world. They will vary across the territory boundaries and the diversity in cultures results in the diversity in people around the world. Culture also involves the machine of beliefs placed by the persons of the spot, their principles of existence and their moral values. The patterns of tendencies of the persons of a particular region also form part of the region’s culture. The term ‘culture’ that hails from the Latin term, ‘cultura’ derived from ‘colere’, means, ‘to cultivate’. Hence the way in which the thoughts of the masses inhabiting a particular region are cultivated, in some way determines the tradition of a region.

Montserrat-Howlett (1992) says that Culture is shared, by which we imply that every lifestyle is shared by a group of people. Depending on the region they reside in, the climatic circumstances they thrive in and their historic heritage, they form a couple of ideals and beliefs. This group of their principles of life shapes their way of life. No tradition belongs to a person. It is rather shared among many persons of a certain section of the environment. It belongs to a single community rather than to any single individual. Customs is learned. The participants of a culture share certain ideals, which shape their lives. Generations learn to comply with these ideals and rules. Culture propagates through generations, which adopt their outdated customs and traditions as part of their lifestyle. The ideals they bottom their lives on is normally a part of their culture. Cultural ideals are imparted from one generation to another, thus producing a continual of traditions that are a part of culture. The words, the literature and the artwork varieties pass across generations. Tradition is learned, comprehended and adopted by the younger generations of society.


(2003) noted there are seven key feature which are the standard of an organizational way of life, this gives a clear photo on organizational customs and the understandings of workers and how they happen to be likely to behave. The characteristics are:

  • Innovation and risk taking. The amount to which employees are encouraged to be ground breaking and take risks.
  • Attention to fine detail. The amount to which employees are expected to exhibit precision, analysis, and focus on detail.
  • Outcome orientation. The amount to which the management focuses on results or outcomes rather than on the methods and processes used to achieve those outcomes.
  • People orientation. The amount to which operations decisions take into consideration the consequences of outcomes on people within the business.
  • Team orientation. The amount to which work actions are organized around teams instead of individuals.
  • Aggressiveness. The degree to which people are aggressive and competitive instead of easy going.
  • Stability. The degree to which organizational activities emphasize maintaining the status quo as opposed to growth.

(Robbins, 2003, p.525)

2.2 Components and characteristics of culture

Oak (1951) justifies that whenever it involves the elements of the culture it could be as follows. The language, other varieties of expression as likewise the thoughts and emotions of the persons, their social and cultural norms, their guidelines and beliefs will be the basic factors of culture. For an effective transfer of culture in one generation to some other, it must be translated regarding symbols, which represent the cultural values of a community. Vocabulary, art and religious beliefs form the system of symbols that render a deep meaning to lifestyle. Regardless of the efforts of the older generations to transfer their cultural values to the forthcoming generations, many have a tendency to remain unaware of their culture. Folks are often found to have an incomplete knowledge of their culture. People seldom know their culture completely.

A gradual switch is characteristic to nearly every culture. Cultures are at the mercy of change. Culture loses some of its traits and gains new ones. The areas of culture that change range across societies. With the passage of time, new technologies emerge, fresh modes of work appear, social thinking undergoes transitions and so does culture. Every culture changes with time although the price of change of each culture varies. Research have brought out an undeniable fact that no traditions can remain in isolation. There is hardly any social community that is completely isolated from all of those other world. Every culture hence is mostly influenced by cultures of the encompassing regions. Cultural values are inclined to be damaged by the values of communities in close vicinity. The cultures, which emerged during the same intervals often, show certain similarities. Contemporary times have witnessed an mixture of cultures. Cultures happen to be blended together giving go up to shared cultures.

The author believes that it’s our moral responsibility to understand our culture. There exists a have to study our cultural ideals and ideals, which have been shaping our society. It’s important to have value and satisfaction for our culture. There is a need to peep in to the past that has shaped our present.

2.3 About cross culture and communication

The term cross-cultural implies interaction with persons of several cultural, ethnic, racial, gender, sexual orientation, religious, years and course backgrounds. Cross-cultural interaction is a process of exchanging, negotiating, and mediating one’s cultural dissimilarities through language, non-verbal gestures, and space relationships. It is also the process by which people communicate their openness to an intercultural encounter. (Zurcher. 1965).

