Conceptualizing: Organizational Culture & National Culture
The culture of an organization is found in various elements and seen through the hierarchical levels in an organization; it is “embedded in and expressed by patterns and habits of communication” (Cheney, et. al, 2010; 75) An organizations culture is significant for both the identity and the image of an organization, therefore it is important to identify what makes an organization. However, sometimes we can only identify “taken for granted” values or habits of an organization when they have been violated or ignored. For example, Aiesec is known for being an organization that is “run by young people for young people” (Aiesec official website; 2010) but if suddenly the organization started to recruit elderly people that wanted an experience a global exchange, then it would be highlighted that Aiesec’s purpose was to help and work with the youth.
Aiesec also has to experience different national cultures within the organization and with the global companies that it works with. Cheney (2010; 76) defines culture as a system of meaning that guides the construction of reality in a social community. The differences in cultures are highlighted when compared to what we know about our own culture. It is important for members of Aiesec to understand that there are cultural differences in communication, decision making, values and beliefs and several other aspects. By identifying the cultural differences that occur within the organization, the members are then able to understand these differences and progress towards working with them and even find that benefits of an international organization.
References:
Cheney, G., Christensen, L. T., Zorn Jr., T. E., & Ganesh, S. (2010). Organizational Communication in an Age of Globalization: Issues, Reflections, Practices (2nd Ed.). Waveland Press: Long Grove, IL.
What is aiesec?. (2010). Retrieved from http://www.aiesec.co.uk/what_is_aiesec/
As an international student at Erasmus University, I have heard of the AISEC organisation. Although I have never joined it neither took part into any of their events, few friends of mine are directly connected to the organization, thereby I had the opportunity to grasp some interesting insights...
ReplyDeleteAt first glance, Aisec seems like a open minded, enthusiast and student-oriented organization as they themselves claim it, without hidden agenda. I had the opportunity to be introduced to some of the board members during informal gathering and drinks and I must say, everybody was rather friendly to me. However, it also appeared to me that Aisec members had created quite strong ties among each other therefore sharing not only common interests but memories, jokes, intimate relationships and so forth. As an outsider I felt a bit excluded from the group even though few of my friends were there. I could definitely feel the group energy although it was an informal social drink. I believe that informal gathering are part of the organization culture and foster social integration and motivation. As Chesney argues, a shared set of values contribute to the well being of an organization and "prepares" its members to work together in order to achieve similar goals. In this regard, I think that Aisec needs strong and influential leaders that can create a sense of belonging to the organization as well as a sense of closeness and friendship.In fact, it seems important that members can communicate openly with each other in order to bring fresh and innovative ideas to the table.
Besides, Aisec has to keep in mind the cultural differences that characterize its organization and I believe it is important for them to always remain open minded and ready to adopt different strategies as the international student landscape is constantly changing.
To conclude, I would argue that a strong organization culture is good and can be efficient to a certain extent but should avoid group thinking and clustering. Especially in the case of Aisec, I believe that flexibility could be the key element to their organization.