Perspectives on Group Dimensions
Whenever a seismic cultural shift occurs, whether locally, nationally, or globally, workplace behaviors and attitudes are bound to shift as well. It is no surprise, then, that the COVID-19 pandemic, coupled with rapid advancements in technology and the expansion of what is considered a workplace, has transformed workers’ perceptions and attitudes toward their organizations and what they expect from them.?As employees return to the office—or adjust to new spaces—with altered and varied perspectives, it is imperative that leaders adapt to these shifts through the implementation of diverse and inclusive management practices. After all, leaders are responsible for ensuring that all feel seen, heard, and supported within an organization. In order to effectively manage different perspectives in the workplace, leaders must establish a positive, inclusive organizational culture crucial to the holistic wellbeing of their employees and the efficiency of the organization.
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What is Organizational Culture?
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Organizations are only as successful as their workplace cultures are strong. Organizational cultures can be defined as the unique way in which members of an organization relate to each other, the organization and the roles they play within it, and their external environment. They influence how employees perceive their organization, how they behave within it, and how the organization conducts itself as a result. When a culture is well-developed, it fosters a positive attitude amongst employees and maximizes their motivation, which in turn helps the organization to operate effectively and achieve its goals.
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Why Does Organizational Culture Matter?
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As organizations find themselves competing in an increasingly globalized market, many are recognizing the benefits of cultivating a diverse workplace—benefits that include greater adaptability, increased creativity and innovation, improved decision-making and problem-solving skills, and an optimized use of resources.?When managed, diversity is always an asset to an organization, as it mirrors the world an organization aims to serve.
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But with a diverse workplace comes the risks of miscommunication, conflict, and alienation, all of which are indicative of a poor workplace culture. These complications are detrimental not only to the wellbeing of employees, but to the efficacy of leaders, who cannot carry out effective strategies without the full support from members of their organization. Cultivating a strong workplace culture mitigates these problems, as it establishes a balance between how leaders wish to run an organization and how employees wish to be involved and treated within it.
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How to Improve Workplace Culture
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Problems that arise in a diverse workplace stem from differences in values: set beliefs, perspectives, desires, and expectations, all which inherently diminish trust and cohesion when in opposition with each other. Geert Hofstede, a Dutch social psychologist, researched trends in values among genders, ages, classes, races, religions, and nationalities to determine six dimensions that he believed made up the “mental programs” of individuals, which he generalized as national cultures.?While he recognized that national cultures are resistant to change, he concluded that the most effective way to change and manage them would be to change behavior first.?In order to do this, he established six dimensions of organizational culture that employers can use to develop shared, collaborative practices in the workplace.
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Consider a situation where members of an organization expect their employer to prioritize ethics rather than success. While this expectation is a matter of national culture which an organization cannot change, leaders do have the ability to work with employees to determine how to best move forward using Hofstede’s dimensions of organizational culture. Additionally, leaders can use Hofstede’s dimensions of national culture to gain a better understanding of their employees’ values and to proactively model their organizational culture around them.
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Understanding Hofstede’s Six Dimensions of National Culture (Employee Values)
The strength of organizational culture is dependent on how closely it aligns with the values of all of its members. Studies have shown that a strong workplace culture has a profound impact on employees’ mental wellbeing. In a survey conducted by Deloitte, 84 percent of employees answered that they felt happy at work when their organization had a distinct workplace culture; 86 percent also said they felt valued by their organization.?In order to create a favorable culture, leaders can use the following dimensions of national culture to determine what their employees value in the workplace.
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Understanding Hofstede’s Six Dimensions of Organizational Culture (Workplace Practices)
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Hofstede’s research concluded that employees with differing values and perspectives were still able to work harmoniously with each other when united by shared workplace practices. Below are the six dimensions that he believed were key to the structuring of a strong, distinct organizational culture.
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Implementing Hofstede’s Dimensions in the Workplace
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Employees want jobs that align with or complement their personal values, and with current economic, environmental, social, and political crises testing and strengthening their convictions, they have proven that they will do what it takes to satisfy this desire. Approximately 4.5 million workers quit their job during the “Great Resignation” of March 2022, making it clear that organizations are currently not meeting this expectation and need to alter their workplace culture.
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To do this, leaders can conduct interviews and surveys to assess their employees’ values, using Hofstede’s dimensions of national culture to formulate questions and statements. With a strong work-life balance, greater stability, and job security among the top values for today’s employees, leaders should particularly evaluate how their employees respond to uncertainty, restraint, newcomers, and competition. Yes-no questions to consider include, “Should my organization value my wellbeing over my performance?” and “Should my organization promote insiders instead of hiring outsiders?” Employees could also be asked to respond to statements such as “I prefer to follow strict, inflexible rules in the workplace,” using scales of agreement (“strongly agree” to “strongly disagree”) and “my organization is competitive and results-driven,” using scales of importance (ranging from 1 as least important to 5 as most important). Assessing employee values will allow leaders to determine what aspects of their workplace cultures need to be improved, using Hofstede’s dimensions of organizational culture to guide them through the process. Cultivating a workplace culture that responds to the unique values of its members is key to managing diversity, promoting employee wellbeing, and ensuring the success of an organization. Understanding these dimensions and implementing these practices will not only help leaders improve their current cultures but will prepare them for future shifts in the workplace that will demand further changes.