Cross culture can be experienced by an employee who is transferred to a location internationally. The employee must learn the words and culture of these around him, and vice-versa. This can be more difficult if this person is acting in a managerial potential; someone in this location who cannot effectively communicate with or understand their employees’ actions can drop their credibility. In an ever-expanding global economy, cross way of life and adaptability will continue to be important factors in the business universe. (Meadows, 1965) says the meaning of cross-cultural is based on the impact that customs has on an individual and his network, and the effects of this impact when different cultures are put together. The culture when a person is raised takes on a significant role in shaping his ideals, morals, behaviors and attitudes. These characteristics impact how a person thinks, and what his general mind-place is toward the environment around him. Whenever a person is achieved with the principles and ideals of a diverse way of life a cross- cultural interaction takes place.

The key to powerful cross-cultural communication is expertise. First, it is crucial that persons understand the potential problems of cross-cultural conversation, and makes a conscious effort to overcome these problems. Second, it is necessary to believe that one’s efforts won’t always be successful, and change one’s behavior appropriately.

For example, one should always assume that you will find a significant possibility that cultural differences are triggering communication problems, and become willing to show patience and forgiving, rather than hostile and aggressive, if problems develop. You need to respond slowly and thoroughly in cross-cultural exchanges, certainly not jumping to the final outcome that you know very well what is being thought and said.

Schutz, (1970), justifies that active listening can sometimes be used to check on this out-by repeating what one thinks he or she heard, one can confirm that one understands the conversation accurately. If words are used in different ways between languages or cultural groups, however, even active hearing can overlook misunderstandings.

Often intermediaries who are familiar with both cultures can be helpful in cross-cultural communication circumstances. They can translate both the substance and the way in which of what’s said. For instance, they can tone down solid statements that would be considered appropriate in a single culture however, not in another, before they receive to persons from a culture that will not talk together in that strong way. They are able to also adapt the timing of what is said and completed. Some cultures move quickly to the point; others talk about other activities long enough to determine rapport or a relationship with the other person. If discussion on the principal topic begins too early, the group that requires a “warm-up” first will feel uncomfortable. A mediator or intermediary who knows this can explain the issue, and make ideal procedural adjustments.

However Bell (1976) believes that sometimes intermediaries could make communication even more complicated. If a mediator may be the same customs or nationality among the disputants, however, not the other, this gives the appearance of bias, even though none exists. Even when bias is not intended, it’s quite common for mediators to become more supportive or more knowledge of the person who’s of his or her own culture, since they understand them better. Yet when the mediator is normally of a third cultural group, the potential for cross-cultural misunderstandings increases additionally. In this case engaging in extra discussions about the procedure and the manner of undertaking the discussions is appropriate, as is more time for confirming and re-confirming understandings at every part of the dialogue or negotiating method.

2.4 The layers of culture

When it involves culture it could be categorized into several layers the following.

2.4.1 The external layer: explicit products

(Geertz, 1973), the explicit culture may be the observable reality of the language, meals, buildings, properties, monuments, agriculture, shrines, market segments, fashions and fine art. They will be symbols of a deeper level of culture. Discriminations mostly start this symbolic and observable level. For EG: if we visit a band of Japanese managers bowing, we happen to be obviously observing explicit culture as the sheer action of bending. Nevertheless, if we ask the Japanese “why do you bow” a question they might not exactly welcome since it’s their classic culture.

2.4.2 The center layer: norms and values

The above culture displays deeper layers of cultures, the norms and values of a person group. Norms are the mutual sense a group has of what is “ideal and wrong”. Norms can develop on a formal level as written laws, and on a casual level as cultural control. Values on the other hand, determine the definition of good and bad and so are therefore closely related to the ideals shared by an organization.

