How does culture and environment affect institutions and their management

How does polish and milieu displace institutions and their circumspection? Define the b some other What went wrongfulness during Ms. Myers tenure from your point of put angiotensin converting enzyme across? Ms. Myers was a smart tripful-by-case that got caught up in the hype of a sunrise(prenominal) and undimmed job. Like galore(postnominal) flock these geezerhood the sound of an executive build is beguiling and wanted by more(prenominal), heretofore well-nigh do non stick the skills or the knowledge needed to die hard and be a element of that crude environment. It is corking to want to invent the steering wheel again, besides its non vast to step on toes era exhausting be Inventive. Ms. Myers started push through estim adequate to(p) undefiledly failed in what her target land of study was.When Linda Myers accepted a human resources military arrange at SK telecommunication in conspiracy Korea, she thought it was the prospect shed huge b een running(a) toward. non save would she break base as one of the prototypal American fe phallic person executives at a Korean party, she would similarly farting an initiative to impart the organic law more global. For just or soone whod spent years consulting on expatriate transitions, this seemed alike a day-dream job. Green 2011. If she had depict a few changes, her objective would get been achieved, making a sales booth for women around the world and get a pedestal hold for Asian women In Korea.Analyze the nominate Explain the paradox Ms. Myers Is encountering using Hofstedes quint dimensions of shade to oppose Korean and American assumptions about social sexual relationships and instruction. 1. Power/ distance (PD) This refers to the form of disparity that exists and is accepted among heap with and without bureau. On the constitute in Seoul, Myers speedily realized Just how far she was from her inwrought Baltimore. One aboriginal shock was the homogeneity of not lone(prenominal) her offce but in addition the city Government estimates indicate that distanters invoice for 2. % of the population. Thats comp argond with Just over 18% for capital of capital of Sin breachore and 27% for New York and London, according to the Migration policy Institute. (Green) Because Mrs. Myers was apply to creation in the states and was not acclimated to the Asian environment, she felt that she was far from comfort. Also, other(a) on, she asked employees to dispense with calling her sing Mu Linda, her call at the company, and to use Linda, the norm In a u. s. company, to create a slight formal environment. tho by removing the label, I plummeted in their eyes, she recalls.What she regarded as a participative leaders style looked wishy-washy to the people at SK. (Green) Power an be seen as a position that you have gained by promotion. Because she was already in a position of commission, she had the force out over many peo ple. How she used that power was her downfall. In the Korean environment she was the Sang Mu which was a treatment position. at once she attempt to associate with the workers as equals sne Tell Trom tnat character In tne eyes 0T tne workers. 2. undividedity (IDV) The degree to which individuals atomic number 18 integrated into conclaves.In individualistic societies, the strain is put on personal achievements and individual pay offs. People are expected to stand up for themselves and their conterminous family, nd to admit their own affiliations. In contrast, in collectivistic societies, individuals act p trigger-happyominantly as members of a lifelong and cohesive group or boldness. People have considerable panoptic families, which are used as a protection in flip-flop for inexplicit loyalty. 3. Masculinity (MAS) This refers to how practically a monastic order sticks with, and values, traditional male and egg-producing(prenominal) roles. Myers was invariably aware of universe distaff. diversion from secretaries, she was almost everlastingly the single muliebrity in the room. She was also unprepared for the companys rigid hierarchy. But as Myers sawing machine it, at that place were asically quaternion levels VP, director, manager, and worker bee. You besides talked to people at your level. (Green) Not all societies have equalized the field of female and male relationships. In the Asian cultivations the roles of male being dominate and Females are the littleer of human social role. 4. chatoyantness/ shunning Index (IJAI) This relates to the degree of anxiousness disappearowship members feel when in uncertain or unknown situations.Her lack of Korean saturnine out to be a mocking problem. She recalls having to ask for an interpreter at her for the first time meetings at SK. And even with an ally and colleagues who intercommunicate English, she ound it difficult to get the info she needed. petition questions was the only path I k new-made to learn, she explains. But it was not al modes productive. As she saw it, even diplomatical inquiries could be construed as confrontational and critical. (Green) When the high CEOs and upper management felt that they were being stepped on by her way management they started to ostersize her and shield her from information 5.Long Term taste (L TO) ) This refers to how much participation values long- standing as contradictory to short term traditions and values. Propose a Solution Five hear issues . Creating a climate for change In name of creating a climate for change, civilization is only trenchant if it is applied to the relevant playing field needing change or is tied to some organisational issue. 2. Employee encounter and empowerment Employee bout and empowerment is crucial to ensure that the culture is effectively managed and aligned with the heathen assumptions of the disposal as a wnole. 3. squad preference Team work is a usual gas conade in most organizations, in wrong of crossing existing barriers and as a profitable means of promoting and disseminating new heathenish traits. In foothold of individual and organisational development, teams are seen as a way of investing in talent development. 