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建立人际资源圈The advantages and disadvantages of preserving and abandoning the traditional culture
2016-08-06 来源: 51Due教员组 类别: Essay范文
Essay代写范文：The advantages and disadvantages of preserving and abandoning the traditional culture这篇Essay范文本文将介绍保留和放弃传统文化的优点和缺点，文化是一个复杂的网络，是由一个支配人类活动的社会的人所获得的期望所获得的，文化不是一成不变的。讨论了松下公司应该放弃自己的传统文化，取而代之的是现代化的文化，是否符合公司及其利益相关者的需要。文化不是一成不变的，它随着时间的推移，要符合社会所接受的价值观和规范。
Culture is a complex web of expectations acquired by people of a society that dictates human activity. 'Culture is not static' (Hill, 2007). It evolves over time from the values and norms embraced by a society, that are formed because of the political and economical philosophy, social structure, religion, language and education influences to which the society is exposed (Hofstede, 2003). The word ‘tradition’ derives from the Latin word ‘trāditiō’ meaning 'to hand down/over', in this way the term ‘traditional culture’ (Wikipedia, 2008) suggests conducting human activity based on the values and norms of a society that no longer exists because it has since evolved.
This essay will present the advantages and disadvantages of both preserving and abandoning traditional culture. It will then be argued that the question of whether to preserve or abandon traditional culture has little to do with the specifics of the culture its self. Rather the choice of cultures should be considered objectively based on its ability to enable or prohibit the organisation from accomplishing its goals. This essay therefore argues that both preserving traditional and embracing modernized cultures can be beneficial to an organisation provided that the chosen culture allows the organisation to operate efficiently and effectively in its market. Finally this essay defines companies ‘like Matsushita’ and takes the firm position that companies like Matsushita should abandon their traditional culture in favour of a modernized culture that will meet the needs of the company and its stakeholders. This essay will conclude with a short discussion of the implications for companies like Matsushita who adopt a modernized culture as recommended.
To preserve traditional culture that contributes to poor performance or is restricting the organisation from achieving its goals puts companies at a huge disadvantage both economically and competitively. Companies that preserve a traditional culture that favours collectivism while operating in an industry that requires employees to have entrepreneurial abilities are disadvantaged when it is individualism that breeds entrepreneurship (Hill, 2007). Similarly, retaining employees that do not directly benefit the company is only an advantage if firm adherence to the traditional culture of lifetime employment will result in greater benefits then losses incurred.
Preserving traditional culture is advantageous when it drives an organisation’s excellent performance. Weber (cited by Hill, 2007) declared that some traditional cultures based on Protestantism and Confucianism may have positive economic implications offering advantages to organisations that adhere to these cultures by lowering the costs of business. Specific to the economic impact of Confucianism, Hill (1995) argued that companies who practice its ethics of loyalty, trust and reciprocal obligations have gained competitive advantage through close ties and cooperation with other similarly practicing companies. Kallenberg and Lincoln (1990) agree that a traditional culture of group identification is contributes to company loyalty, benefiting an organisation by lowering employee turnover thus retaining an employee’s experience and knowledge and business contacts.
On the other hand as with any form of change, abandoning traditional culture carries a certain degree of risk (Waddell, Cummings & Worley 2005). The very nature of culture, established from the values and norms of a society, means that in order to abandon a traditional culture a new one will be formed. “Under the veneer of modernism, deep cultural differences often remain” (Hill, 2007: 90), a company who abandons an aspect of traditional culture that still carries strong society support will be put at a disadvantage as the move creates resistance. Bovey and Hede (2001) discovered that it is human nature that change be met with resistance but it is argued that change such as abandoning traditional culture shouldn’t be detrimental to an organisation. Current employees will be mostly resistant to change however if managed well, managers now have the opportunity to re-educate current employees (Waddell & Sohal, 1998). Adoption of the new culture has its advantages by increasing the labor market to include those who value a move away from traditional culture and opening new opportunities that previously couldn’t be exploited under the traditional culture.
In order to form a position on the question of whether companies like Matsushita should either preserve or abandon traditional culture it is necessary to explore the term ‘like Matsushita’ to distinguish the dilemma that is being faced by these companies. The Matsushita case (Hill, 2007) presented with a strong history of good business performance prior to the 1990’s which was attributed to its ability to retain employees by offering work and remuneration benefits that met the needs and expectations of the labor market at the time. It is suggested that during this 20 year profitable period the human resources (HR) practices that were put in place were at the forefront of HR options available in Japan at the time, it is suggested that they were establish on current culture derived from current norm and current values and not on the norms and values of society the previous 20 year before that. Until the 1990’s these practices were beneficial to Matsushita because they enabled the company to operate efficiently and effectively within its market.