A culture is relatively secure when the norms reflect the values of the group. When this is not the case, there will most likely be a weakened tension. While the norms, consciously or subconsciously, give us a feeling of this can be how I normally should behave. Ideals give us a feeling of this can be how I aspire or desire to behave. (Kluchhohn, and Strodtbeck, 1961) says a worth acts as a criterion to identify a decision from existing alternatives. It’s the concept an individual or group has about the desirable. For instance, in a single culture people might buy into the value. “Effort is essential to a booming society. Yet the behavioral norm sanctioned by the group could be, do not work harder than the other participants of the group because afterward we’d all be expected to do more and would finish up worse off. Here the norm differs from the worthiness.

For EG: some Japanese might declare that they bow because they prefer to greet people, that is a value. Other might say they don’t understand why except that they perform it as the others do it also. Then we are discussing a norm.

2.5 Importance of culture

The cultural values of a community give it an identity of its own. A network gains a persona and a persona of its own, because of the traditions of its people. Customs is usually shared by the associates of a community. It really is learned and approved from the older generation to the newer kinds. For a highly effective transfer of culture from one generation to another, it should be translated into symbols. Words, art and faith serve as the symbolic method of transfer of cultural ideals between generations.

Culture is relationship that ties the people of region or community together. It is that one common bond, which brings the people of a community together. The customs and custom that the persons of a community follow, the event they celebrate, the kind of clothing they wear, the meals they eat and, most importantly, the cultural ideals they adhere to, bind them together.

Culture sometimes appears as system of sociable control, wherein people form their standard and behavior.

The cultural values form the founding ideas of one’s lifestyle. They influenced one’s guidelines and philosophies of life. They influence one’s way of living and therefore impact social existence. The importance of culture lies in the fact that is clearly a link between persons and their value program.

2.6 The influence of culture on business

In this world we have an incredible number of businesses and out of the millions Digital house can be one of many business which is positioned in Srilanka. Different business make a difference them with distinct cultures. As we’ve come across a long way we clearly understand the meaning of culture and how lousy it could be at certain times to businesses.

Lawrence, & Lorsch, (1967) believes that even with experienced international companies, many well intended universal applications of supervision theory have proved badly. For EG: pay for performance has in many instances been a failure on the African continent because there are specific though unspoken, rules about the sequence and timing of reward and promotions. Concurrently international managers have it difficult because they need to operate on a variety of premises at anybody time. These premises occur from their tradition of origin, the tradition in which they will work and the lifestyle of the business which employs them.

In every culture on earth such occurrence as authority, bureaucracy, creativity, very good fellowship, verification and accountability happen to be experienced in different ways. That we use the same words to describe them tends to make us un-ware our cultural biases and our accustomed carry out may not be appropriate or shared. (Bartlett, and Ghosal.1990) in the normal world you will find a theory that internationalization will create or at least bring about a common tradition worldwide. This would make the life of the worldwide managers easier. People indicate McDonald’s or KFC as examples of tastes. Markets and therefore cultures becoming similar almost everywhere. There are, indeed, various product or service becoming common to community markets. What is vital that you consider, however, isn’t what they happen to be and where they are found physically, but what they signify to people in each culture.

The essence of tradition isn’t what is obvious on the surface. It is the shared ways groups of individuals appreciate and interpret the globe. Dining at McDonald’s is a show of status in Moscow whereas this is a fast meal for an easy buck in NY. If business people want to gain understanding of and allegiance with their corporate goals, policies, services or products wherever they are conducting business, they must understand what those and others aspects of management mean in various cultures.

So finally the internationalization of organization life requires more understanding of cultural patterns. In extra communitarian cultures like France, Germany and large parts of Asia it might not be so successful, Employees may not accept that individual participants of the group should excel in a way that reveals the shortcomings of their associates. Their classification of an “outstanding person” is one who benefits those closest to her or him. Customers in additional communitarian cultures also consider offence at the “quick buck” mentality of the best sales people they prefer to build up relationships carefully, and maintain them.

