The globalization has converted the world into a global village. The people are working from different culture in on organization. The cross functional and cross cultural teams have become the basis of coordination as the companies are making the products for many markets with different cultures and this. The aim of the paper is design the strategic inputs to design the better work cultures arcos the work to give the quality operations and manage the stress.
The organizational growth and productivity is inactivity the work values and the spirit of the people. The Hugh enthusiasm and morale can connect people with strong bonds to give the understanding and accepting that there is a problem; understanding the cultural, social, and ethical constraints within.
Which activities have to take place; and devising managerial and supervisory styles and expertise capable of managing across cultures so that the problems of stress can bead dressed and resolved wherever they occur, and whatever the circumstances?
Barriers to the acceptance of stress as a problem are social, cultural, and prejudicial, and these are compounded by the inability to observe the physical symptoms in the same way as physical illness and injury. These are often reinforced by social, professional, and occupational groups because they themselves do not wish to be perceived as weak or inadequate. Where this is reinforced politically and operationally, the pressure to refuse to address the problem can be overwhelming shortcoming sin policies, processes, practices, and management style. In these cases also, it may be possible to sustain an impression of overtly effective performance
Disciplinary proceedings, grievance and dispute
Attention should be given to the extent, nature, and prevalence of disciplinary proceedings, grievances and disputes, the sources and causes of these, and whether there are high proportions of each in any department, division, function, occupation or location.
Accidents and emergencies
The extent and nature of accidents and emergencies themselves is always a sure sign of low motivation and morale, if not outright stress. However, serious disasters can very often be traced to organization and employee stress factors. For example:
Absenteeism and staff turnover
The extent and prevalence of absenteeism and turnover again requires investigation into professional, occupational, departmental, divisional, functional, and work performance, and on the basis of location. Reasons for absenteeism can be assessed upon return to work, and, so long as a confidential and non-punitive environment is created in which staff have full confidence, stress-related elements can be brought out and remedial action taken where required. Turnover may be harder to assess from this point of view but it should be tackled if possible. Properly structured exit interviews produce information and insights into reasons why staff leave particular locations or occupations. Many of these will have a stress element. Even where staff is moving on to greater opportunities at a larger organization or at a better location, it may have been frustration with the present set-up that caused them to look for new jobs in the first place.
Reconstruction: problem indicators
History of unresolved previous conflict
Security issues egg presence of paramilitary, weapons inch landmines, ongoing human rights violations
Unstable political system, little democratic experience, lack of legitimacy for government
Housing and property rights
Inadequate or corrupt police, courts
Poor social cohesion, intercommoned disharmony
Ethnic grievances, ‘religious’ tensions, “scapegoating”
Declining, uncertain economy
Financial dependency on drugs or arms
Poor social infrastructure, undeveloped social services
Unemployment esp. youth
Lack of livelihood resources
Crime, banditry, drugs, sex industry
The organizations need to understanding stress as a cultural pressures and work within cultural, social, and ethical constraints. Humanitarian interventions occur at the
1. Early warning,
2. Emergency, and
3. Reconstruction phases.
The organization has set of mission and vision values to give the importance and respect to the employees and the values and standards generate the required support an acceptance
Values and standards
Important to have principles for standards of care especially in the difficult situations
Degrees of prescription and description: standards guide reflection and legislative requirements
Value of teams being innovative, adaptable, according to needs on the ground
Independence of agency is useful in situations where national administration is weak
What is needed for doing the right thing by the people, not just risk management liabilities of agency?
Guidelines for staff care
1. Written plan for reducing staff stress
2. Screens staff before hiring & assignment
3. Pre-employment briefings & training
4. Ongoing support to deal with expectable stress
5. Ongoing monitoring of stress in the field
6. Responds to critical incidents, unusual stress
7. Stress debriefing at end of assignment
8. Practical and emotional support after assignment
9. Written policy for what is provided to those adversely affected by work trauma
Culture stress is the adjustment stage in which people accept the new environment, adopting new ways of thinking and doing things so that they feel like they belong to the new culture. This takes years, and some cross-cultural workers never complete it. This may go on and on.
What causes culture stress?
Many factors enter into the amount of culture stress one feels while living in another culture. Here are some of the major ones.
Involvement. The more you become personally involved in the culture, the more culture stress you may feel. The tourist, the business person or someone from the diplomatic corps not committed to being the incarnation of Christ in that culture, may feel little culture stress.
Values. The greater the differences in values between your home culture and your host culture, the greater the stress. Values of cleanliness, responsibility, and use of time may cause stress for years. Cultures may appear similar on the surface but have broad differences in deeper values.
Communication. Learning the meanings of words and rules of grammar are only a small part of being able to communicate effectively. The whole way of thinking, the common knowledge base, and the use of non-verbal are necessary and come only with great familiarity with the culture.
Temperament. The greater the difference in your personality and the average personality in the culture, the greater the stress. A reserved person may find it difficult to feel at home where most people are outgoing extroverts. An extrovert may never feel at ease in a reserved culture.
Entry—re-entry. Most cross-cultural workers, unlike immigrants, live in two cultures and may never feel fully at home in either. Every few years they change their place of residence, never fully adapting to the culture they are in at the time.
Children. The more your children internalize the values of your host culture and the more you realize that they will be quite different from you, the more stress you may feel.
Multinational teams. Although effectiveness of the ministry may increase, working together in your organization with people from cultures other than your host culture often adds to the culture stress.