INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Modern day organizations have a life of their own or so it seems (Robin 2003). In many ways each is unique while they also share much in common. As we begin the twenty first century, those of us who work within organizations are all too often confronted with a vast array or organizational attributes, events, leaders, followers, departments, divisions, plans performance expectations, and goals and objectives – complexity that is hard to understand in a meaningful may.
We may feel overwhelmed by daily work-life whenever we really stop to think about it. This and stressful workplace events can make us feel anxious about others; the future and ourselves. What is really happening? Why? How will it affect me? The harder we examine our workplaces, the more is revealed. Layer upon layer of organizational and management hierarchy is found to be accompanied by the inevitable interpersonal tensions and conflicts as well as unpredictable outcomes that remind us of how bounded the assumption of workplace rationality really is.
It is difficult to escape from the influence of organisation culture in any consideration of how organizations work. In discussing the various factors that contribute to, and are influenced by organization structure, the issue of culture has to be taken into account. In essence the culture has to be taken into account. In essence the culture of an organization is its dominant pattern of shared beliefs and values.
Morgan (1986) describes culture as shared meaning, shared understanding and shared sense-making, but according to Handy (1993) any one who has spent time with any variety of organisation will have been struck by the differing atmospheres, the differing way of doing things, the differing levels of energy, differing beliefs, of individual freedom, of kinds of personality. This is because the organization is constituted in a multi cultural setting with people from different culture backgrounds.
Groups at work are formed as a direct consequence of an organization’s need to differentiate itself. A group is basically a collection of individuals, contributing to some common aim under the direction of a leader and who share a sense of common identity. These group functions are what the organization itself needs to fulfill its purposes. However how these groups perform their functions in a multi cultural workplace will depend greatly on the cooperation that exists in the group.
1.2 STATEMENT OF PROBLEM
A group has some central purpose, temporary or permanent, and a degree of self awareness as a group. In the work situation most tasks are in fact undertaken by individuals. Groups are also widely used for solving problems, creating new ideas, making decisions and coordinating tasks. These group functions are what the organization itself needs to fulfill its purposes. However, employee needs groups because groups provide stimulus, protection, assistances and other social and psychological requirements.
Although groups can work in the interest of organizations as a whole as well as in the interest of individual members, there always seems to be conflict and confrontation that exist among members of a group. This conflict often times occur as a result of differences in culture, belief and personal interests.
The problem the researcher tends to tackle in the study will be to know the reasons employees usually have biases about colleagues from different cultural backgrounds and also to what extent this attitude can hinder the productivity of an employee.
| Project details | Contents |
|---|---|
| Number of Pages | 87 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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