2.7 The effect of cultural effects in organizations in several ways

There are of lessons many factors that impact the creation and development of organizational cultures. The occurrence or absence of competitors, local, regional, countrywide and global monetary conditions, the type of business, the type of the obtainable labor supply and so forth. A number of these factors are highly exclusive and are more likely to have unique effects on specific sorts of organizations. Even so some factors are likely to have similar effects on a number of organizations. The consequences for organization can be in different ways. Will take a short look in all the three ways:

  1. Effects where the nature of the interpersonal culture comes with an impact on the type of the organization.
  2. Effects in which the nature of the global sector has an impact on the nature of the organization.
  3. And finally the result in which the nature of the industry as it is cleared in confirmed society has an effect on the nature of the organization.

2.7.1 Industry effects

The fact that several industries impose different needs on organizations is apparent and well reinforced in the organizational technique. According to Goold (1990) and Chhokar (2000) argue that the nature of the sector influences organizational way of life through the constraints it places on the behavior of all persons in the business. Further, specific organizational methods could be essential if a business hopes to survive in the industry. Furthermore (Burns and Stalker, 1961) says that sector driven assumptions bring about value devices that are constant with these assumptions and these benefit development of the market within a society and national financial system are just several other factors that can affect the ways that a given sector is enacted in a given society.

For EG: A model of organizational design for performance that incorporates a thought of the effects of the market, the current technology, the commercial environment, and the sociable culture. Moreover, they talk about the interactions of the marketplace, the technology, and the industry with the social tradition as having an impact on the look of an efficient organization.

2.7.2 Society effects

According to Smith, (1996) they are describing the potential unfavorable outcomes that can accrue to an organization that strays from the expectation to complement society and market norms. Still it seems clear that social attributes can and do influence the characteristics of the businesses within the culture. In seeking for such effects, therefore one should be prepared to observe, similarities among all or certainly most institutions within the culture and a clear origin at the social level for the business level similarities. As well Hayes and Prakasam (1982) discovered that social distinctions in power length predicted the kind of consultant client relationship recommended in those societies. Companies in countries characterized by high power distance recommended relationships that were more directives and much less collaborative.

2.8 Summary

After coming to the end of the literature review we have found many definitions on culture by different authors. According to the above definitions it had been found out that different authors make clear their own perspective on traditions. Some authors have also explained utilizing their own cultural examples. As it continues cultural history has been covered typically focusing the elements of culture like conversation, cross culture, gender, and how traditions affects different scenarios like organizational efficiency, how communication affects culture and more information related to culture.

Cultures vary within their approaches to the offered environment, between belief that it can be controlled by the average person and belief that the average person must respond to external circumstances. We have to not however, make the error of assuming that inner direction and outer direction are exclusive options. All cultures always take some see of what’s inside or outside the house. To neglect to do hence would lead inner directed cultures right into a headlong rush to a disaster. While outer directed cultures would make an effort to please everyone and dissolve their energies by over observance.

Leaders in these pressure how much they include learnt from their faults and from other’s objections or criticisms. One purpose staff recommendations enrich several Asian businesses and participation is so high is because listening rather than disclaiming is seen as the more admirable trait. Such cultures do not clash openly. To go against what someone else is saying is to trip roughshod over mother nature. Major change can come from both outside and inside. Once again we see that culture is about in which a circle starts or in which a manager conceives of switch originating. To conceive of the business as an open system operating within a larger system allows both inner-directed and outer-directed orientations to build up.

A complex market is not a target description so very much as a cultural perception. For EG to an Ethiopian or to an American, feedback classes where people explore their mistakes can be handy feedback according to American management traditions and enforced admissions of failure in a German management culture. One culture could be inspired by the very point that depresses another. Rather than there being one easiest way of organization there are lots of ways, some very much more culturally appropriate and affective than others, but all of them giving international managers extra strings with their bow if they are willing and able to clarify the reactions of foreign cultures.

We saw that culture occurs to us in layers. The outer layers are the items and artifacts that symbolize the deeper, more basic values and assumptions about life. The various layers aren’t independent in one another, but will be complementary. The shared meanings that are the key of cultures is guy- made are included into people within a culture, however transcend the people in the culture. Put simply, the shared meanings of an organization will be within them and cause them to interpret things specifically ways, but are also open to be changed if far better solutions to complications of survival are desired by the organizations.

