The u.s vs. The Kenyan business culture
Some of the historical factors surrounding the visible developments present throughout the business culture of Kenya include the fact that this country was used mainly as the business center for the entire East African region; especially due to the highly developed harbor, the central location and the effective transport network by rail which cuts across the expanse of the country.
The other historical issue surrounding the current Kenyan business culture includes the post-election violence of 2008; which left some regions like the Rift valley being economically adverse for ethnic groups like the Kikuyu and property worth millions vandalized. The economical factors surrounding the foreign income this country draws from the tourism sector due to its being highly endowed with wildlife and tourist attraction sites like game parks and safari grounds.
The geographical factors behind the development of the Kenyan business culture include the tourist attraction site bestowment; like the grounds for safari, the highly effective coastal harbors and beaches as well as the central location of Kenya country within the East African region. Other factors surrounding the development of the business culture of Kenya include the highly developed level of foreign investment across the country; as the investors from diverse foreign nations
Need essay sample on "The u.s vs. The Kenyan business culture"? We will write a custom essay sample specifically for you for only $ 13.90/page
The other factor surrounding the development of the current Kenyan business culture includes the ever peaceful social environment, which has highly promoted the development of business-economic sectors. Other minor factors that have greatly contributed towards the development of the Kenyan business culture includes the luxurious environments available to expatriates and highly earning citizens like the availability of house maids, highly spacious houses and the high expert salaries offered. One of the significant differences between the Kenyan and the U.
S business culture is that the Kenyan one is more homogenous due to the high level of cultural homogeneity; while the American one is highly diversified based on the diverse co-existence of different colors of people, cultural backgrounds, value systems, mixed economic standards and the high influx of foreign labor and investment. There is also a significant difference in the American culture as compared to the Kenyan one, as the high incidences and threats of terrorism against the U. S have created the need for stricter security observance as compared to the one observed within the Kenyan business surroundings.
The high coverage of the U. S business culture further creates the need for a more complex and highly diversified collection of values as it is meant to reflect the interests of more than 300million people living across the different states; and living under the period of upward mobility and acute policy changes as compared to the Kenyan counterpart which is operating within a smaller area of coverage marked by homogeneity, and few significant policy and mobility variations. Other variation between these two cultures can be explained based on the 2008 U.
S economic recession which created the need for different policies; the developed nature of the economy and the high rate of expert influx into the economy as compared to that of the Kenyan counterpart. The ability to build relationships with individuals of other cultures determine the level of access, understanding and benefit from these groups thus of primary importance. Valuing the people from the different cultures forms the background based on which the different cultural standards as well as the voluntary help and guide from the host culture can be achieved; based on the respect existing between the different entities.
Listening and observation forms the core to how much information and can be attained from the interpersonal interaction and communication. Coping with ambiguity is essential as it helps individuals understand the non-formal existing business cultural traits. Translating complex information forms the platform based on which the foreign as well as the host individuals interpret the non-formal, formal or hidden communication from their counterparts. Taking action and initiative is the action aspect based on the information and understanding interpretation of different phenomena so as to ensure you realize the best results possible.
Managing others marks the extent to which an individual operating in a diversified culture can operate in harmony with the others; based on the effective understanding and effective study. Adaptability and flexibility is the extent to which the interacting party can adjust to changing values, responses and conditions among other variables. Managing stress is the capability to operate under the constraints and difficult surroundings existing within the operation environment without being overcome by the difficulties.
As an effort to ensure that an individual works effectively within a different culture; they should be able to offer a listening ear and a person capable of observation; as this contributes to either the effective or ineffective building of corporate relationships. The aspect of valuing the individuals with a different cultural background also forms a major aspect towards effective relationship building; as the moment these people realize that you respect who they are; they resolve to respecting and growing closer towards the making of these relationships.
Coping with ambiguity also contributes towards the building of relationships as most of these informal values can be read from the ambiguous representation. Reference list Cray, D. & Mallory, G. (1998). Making Sense of Managing Culture. London: International Thompson Business Press. Cronk, Lee 1999, That Complex Whole: Culture and the Evolution of Human Behaviour. Boulder, CO: Westview Press. Deal, T. & Kennedy, A. (1999). The New Corporate Cultures: Revitalizing the Workplace after Downsizing, Mergers and Reengineering. Perseus. Handy, C. (1991). Gods of Management: The Changing Work of Organisations, 3rd edition. London: Arrow.