The question that now faces Matsushita is how to adapt to the needs of its stakeholders to secure the most talented individuals to drive the organisations goals and improve its current poor performance which has been attributed to its commitment to a traditional culture that is no longer effective. Therefore, companies ‘like Matsushita’ are not those who are Japanese, nor those operating in the consumer electronics market, or those experiencing solely poor performance. Companies ‘like Matsushita’ are those whose commitment to a traditional culture that no longer provides for stakeholders within its society is the primary cause of poor performance.
As a result of this discussion this essay takes the position that companies like Matsushita should abandon their traditional culture in favour of a modernized culture that will meet the needs of the company and its stakeholders. The Matsushita case identified traditional culture as the cause of poor performance so it is argued that preserving this ineffective culture for the sake of tradition will inevitably lead to the company’s downfall. The increasing pace of global, technological and economical development makes change an inevitable feature of organisational life if organisations are going to retain and increase effectiveness (Morley & Garavan, 1995). Indicators of organisational effectiveness include “high performance, including quality products and services, high productivity and a high quality of work life” (Waddell et al, 2004:5). Evident in the company’s continuing poor performance and inability to attract new employees the perceived benefits of traditional culture are no longer relevant to the company’s stakeholders causing ineffectiveness.
The implications for companies like Matsushita who adopt a modernized culture as recommended are the same as for any company that enacts change. Change in any organisation will be met with resistance and will need to be managed by talented change agents who have the resources needed to ensure the success of any change venture. Another implication for companies like Matsushita who adopt a new culture should be a positive increase in the company’s performance as a whole since the primary objective of any form of organisational change is to increase efficiency and effectiveness Armenakis & Bedeian, 1999).
Culture is not static, it evolves over time from the values and norms embraced by a society. Preserving a traditional culture can only be recommended when doing so enables an organisation to operate more efficiently and effectively then if the organisation adopted a more modernized culture. This essay established that preserving traditional culture that is contributing to poor performance is disadvantaging the company however the opposite is true when traditional culture drives an organisation’s excellent performance. This essay felt it necessary to define companies ‘like Matsushita’ as those whose commitment to a traditional culture that no longer provides for stakeholders within its society is the cause of poor performance. In summary this essay took the firm position that companies like Matsushita should abandon their traditional culture in favour of a modernized culture because it has been identified as the cause of poor performance and it is argued that preserving this ineffective culture for the sake of tradition will inevitably lead to the company’s downfall. This essay concluded by identifying resistance to change and increased performance as implications for companies like Matsushita who adopt a modernized culture as recommended.
51Due原创版权郑重声明：原创范文源自编辑创作，未经官方许可，网站谢绝转载。对于侵权行为，未经同意的情况下，51Due有权追究法律责任。
51due为留学生提供最好的作业代写服务，想获取更多Essay代写范文，亲们可以进入主页 www.51due.com 为留学生提供essay辅导服务，了解详情可以咨询我们的客服QQ:800020041哟。-lc
Culture is a complex web of expectations acquired by people of a society that dictates human activity. 'Culture is not static' (Hill, 2007). It evolves over time from the values and norms embraced by a society, that are formed because of the political and economical philosophy, social structure, religion, language and education influences to which the society is exposed (Hofstede, 2003). The word ‘tradition’ derives from the Latin word ‘trāditiō’ meaning 'to hand down/over', in this way the term ‘traditional culture’ (Wikipedia, 2008) suggests conducting human activity based on the values and norms of a society that no longer exists because it has since evolved.
This essay will present the advantages and disadvantages of both preserving and abandoning traditional culture. It will then be argued that the question of whether to preserve or abandon traditional culture has little to do with the specifics of the culture its self. Rather the choice of cultures should be considered objectively based on its ability to enable or prohibit the organisation from accomplishing its goals. This essay therefore argues that both preserving traditional and embracing modernized cultures can be beneficial to an organisation provided that the chosen culture allows the organisation to operate efficiently and effectively in its market. Finally this essay defines companies ‘like Matsushita’ and takes the firm position that companies like Matsushita should abandon their traditional culture in favour of a modernized culture that will meet the needs of the company and its stakeholders. This essay will conclude with a short discussion of the implications for companies like Matsushita who adopt a modernized culture as recommended.
To preserve traditional culture that contributes to poor performance or is restricting the organisation from achieving its goals puts companies at a huge disadvantage both economically and competitively. Companies that preserve a traditional culture that favours collectivism while operating in an industry that requires employees to have entrepreneurial abilities are disadvantaged when it is individualism that breeds entrepreneurship (Hill, 2007). Similarly, retaining employees that do not directly benefit the company is only an advantage if firm adherence to the traditional culture of lifetime employment will result in greater benefits then losses incurred.
Preserving traditional culture is advantageous when it drives an organisation’s excellent performance. Weber (cited by Hill, 2007) declared that some traditional cultures based on Protestantism and Confucianism may have positive economic implications offering advantages to organisations that adhere to these cultures by lowering the costs of business. Specific to the economic impact of Confucianism, Hill (1995) argued that companies who practice its ethics of loyalty, trust and reciprocal obligations have gained competitive advantage through close ties and cooperation with other similarly practicing companies. Kallenberg and Lincoln (1990) agree that a traditional culture of group identification is contributes to company loyalty, benefiting an organisation by lowering employee turnover thus retaining an employee’s experience and knowledge and business contacts.