Chapter 3

3.0 Introduction

This research is a report on the cultural concerns of the organization. This research will help to identify the cultural problems faced by the staff members and how this impacts the organizational performance. Thus to be able to identify the cultural problems, questionnaires receive to the staff members to see their cultural affects the business is facing right now. After wards the info will analyzed through statistical details and the deviation and correlation could possibly be found.

3.1 Conceptualization

Figure Conceptual model

Age Gender


Cross culture

Organizational performance

Independent variables

Dependant variables

3.2 Research definitions of variables funny essay topics

3.2.1 Organizational performance

The starting point of assessing the performance of an organization is its effectiveness. The definition of effectiveness used here’s fundamentally embedded in our understanding of the word organization. Organizations are commonly defined as instruments of goal. Using the classical definition of organization, every corporation is established for a specific function that’s clarified through its goals. And lastly performance may be the organization progress or profitability. If the companies performance is high then the growth of the business will be large. And the organization can keep on growing.

3.2.2 Age

This can be defined as

the person’s maturity level in a work place. If we choose Digital House (Pvt) the company should make sure the age range of the employees are in least a lot more than 24 years. This would benefit the company to be matured plus the decision making ability will be high and professional if the age ranges of staff members are matured. Consequently while recruiting the employee’s age is an essential factor the company should focus on. Otherwise the thinking structure of the personnel will be incredibly childish.

3.2.3 Gender

This defines declaring the employee is a female or male. Gender is also another crucial factor to be considered prior to the company recruits. For distinct works combinations different persons will be desired. For EG: if the company is in need of a marketing manager then the most suitable gender will be a male. This is because of the travelling and effort which needs to be done while marketing the products. So this post won’t suit the females. So gender is normally another factor to be considered while recruiting the employee.

3.2.4 Communication

Finally comes the interaction. This can be defined as the language that a person should know to speak properly so that you can increase the organizational performance. If person will not communicate then your effectiveness of the business will drop rapidly as well as the decision making vitality will be lost. Consequently communication is an extremely essential tool to be able to achieve the goals effectively and efficiently. The company should always look if the selected employee has great communication skills to keep the company going in the winning edge.

3.4 Research design

In the research design both quantitative and qualitative strategies happen to be been practiced for the research subject matter of cross cultural research. In terms of quantitative methods questionnaires happen to be practiced and in the qualitative technique interview sessions are taken place. Digital House Company contains 4 branches altogether, so all these 4 branches will become selected for the research questionnaires and interview. When it comes to the organization, questionnaires happen to be distributed among unique departments covering all 4 branches. The marketing, financing, and HR departments will be used for questionnaire distribution and each branch will be given questionnaires within the same department in every 4 branches. And the interview will take place in the main branch which is held in Colombo.

3.5 Sample design

The company consists around 80 employees for the reason that populations there are almost 75 males and just simply 2 to 3 3 females. So because of this particular study my sample size is definitely 50 staff members. The questionnaires will be given in random basis for the staff members in every 4 branches. For EG: if there 6 finance staff members in the Colombo branch after that 2 will get to the Colombo branch and the others would divided equally among the additional branches. So in this manner the 50 questionnaires will be distributed. Therefore in this sample population of 50 a lot more than 90% of the employees are in the group of 20 to 30 years and the others between 30 to 50 years and 2 senior officers above the age of 50 years. And finally in this sample people a lot more than 75% of the employees are married.

Sample size: 50 employees

Age category: around 35 employees at age 20 to 30 years and the others above 30

Marital status: 42 employees are married and 8 are unmarried.

3.6 Data resources and collection

Finally in the data collection both principal and secondary info is practiced to acquire the data. With regards to the primary method the key source is employed as questionnaires to gather the info. This questionnaire consists of 4 parts, section A contains the non-public information of the staff members. Section B talks about on how culture impacts the employees in the business. Section C collects info on the workers asking them how customs affects the turnover and finally section D to gather information regarding how culture affects the complete organizational overall performance. In the mean period secondary info will be gathered from content, journals, newspapers plus some statistical information based on the company. Finally the statistical calculations predicated on mean, median, method and typical deviation will end up being calculated using all of the collected data.