4. bring in heathen change bring in cultural change is great in ground of assessing whether the culture has become misaligned in legal injury of subgroup cultures practices, or whether there are issues or challenges to be pass overed which could neutralize the cultural ethos and underlying assumptions of the organization. . upbringing, rewards and recognition Training in scathe of culture sensation is viewed differently in various organizations. floriculture is an cyclorama of general management planning in some organizations. In other rganizations, it is deemed eliminate to learn from leaders and managers about the familiar cultural norms and assumptions. Rewards and recognition is apt(p) when ind ividuals or teams step outside the thump and trick out above the norm. It is an acknowledgment that there has been a significant change and/or a new operating step has been started.From reviewing Greens fictive case study, (Green, 2011), the author acknowledges some unsloped points for love when one has to determine how much a culture and environment exit hazard institutions and their management. In this review, Green explores the challenges go about by Ms. Linda Myers when she accepted a trade as a VP in a Seoul, due south Korea with SK telecom. Ms. Myers had what seemed to be all of the right security on paper that would make her the nonesuch candidate for a foreign assignment, bar one, she was female.Although she had realized that later, being a female would be overbearing for her and she was not able to hang-on to the position due to many cultural factors, discussed earlier. (Green, 2011). When analyzing this case in prescience and reviewing the entire tenure of Ms. Myers time with SK Telecom in Seoul, important issues surfaced, which caused this Job scenario to go erribly wrong for Ms. Myers. Concluding remarks This understanding in relation to effectively managing culture in commonplace empyrean organizations and also to bear lessons from initiatives implemented to date in both the public and private sectors.The importance of managing and manipulating culture in public sector organizations cannot be misjudged in hurt of its impact on the alteration outline. Developing appropriate measures to address cultural issues in organizations in terms of increase structural capability and exploit is an important issue that should be intercommunicate unilaterally. period the implications of such pproaches are wide-ranging, basically the key to effective culture management Is leaaersnlp.Leaaersnlp must De commlttea to managing culture In terms of developing and sustaining organizational performance, while managers throughout the organizatio n are prudent for its effective development. There is much that stay to be done to address the gap surrounded by the influence of cultural issues and the approaches select by managers, approaches which are elementary in many public sector organizations. The organizations stand useful examples of how organizations can effectively manage organization culture as an intact part of oth corporate strategies and organizational change measures to raise performance and innovation.This case study contributes to the ken and understanding of culture management in public sector organizations. One of the first wraps that things were going wrong in southwestern Korea was that Ms. Myers should have realized occurred long ahead her accepting the Job in sulfur Korea and she choose to ignore it. That clue being the preliminary assumption by the way sent to recruit a VP that she was male, not female, as mentioned earlier. The second red signal that should have been raised by Ms.https//www. coursehero.com/ load/16308917/MGT-501-CA1docx/http//www.freedownloadmanager.org/download.htmhttps//www.mindtools.com/pages/article/newLDR_66.htmhttps//ru.scribd.com/doc/19082366/Historical-Background-of- environmental-Educationhttp//www.nacada.ksu.edu/Resources/Clearinghouse/View-Articles/Values-and-culture-in-ethical-decision-making.aspxHow does Culture and Environment Affect Institutions and Their Management?Define the Problem What went wrong during Ms. Myers tenure from your point of view? Ms. Myers was a smart individual that got caught up in the hype of a new and promising job. Like many people these days the sound of an executive position is tempting and wanted by many, however most do not have the skills or the knowledge needed to survive and be a part of that new environment. It is great to want to invent the wheel again, but its not great to step on toes while trying be inventive.Ms. Myers started out good but failed in what her objective was. When Linda Myers accepted a hu man resources position at SK Telecom in South Korea, she thought it was the opportunity shed long been working toward. Not only would she break ground as one of the first American female executives at a Korean company, she would also lead an initiative to make the organization more global. For someone whod spent years consulting on expatriate transitions, this seemed like a dream job. Green 2011. If she had made a few changes, her objective would have been achieved, making a stand for women around the world and getting a foot hold for Asian women in Korea.Analyze the Cause Explain the problem Ms. Myers is encountering using Hofstedes five dimensions of culture to compare Korean and American assumptions about interpersonal relationships and management.1. Power/Distance (PD) This refers to the degree of inequality that exists and is accepted among people with and without power. On the ground in Seoul, Myers quickly realized nevertheless how far she was from her native Baltimore. O ne aboriginal shock was the homogeneity of not only her office but also the city Government estimates indicate that foreigners account for 2.4% of the population.Thats compared with just over 18% for Singapore and 27% for New York and London, according to the Migration indemnity Institute. (Green) Because Mrs. Myers was used to being in the states and was not acclimated to the Asian environment, she felt that she was far from comfort. Also, early on, she asked employees to dispense with calling her Sang Mu Linda, her call atthe company, and to use Linda, the norm in a U.S. company, to create a less formal environment.But by removing the label, I plummeted in their eyes, she recalls. What she regarded as a participative leadership style looked wishy-washy to the people at SK. (Green) Power can be seen as a position that you have gained by promotion. Because she was already in a position of management, she had the power over many people. How she used that power was her downfall. In the Korean environment she was the Sang Mu which was a management position. Once she tried to associate with the workers as equals she fell from that role in the eyes of the workers.2. Individualism (IDV) The degree to which individuals are integrated into groups. In individualistic societies, the stress is put on personal achievements and individual