On the other hand as with any form of change, abandoning traditional culture carries a certain degree of risk (Waddell, Cummings & Worley 2005). The very nature of culture, established from the values and norms of a society, means that in order to abandon a traditional culture a new one will be formed. “Under the veneer of modernism, deep cultural differences often remain” (Hill, 2007: 90), a company who abandons an aspect of traditional culture that still carries strong society support will be put at a disadvantage as the move creates resistance. Bovey and Hede (2001) discovered that it is human nature that change be met with resistance but it is argued that change such as abandoning traditional culture shouldn’t be detrimental to an organisation. Current employees will be mostly resistant to change however if managed well, managers now have the opportunity to re-educate current employees (Waddell & Sohal, 1998). Adoption of the new culture has its advantages by increasing the labor market to include those who value a move away from traditional culture and opening new opportunities that previously couldn’t be exploited under the traditional culture.
In order to form a position on the question of whether companies like Matsushita should either preserve or abandon traditional culture it is necessary to explore the term ‘like Matsushita’ to distinguish the dilemma that is being faced by these companies. The Matsushita case (Hill, 2007) presented with a strong history of good business performance prior to the 1990’s which was attributed to its ability to retain employees by offering work and remuneration benefits that met the needs and expectations of the labor market at the time. It is suggested that during this 20 year profitable period the human resources (HR) practices that were put in place were at the forefront of HR options available in Japan at the time, it is suggested that they were establish on current culture derived from current norm and current values and not on the norms and values of society the previous 20 year before that. Until the 1990’s these practices were beneficial to Matsushita because they enabled the company to operate efficiently and effectively within its market.
The question that now faces Matsushita is how to adapt to the needs of its stakeholders to secure the most talented individuals to drive the organisations goals and improve its current poor performance which has been attributed to its commitment to a traditional culture that is no longer effective. Therefore, companies ‘like Matsushita’ are not those who are Japanese, nor those operating in the consumer electronics market, or those experiencing solely poor performance. Companies ‘like Matsushita’ are those whose commitment to a traditional culture that no longer provides for stakeholders within its society is the primary cause of poor performance.
As a result of this discussion this essay takes the position that companies like Matsushita should abandon their traditional culture in favour of a modernized culture that will meet the needs of the company and its stakeholders. The Matsushita case identified traditional culture as the cause of poor performance so it is argued that preserving this ineffective culture for the sake of tradition will inevitably lead to the company’s downfall. The increasing pace of global, technological and economical development makes change an inevitable feature of organisational life if organisations are going to retain and increase effectiveness (Morley & Garavan, 1995). Indicators of organisational effectiveness include “high performance, including quality products and services, high productivity and a high quality of work life” (Waddell et al, 2004:5). Evident in the company’s continuing poor performance and inability to attract new employees the perceived benefits of traditional culture are no longer relevant to the company’s stakeholders causing ineffectiveness.
The implications for companies like Matsushita who adopt a modernized culture as recommended are the same as for any company that enacts change. Change in any organisation will be met with resistance and will need to be managed by talented change agents who have the resources needed to ensure the success of any change venture. Another implication for companies like Matsushita who adopt a new culture should be a positive increase in the company’s performance as a whole since the primary objective of any form of organisational change is to increase efficiency and effectiveness Armenakis & Bedeian, 1999).
Culture is not static, it evolves over time from the values and norms embraced by a society. Preserving a traditional culture can only be recommended when doing so enables an organisation to operate more efficiently and effectively then if the organisation adopted a more modernized culture. This essay established that preserving traditional culture that is contributing to poor performance is disadvantaging the company however the opposite is true when traditional culture drives an organisation’s excellent performance. This essay felt it necessary to define companies ‘like Matsushita’ as those whose commitment to a traditional culture that no longer provides for stakeholders within its society is the cause of poor performance. In summary this essay took the firm position that companies like Matsushita should abandon their traditional culture in favour of a modernized culture because it has been identified as the cause of poor performance and it is argued that preserving this ineffective culture for the sake of tradition will inevitably lead to the company’s downfall. This essay concluded by identifying resistance to change and increased performance as implications for companies like Matsushita who adopt a modernized culture as recommended.
51Due原创版权郑重声明：原创范文源自编辑创作，未经官方许可，网站谢绝转载。对于侵权行为，未经同意的情况下，51Due有权追究法律责任。
51due为留学生提供最好的作业代写服务，想获取更多Essay代写范文，亲们可以进入主页 www.51due.com 为留学生提供essay辅导服务，了解详情可以咨询我们的客服QQ:800020041哟。-lc
