of knowledge on the organisational values and to start the embedding process.
If the cultural establishment process is not purposely driven to change the current embedded culture, employees will retain the very same values which have become their basic assumptions and the integrated culture will never become entrenched as values.
Framework Building Block - Living the Values
The focus of this building block is what it says, living the values at all levels in the organisation. Remember that espoused beliefs and values are to be converted into the new basic assumptions, and it is only when it is lived that it will become the shared values/culture for employees and stakeholders in your business.
Continuous evaluation and assessment of the integration of social and business culture Culture is seldom in a state of equilibrium, as a result of continuous change in the external and internal environments of both society and business. The continued success of integrating social and business cultures is in establishing mechanisms to monitor and measure changes at the various levels of culture, in both society and business. This will enable leaders and managers to ensure continuous alignment or adjustment of the integrated business culture.
5. Important Guidelines for Leader/ Managerial success Improving your understanding of various cultures can improve your cultural quotient (CQ), aiding in the understanding and management within a diverse cultural environment. Being culturally intelligent, one can develop skills and an understanding regarding culture, learning more about it from one’s own interactions with adherents of the specific culture, and gradually reshaping one’s thinking to be more sympathetic towards that culture (Penceliah, 2008). Having the necessary knowledge and understanding of cultures will no doubt empower managers to instil trust and confidence in their employees and to appreciate the values and norms of their staff (Sales, 2006).
Ensure that you understand the key values of African Leadership, respect for the dignity of others, group solidarity – an injury to one is an injury to all, teamwork – none of us is greater than all of us, service to others in the spirit of harmony, interdependence – each one of us needs all of us (Mbigi, 2005). This is best articulated by Robert Greenleaf’s servant leadership, and therefore requires an understanding of the principles of servant leadership, such as love, humility, altruism, incorporation of the followers’ vision, trust, empowerment and service, which also correspond well with the African principles of Ubuntu. Ubuntu embraces a set of social behaviours, such as sharing, seeking consensus and interdependent helpfulness, and if it is recognised, valued and incorporated into the culture of organisations, could yield considerable positive outcomes on business results. Karsten and Illa (2005) define Ubuntu as a pervasive spirit of caring and community, harmony and hospitality, respect and responsiveness that groups and individuals display towards one another.
6. Concluding Thoughts
A society or organisation without a compelling culture is like a person without a personality, flesh and bones, no life force and no soul. Society and organisations function best where committed people are working in a cooperative relationship based on mutual respect and common goals, or referred to as community. Destroy this, and the whole institution of business collapses, as is evident in so many organisations today (Mintzberg, 2009).
In Africa, capitalism is not as dominant as on other continents, and socio-cultural settings across all organisations rigorously apply. The African Ubuntu (humanness) principles that are more socialistic and humanistic are critical determinants of any successful African organisation (Mangaliso, 2001). Managing an African business with its complex multicultural societies and ethnic groupings therefore requires a cooperative blending of elements from both the various social and business cultures as represented in the organisation, and the societies in which it functions. In the end, it is about the willingness of business leaders to integrate the African culture into
January 2012 | Management Today 97
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