Organizational culture is described as the shared values, norms, and beliefs that govern the operation of an organization in a particular country. Corporate culture and change vary from one state to the other. The increased level of globalization creates an opportunity for understanding organizational culture differences between different countries. For instance, the corporate culture and change in the United States are different from that experienced in China. China and the United States have different scores on various aspects of organizational culture, indicating that there are similarities and differences in the perception of corporate culture between the two nations.
China and the United States practice institutional collectivism in operation. This information indicates that institutions in the US and China exercise collective collection and distribution of resources the organizations in the country. Organizations operating in this country under the assumption that they are interdependent and there is a need for equal distribution of resources. However, the states differ in the extent to which the countries implement this collective perception. This information indicates that China is more committed to institutional collectivism compared to the United States. According to Schram et al. (2012), the United States scored 91 in individualism compared to 20 in China, indicating that China the US has less focus on collectivism.
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China and the United States usually embrace gender egalitarianism, indicating that there are defined gender roles in society. This beliefs and values reveal through how organizations operating in the two countries experience different treatment from the people. The score of gender practices in both countries lies below the global value indicating that gender discrimination exists in the institutions operating in the US and China. This information shows that the Masculine cultural dimension in China and the United are similar because there are clearly defined roles for men and women at home and work in China and the United States. According to Denison et al., (2012), China scored 66 in Masculine cultural dimension compared to 62 in the United States. This information shows the gender egalitarianism is worse in China compared to the United States.
China and the US consider uncertainty avoidance as an essential part of the organizational culture and change. Uncertainty examines the mechanisms applied by countries in reducing adverse effects associated with unpredictable activities likely to affect the performance of an organization. However, the level at which China and the US differ as reflected through the Globe scores (Caraballo, 2016). China scores below the average global value of uncertainty while the US scores a value higher than global value. This statistical representation shows that China plays a small role in helping organizations to avoid risk. The result indicates that China tolerates ambiguity in its organizational culture and change compared to the United States.
China and the United States exercise some level of organizational assertiveness in their corporate culture. However, investors and employees in the US have confidence and dynamic behavior whenever they engage in activities across the globe. As a result, the US scores the highest value in assertiveness in organizations around the world. For instance, the US scores a 4.55 in assertiveness compared to 3.76 scores in China (Caraballo, 2016). This information indicates that though the two countries embrace confidence in organizations, China is far from reaching the level of the United States. This difference also reflects in power distance experienced in the two nations.
Power distance highlights the level of inequality in a nation. National that scores lower values in organizational power distance indicates that there are values, beliefs, and attitude in place to promote equality in organizations. China and the United States have mechanisms in place for promoting equality, thus reducing power distance. However, the US scores 4.88 in organizational power distance while China scores 5.04 (Schram et al., 2012). This score reflects the high values of differences in power between corporate leaders and employees. In China, corporate leaders rarely allow workers to present their views while organizations in the United States encourage teamwork, reducing the level of inequality in organizations.
China and the United States also consider the issues associated with human organizational orientation. Organizational social orientation refers to the way organizations recognizes and rewards performance in an organization. In both countries, there is consideration of human orientation in organizations but have different approaches based on the mechanisms applied to acknowledge individual and group contribution to an organization (Denison et al., 2012). In this aspect, China scores a value that is higher than that of the United States in human organizational orientation. The score differences indicate that China considers collectiveness as an essential aspect for social adjustment, thus requiring rewards to be offered depending on group achievement. However, the United States encourages individualism, thus promoting individual assessment and recognition in organizations.
In conclusion, China and the United States have similarities and differences in organizational change and culture. Both countries embrace and share all the corporate culture and change values. For instance, aspects such as power distance, collectivism, and human orientation exist in both countries. The differences occur as a result of the degree to which each country remains committed to implementing a particular aspect of organizational culture and change.
References
Caraballo, F. E. (2016). Organizational culture comparisons of China and the United States using the Denison organizational culture model (Doctoral dissertation, Alliant International University).
Denison, D. R., Hooijberg, R., Lane, N., & Lief, C. (2012). Leading culture change in global organizations: Aligning culture and strategy.New York: NY: Jossey-Bass. Retrieved from http://www.amazon.com/Leading-Culture-Change-Global-Organizations/dp/047090884X/ref=sr_1_1?s=books&ie=UTF8&qid=1399522863&sr=1-1&keywords=denison
Schram, E., Waisfisz, B., Faase, K., Minkov, M., Jacobs, C., Schachner, M., & Shachlanskij, A. (2012). The Hofstede center: Strategy, culture, and change. Retrieved from http://geert-hofstede.com