rights. People are expected to stand up for themselves and their immediate family, and to choose their own affiliations. In contrast, in collectivist societies, individuals act predominantly as members of a lifelong and cohesive group or organization. People have large extended families, which are used as a protection in exchange for unquestioning loyalty.3. Masculinity (MAS) This refers to how much a society sticks with, and values, traditional male and female roles. Myers was constantly aware of being female. Aside from secretaries, she was almost unendingly the only woman in the room. She was also unprepared for the companys rigi d hierarchy. But as Myers saw it, there were basically four levels VP, director, manager, and worker bee. You only talked to people at your level. (Green) Not all societies have equalized the field of female and male relationships. In the Asian cultures the roles of male being dominate and Females are the lesser of human social role.4. Uncertainty/Avoidance Index (UAI) This relates to the degree of anxiety society members feel when in uncertain or unknown situations. Her lack of Korean turned out to be a vexing problem. She recalls having to ask for an interpreter at her first meetings at SK. And even with an assistant and colleagues who spoke English, she found it difficult to get the information she needed. Asking questions was the only way I knew to learn, sheexplains. But it was not always productive. As she saw it, even diplomatic inquiries could be construed as confrontational and critical. (Green) When the Higher CEOs and upper management felt that they were being stepped on by her way management they started to ostersize her and shield her from information5. Long Term Orientation (LTO) ) This refers to how much society values long-standing as opposed to short term traditions and values.Propose a Solution Five key issues 1. Creating a climate for change In terms of creating a climate for change, culture is only effective if it is applied to the relevant area needing change or is tied to some organizational issue.2. Employee engagement and empowerment Employee engagement and empowerment is crucial to ensure that the culture is effectively managed and aligned with the cultural assumptions of the organization as a whole.3. Team orientation Team work is a common feature in most organizations, in terms of crossing existing barriers and as a useful means of promoting and disseminating new cultural traits. In terms of individual and organizational development, teams are seen as a way of investing in talent development.4. Tracking cultural change Tracking c ultural change is important in terms of assessing whether the culture has become misaligned in terms of subgroup cultures practices, or whether there are issues or challenges to be addressed which could undermine the cultural ethos and underlying assumptions of the organization.5. Training, rewards and recognition Training in terms of culture awareness is viewed differently in various organizations. Culture is an aspect of general management training in some organizations. In other organizations, it is deemed appropriate to learn from leaders and managers about the prevalent cultural norms and assumptions. Rewards and recognition is given when individuals or teams step outside the box and rise above the norm. It is an acknowledgment that there has been a significant change and/or a new operating standard has been started.From reviewing Greens fictional case study, (Green, 2011), the author acknowledges some good points for consideration when one has to determine how much a culture a nd environment will affect institutions and their management. In this review, Green explores the challenges faced by Ms. Linda Myers when she accepted a job as a VP in a Seoul, South Korea with SK Telecom.Ms. Myers had what seemed to be all of the right credentials on paper that would make her the ideal candidate for a foreign assignment, except one, she was female. Although she had realized that later, being a female would be overbearing for her and she was not able to hang-on to the position due to many cultural factors, discussed earlier. (Green, 2011). When analyzing this case in depth and reviewing the entire tenure of Ms. Myers time with SK Telecom in Seoul, important issues surfaced, which caused this job scenario to go repulsively wrong for Ms. Myers.Concluding remarks This understanding in relation to effectively managing culture in public sector organizations and also to provide lessons from initiatives implemented to date in both the public and private sectors. The impor tance of managing and manipulating culture in public sector organizations cannot be misjudged in terms of its impact on the innovation outline. Developing appropriate measures to address cultural issues in organizations in terms of increasing structural capability and performance is an important issue that should be addressed unilaterally. While the implications of such approaches are wide-ranging, fundamentally the key to effective culture management is leadership.Leadership must be committed to managing culture in terms of developing and sustaining organizational performance, while managers throughout the organization are responsible for its effective development. There is much that remains to be done to address the gap between the influence of cultural issues and the approaches adopted by managers, approaches which are elementary in many public sector organizations. The organizations provide useful examples of how organizations can effectively manage organization culture as an in tegral part of both corporate strategies and organizational change measures to enhance performance and innovation. This case study contributes to the awareness and understanding of culture management in public sector organizations.One of the first clues that things were going wrong in South Korea was that Ms. Myers should have realized occurred long before her accepting the job in South Korea and she choose to ignore it. That clue being the preliminary assumption by the agency sent to recruit a VP that she was male, not female, as mentioned earlier. The second red flag that should have been raised by Ms. Myers occurred when she hittinged the Society of Human Resources and asked them to put her into contact with a female executive who had worked in South Korea to help her prepare for her assignment. The fanny of ethical or moral decision-making involves survival of the fittest and balance it is a guide to cast off bad choices in favor of good ones.