3.7 Limitation of the study

There are several limitations that would have to be acknowledged and addressed regarding to the prevailing study. The earliest & most important limitation is availability of time and resources. Consequently small sample size for review may limit the actual effect and validity of the survey, because sample size includes a greater possibility of making survey strong or weaker. Beside, to obtain relevant data for the study would be a limitation element, since these study is based on cross way of life and organizational performance, consequently these details are related to the inner affairs of the business and so are confidential.

Chapter 4

4.0 Data research and presentation

According to the chapter brief explanation will get on the collected info from the personnel. This research has 4 parts beginning with communication, gender and age group, and the ultimate part is the private information of the employees. Hence now let’s analyze each one of these questions in deep using percentages and statistical info.

4.1 Employee’s get older range

The full total number of participants for this research was 50 employees. Out of this 50 staff 4 were in this group of 20-25, then 12 employees belonged under the 25-30 range, 30 employees were under the category of 30-35, which noted as the best number of employees for the reason that years category in the Digital home company. And finally there were 4 staff who were more age 35 years.

4.2 Gender of the employees

According to the Digital property 92% of the workers are males. The rest 8% is merely females. The major reason for the staff to be males is since the company is working with technological products. With regards to this field males are more desirable while compared to females. That is the reason for the vast difference between men and women that can be observed in the in this article column chart.

4.3 Educational qualification of the employees

As displayed in the over column chart it plainly represents most of the employees belongs to the high school division with a share of 48%. All of those other employees are undergraduates and some graduates and very few post graduates and finally just 1 employee doesn’t belong to any of these. The reason for the personnel to be higher in high school is because they are paid not as much. The strategy of the company is to recruit basic employees and present them working out to work hard. This might be a very affordable way to the business.

4.4 Employee experience

The major reason behind the accomplishment of Digital House Business is the experience of the personnel. In the above chart it’s clearly visible that 26 of the employees are having a lot more than 6 years of knowledge that’s 52% which means the highest majority falls under the 6 years or more categories. But the remaining personnel are partly experienced but still not up to the particular regular. 28% of the workers are experienced between 2 to 4 years and few employees are categorized as the group of 1-2 and four to six 6. Since the majority is well experienced the company has more chances to achieve goals on time.

4.5 Wage of the employees

According to the company most of the employees are having a good experience so for this reason point 42% of the employees are receiving a salary range of 20000 to 25000. Content graduates are receiving a very high earnings due to their experience and understanding, which ultimately shows 8% in the on top of chart. And lastly 6% and 28% of the employees are receiving a lower wage due their lack of experience and knowledge. Overall the company is having a large expenditure on the income scheme on a monthly basis.

4.6 Communication related factors

As we’ve come a long way across we all know what communication is. Nowadays let’s have a look on how communication influences the culture of the business and how this impacts the organizational performance. Communication has been split into 3 major parts, connection style, distance, leadership. Right now let’s take a look on each division individually starting from the communication style.

4.6.1 Communication style

Do cultural distinctions (gestures, accent etc) trigger problems in the internal communication at the work place?

66% of the employees are extra towards the agree part and 14% of the employees simply have no idea whether culture causes challenges in the task place. And 20% of the workers are towards disagree portion. But finally a lot of the employees agree that culture causes concerns at the work place that will affect the effectiveness of the business.

Does personnel perception on traditional views in culture influence each day at work?

Once again based on the employees it’s well proved that 28 personnel are saying that employee perception on traditional sights will influence communication at work. In other conditions 56% are agreeing with the statement and 11 employees do not know about it, and lastly 11 employees happen to be disagreeing with the assertion. But the overall comparison shows that employee perception effect everyday communication at work.

Are you content with the communication style of the company?

