Organizational Culture

Posted on: 10th May 2023


There are two questions the professor provided. I list them below. This for an online discussion class where you answer the question in a paragraph or two, then you need to provide two questions and responses to post for your class for a topic of discuss. For the question 2 I attached the case study from the book which is two page the professor referred.

Main Question:1) What are cultural differences between the U.S. and a country of your choice? What are different management practices presumably rooted in the cultural differences between the two countries? With these two questions in mind, identify a person from another country, discuss with him/ her, and closely observe /witness his/her off-the-job behaviors and work-related activities which illustrate cultures and management practices different from those of Americans. Note specific details of your observations. Two paragraph.

1a. Provide two questions and responses for a topic of discussion related to main question. This can be three sentences for each question.

2. Read two cases (attached below) : one about a cross-national culture (Adler, 2002) and another corporate culture (Case 2-1 on your textbook), and see if you can relate your thoughts, experiences, and/or observations to them. Offer your analyses, comments, and/or learning from the cases to culture and management.

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Organizational Culture

Question 1: Discussion Post on Cultural Differences

The U.S. and China are two large countries with diverse populations and various values. Cultural differences between the U.S. and China are plentiful, but management styles are major differences. In both China and the U.S., decision-making is often a collaborative process in which consensus-building is key to reaching an agreement or managing a situation effectively. The Chinese are context-bound over the Americans, which means that the Chinese view certain social contexts as inherently good or bad. The U.S. has been using standardized decisions and information technology for a long time, whereas China has not yet developed a national network and uses computers (Lee et al., 160). In general, the Chinese are more innovative than Americans are. The Chinese government is socialist, so it controls most of the economy. Countries with a free-market economic system have a balanced mix of private and public sectors, with privately controlled businesses competing freely against one another in an open marketplace. Overall, differences in management practices among the U.S. and China may be due to different institutional environments and cultural values. Unfortunately, there are significant differences between Chinese and American management practices. The Chinese are very hierarchical, whereas Americans tend to be more egalitarian (Lee, Jean, et al., 1180). In China, managers have the last word, and they expect their employees to strictly abide by company rules without questioning them. On the other hand, American companies allow their employees to personalize work to put their creativity into practice.

Question 1a). Questions and Responses

  1. How do cultural differences affect the economy of the US?

There are many obvious differences in the US, such as religion, family values, and language, but they have different effects on the economy. Two factors that show how cultural differences affect the economy are income and spending. People learn to work with one another through culture, not against them. They manage to adapt their activities for the good of their community.

  1. Give reasons why people with diverse cultures work in the same companies.

Different cultures and ideas can add elegance and a unique element to organizations. When placed in productive environments, an organization can ultimately benefit from the perspectives of multiple cultures. A variety of cross-cultural collaborations can create stimulating and dynamic relationships driven by the inspiration of new ideas and the ability to take risks with new processes and products. Moreover, diversity in the workplace is extremely important for many reasons: it enhances creativity, fosters new thinking, and improves the bottom line. However, diversity can also be challenging for organizations that don't have a planned approach. This resource will help them balance cultural differences with your corporate culture and increase workplace synergy.

Question 2.

Burnout happens when nurses become tired and demoralized due to physical, emotional and mental health problems. Burnout is an ongoing problem in healthcare and can lead to job dissatisfaction, high turnover, or poor patient care. Reducing burnout has been a growing focus of healthcare organizations. Research has shown that organizational culture is a key factor in reducing burnout in hospitals. The studies evaluated the relationship between staff nurses’ perceptions of organizational culture, perceived work control, nurse satisfaction, and intention to quit. The outcomes revealed that staff nurses’ perception of organizational culture was positively related to nursing satisfaction and intention to quit (Case 2.1: 53). Therefore, organizational intervention programs aimed at promoting a positive organizational culture should be implemented in hospitals to increase employee productivity and improve the quality of care provided by nurses. Recent studies have found that focusing on refinements to organizational culture and communication can help reduce burnout in hospitals, potentially improving the well-being of both staff and patients.


Works Cited

Lee, Jean, et al. "Why and when organizational culture fosters affective commitment among knowledge workers: the mediating role of perceived psychological contract fulfillment and the moderating role of organizational tenure." The International Journal of Human Resource Management 29.6 (2018): 1178-1207.

Lee, Jung Young, Charles R. Gowen III, and Kathleen L. McFadden. "An empirical study of US hospital quality: Readmission rates, organizational culture, patient satisfaction, and Facebook ratings." Quality Management Journal 25.4 (2018): 158-170.

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