Based on the above chart it states that 80% of the employees are content with the communication design of the business. And just 3 staff members are confused with interaction style. Only 7 staff are dissatisfied with the connection style of the company. Some of the employees cannot talk proper English and they might be the persons who don’t understand the style of communicating. But in overall the workers are satisfied which is a positive sign for the company to attain goals in a highly effective manner.

Language problems faced by the company

The above pie chart signifies the language complications faced by the employees. These shows 24 staff members are having problems with English which may be the highest majority while compared to the Tamil and English. 44% of the employees are experiencing trouble with talking Tamil and finally just 4 employees have found it difficult to discuss Sinhala. The major reason for the language troubles is because the employees in Digital residence have a mixed traditions of all 3 religions.

The most preferred medium found in the company

The above pie chart represents that

the most common medium used is telephone then comes E-mail, fax and lastly various other. 48% of the staff has voted for Phone where as 34% of the workers possessed voted for E-mail. This evidently explains us that the most frequent and vastly used method by the Digital property Company is Telephone and E-mail. And at incredibly rare moments they are involved in using Fax and other conditions of mode.

4.6.2 Range related factors

This part focuses on communicating to other countries. Here some questions are ready in relating the issues that may occur while interacting with another tradition of a country. Let’s have a look on many of these questions.

Is it difficult that you can communicate abroad?

According to what we think it’s not that easy to communicate to another country. This is because we have to pick the cheapest mode and it must be well planned before communicating. Thus due to these reasons 60% of the personnel agree that communicating overseas is difficult, however 14% of the staff say it’s neither tricky nor easy. And finally 26% of the workers say that communicating abroad is easy. These are the top people in the organization who have been provided all the facilities to communicate abroad. But still the majority says communicating is hard which includes 30 employees.

Difficulty to understand the interaction accent of other countries

The above chart’s result isn’t surprising because normally Asians find it hard to figure out the accent of various other countries because of their fluency and professionalism. Consequently, simply 37 employees have agreed that they find it hard to appreciate the accent of additional countries. Mean while 5 of the workers are neutral. They often understand and sometimes certainly not. And finally 8 staff members disagree with the assertion. They are the knowledgeable people with a lot of experience, so because of this they find it easier to appreciate the accent of additional countries.

Do their non verbal clues meet using what we follow?

The above chart signifies the data on non verbal clues. This implies whether the body language of additional countries tally with ours. Let’s see what the staff members have said according with their opinion. 20% of the employees concur that the other countries body language is equivalent to our country, 13 workers simply don’t really know what to say. And the others 27 employees (that is 54% of the staff) says that the non verbal clue does not match with what we follow. Actually according to me the body language of our country and another is different.

Do you misunderstand the message always?

Finally this chart explains on how many employees understood the message correctly. According to the company 40% of the staff members concur that they misunderstand the message while communicating to other countries due to their accent and different culture. But still the business is normally in the safer part, because 54% of the employees are able to understand just how of communication which is positive indication for the company to increase its performance to higher standards.

4.6.3 Leadership related factors

This may be the final part of conversation. In this part queries are mainly based on leadership associated with communication. Let’s observe how the problems are based regarding culture which impacts organizational performance.

What type of leadership design is your boss following?

The above pie chart reveals the quantity of votes given to the two 2 several types of leadership. In the over there will be autocratic and democratic leadership. Autocratic means decisions made by the boss itself. Democratic means the boss gives the decision making power to others. So in line with the employees we can obviously observe that 86% of the staff members declare that the boss creates decisions to the business. Whereas 14% says that the decisions are made by others. Of course this is fair enough, because 14% includes 7 staff members. These 7 employees could possibly be the managers of several divisions, if this is actually the case then surely the boss gives then your decision making power.

Does your boss employ two way interaction and open discussion to talk to subordinates?

The above chart explains us whether the boss uses appropriate two way interaction and open dialogue to the employees to make effective decisions. In line with the employees 68% of these include agreed that the boss is quite flexible when it comes to communicating. 6 workers are confused in the manner the boss communicates to them and finally 20% of the staff are not satisfied with the connection of the boss. Normally two way communication and open discussion includes Telephone, E-mail, in person discussions, meetings etc. In overall the workers are content with the communication of the boss.

Does your boss allow subordinates to choose process and task at work?

According to the over bar chart it says 42% of the employees get the opportunity to decide process and job at work. Whereas almost all 54% says that they don’t really get the power to decide and task at the job. And, only 2 staff aren’t that sure if the boss gives them responsibilities. But still while evaluating, the variation doesn’t show term paper writing service a big numerous both concur and disagree portion looks virtually identical. The major reason the company doesn’t permit the employees to decide might be as a result of the less performance of certain employees.

Does your leader set goals by him self?

This chart looks quite obvious when you compare with the concern. Normally 95% of the corporations involve setting goals by the CEO. So it is the same scenario which includes happened in the above. 94% of the workers have agreed that the first choice is involved in setting goals. Only 6% disagree with the earlier mentioned statement. The reason behind the huge difference in the in this article is very common at any circumstance. Normally it is the manager’s responsibility to provide the ideas and do whatever explained by the boss but finally the boss may be the one who will decide whether to go ahead with the program or not.

To what level your manager dedicates authority to you

The above pie chart reveals the amount of authority given to a specific employee. Simply authority is the freedom given to employees to create decisions by themselves on their tasks and responsibilities. Based on the statistical info in the above it generally does not seem that poor. 52% of the workers are getting authority to some extent and they could possibly be the managers of numerous showrooms. After that 24% of the staff are getting authority to a great extent these could possibly be the manager top managers of diverse departments. And another 24% says they don’t get authority at all these should be the lower lever staff. The extra the authority is directed at a person that brings peace to the boss since his function load will reduce, at the same time the boss could be taking a risk.

Do you imagine your manager is generally using one way interaction?

The above pie chart displays whether the supervisor is using one way or two method communications. The majority of the personnel disagree with this affirmation and agrees that the manager uses two way communications. 84% of the employees that is 42 individuals disagree with the higher than statement. And only 16% of the employees say that the supervisor is involved in using one way conversation. Because the majority is NO, most of the workers has justified there answer saying that assembly discussions, conferences are placed to make effective decisions and implement those decisions. So this is why the employees say that the manager is using two approach communications.

How gender influences organizational performance.

In the above we took a look on how communication affects organizational performance. Right now let’s have a look on some concerns how gender influences organizational performance. Let’s observe how the personnel have acted to this part.

Do you think that you have been discriminated from your job?

This pie chart gives very interesting info to the workers. Discrimination means requesting the employees if they have been isolated or treated in a poor way while at work. According to the survey it proves 88% of the employees have not been discriminated in the work place. 12% of the employees feel that they are discriminated from work. The majority says they aren’t and the reason they have justified is normally because of the good romantic relationships carried with the managers and subordinates of the business.

Do you feel or know of guys obtaining lower positions in your occupation instead of women, give your comments?

Since that is descriptive question it isn’t practical to show the statistical data to it. But will consider what most of the staff has said concerning this question.

According to the survey analysis 90% of the staff have told that they don’t really feel any circumstances like men getting lower positions while when compared to women. The majority of the people say they are treated equally in the organization which doesn’t make them think in a wrong way. There is also said the company is generally motivating them to job hard to achieve the company goals effectively. Therefore 80% of the staff don’t feel anything uncomfortable by doing so.

But 10% of the employees are saying that the men are receiving lower positions in the organization because of the beauty of females. What they are trying to say is that amazing ladies are given higher positions while compared to men. But nonetheless this reason is not a fact to be considered.

Do you are feeling or know of girls feeling they are extra superior to men, give your comments?

This can be another interesting query to be considered. In this question many employees have got to one important point saying that ladies have a whole lot of attitude problems while compared to men. Practically 85% of the staff members are saying most ladies think they are more advanced than men due to their attitudes, beauty, individuality etc. These are a number of the reasons what the employees have mentioned in the questionnaire.

The rest 15% of the employees say women are not heroes who think they happen to be superior. These staff have said that women of all ages are very sensitive, emotional so due to these factors they never think in this way. And also they have said the girl who thinks they are superior will be retained isolat