16 may 2011

Religions and the Organizations


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So, how does business exploit religions? Based on the work of Djamchid Assadi, “Do Religions Influence Customer Behavior?”, we can analyze the impacts of these religions on the needs, specifically Maslow’s Pyramid of Needs and for instance on the opportunities that Organizations have on a religious environment.

 

Psychological Needs


Christianity: Food does not have a very restringing issue. The principal impact on businesses that center on this religion is on Lent, during which in the Ash Day and during the Fridays of its duration, people cannot eat red meat; but instead they have to replace it with white meat as fish, chicken or seafood. Other substitutes can also be important. Still, what causes damage to the body and the excess of eating as well as drinking, contemplated in the capital sins (Gluttony), is prohibited.
As for clothing, this religion was very stringent about what to wear when at the church, but the only restriction that remains is just a suggestion for women not to wear very provocative clothes. Dark clothing is preferred on funerals.

Judaism:  “Kasheir” or “Kosher” are a set of rules that indicate if something is fit for consumption or not, applied by the followers of the Jewish religion. The word “Kashruth” is specific for Food rules in the religion.
Meat: animal that are allowed to be eaten include cows, goats, lambs, chickens, turkeys, gooses, and certain ducks. On the other hand, animals that are forbidden include pigs, horses, camels, and rabbits. The rule states that the animals allowed must be treated by a specialist called “Shochet”.
Dairy: all products derived from milk are allowed if they come from a kosher animal, although they cannot be combinated with meat or fowl.
Parve: they include all products that don’t contain dairy or meat. Some fishes are allowed, mainly those that have fins and scales. When a product of this category is combined with a dairy, it will remain a dairy.
In clothing, Jews prefer black or opaque colors for their ceremonies, with mostly concealing clothes. Gartels (Jew belts), are required by the religion, but belts can be used also for this purpose. Also a hat, and a double head covering (not only Kippot) is necessary when praying, but many Jews also use them when eating or at all times.

Islam: The word “Halal” comes from the arab language, designating what is inside the law and what is allowed in all aspects of life (Haram is the exact opposite).
Halal products: Milk (from cows, buffaloes, sheep, camels, and goats), honey, fish, none intoxicating plants, fresh or frozen vegetables, fresh or dried fruits, legumes and nuts, grains, certain animals (cows, sheep, goats, deer, moose, chickens, ducks, game birds, etc., but they must be slaughtered according to Islamic rules).
Haram products: pigs, boars, dogs, carnivorous animals, birds of prey, pests, animals forbidden by Islamic law, repulsive animals, amphibians, mules and donkeys, poisonous and hazardous aquatic animals; dead animals that were strangulated, clubbed in the head, fell, natural causes (carrion), gored or attacked by another animal; blood; human parts; animal or human disposals; alcohol;
 In clothing, the wear of a “Hidjab” or “Djalabib” for women is a religious regulation.

 

Safety Needs


Christianity: There aren’t many restrictions on health care; the main restrictions are alcohol, illegal drugs and tobacco which are considered bad for health, and for instance a sin.

Judaism: Nutritional products and exercise equipment are enforced. There is a preference when treating in hospitals. If the patient is from the opposite sex, the medical practitioner should avoid touching the person.

Islam: Halal is also applied in drugs and medical treatments.

 

Social Needs


Christianity: Holy week is the major festivity. It is promoted praying during these days and also going to church. Also Sunday is the normal day to rest and go to church.

Judaism: Rosh Hashanah is the Jew New Year. No work is permitted, and almost all the day is to be spent at the Synagogue. One of the principal traditions is to eat apples with honey, so they can have “a sweet year” (Assadi, 2003).
Yom Kippur is the most important Jew holyday. In that day, nobody can work, and all must pray, no food can be eaten, no bath, no cosmetics or deodorants, no sexual relations. On that day white is the color most must wear, some also wear kittels (white robes in which Jews are buried).

Islam: Jum’ah, or Fridays, they have to be at collective worship, driven by an imam. The room of prayer must be free of pictures of living beings.

 

Egoistic Needs


Christianity: All types of music are permitted, although some are considered “satanic” and for instance not promoted. In festivities and churches, Christian music is listened and singed. There are no further restrictions, generally.

Judaism: As in Christianity, there are not many restrictions. Only in Holidays or special occasions, songs in Hebrew are marketed.

Islam: Moderate consumption is promoted. And music has several restrictions, mostly the type that provides distraction or entertainment. Music careers are not well viewed.

 

Self-Actualization Needs


Christianity: Iconography is permitted and heavily used as well Theology is a career of formal studies.

Judaism: Iconography is not allowed.


Bibliography
·     Kosher directory. What is kosher? Access 08/05/2011. Retrieved from http://www.kosher-directory.com/meaning.htm
·  Islamic food and nutrition council of America. What is Halal? Access 08/05/2011. Retrieved from http://www.ifanca.org/halal/
·  OUkosher. Why the world’s best known brands choose the OU for kosher certification. Access 08/05/2011. Retrieved from http://www.oukosher.org/index.php/consumer/featured_browse/C39/a/b
·  Assadi, D. (2003) Do religions influence customer behavior? Access 08/05/2011. Retrieved from http://www.escdijon.eu/download/fr/ceren/cahiers_5/assadi.pdf 
    Kuzma, A. Kuzma, A. Kuzma, J. How religion has embraced marketing and the implications for business. Access 08/05/2011. Retrieved from http://www.aabri.com/manuscripts/08072.pdf

Communication

Blogs, Social Networks, Instant Messaging Programs.
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Blogs are the new trend. With unlimited possibilities, all types of information sharing is possible with no other cost than that of internet connection. Companies are using this tool more and more, not only to share information with the same companions, but also as tools of engaging with their customer. There are blogs about everything, and adds are also used to enhance their usage. But for organizations a blog is more than just a simple tool to promote sales or communication on work issues. Events and other social functions are being promoted to maintain at date the employees. And why not... a blog can be the initial webpage for a company.

http://www.socialmedios.net/wp-content/uploads/2011/03/Social-networks.jpg
Social networks have gained field on organizational communication, it has become a way to do many things that before it had proven more difficult. Beginning with closeness with the final consumer as it can follow you on twitter or just do a clic on "I Like It" to share the brand with his friends, social networking has become the ultimate tool for keeping at day both employees and customers, some even using the chat option developed by, for example, "Facebook". But... "what that shines it isn't always gold", many companies see more problems on social networking for their companies as their employees lose time, while others have accepted it and even have grown using it in a better way.

http://hausofinfo.files.wordpress.com/2010/04/instant-messengers1.jpg
Cellphones vs. Instant messaging? Not at all. This programs have begun their era not replacing but complementing communication in other platforms. What it is true is that talking to your counterpart in Japan for example is not going to take the big share of your international calls bills if you communicate through these softwares. And although they are not as competent as professional videoconferencing services, they do offer a pocket friendly variety of services that go from image and document sharing to multiple videocall services with people around the world, of course if they have internet.

Bibliography
Chapman, L. (2011) Basics in Internal Organizational Communications. Free Management Library (webpage). Access 14/05/2011. Retrieved from: http://managementhelp.org/mrktng/org_cmm.htm

15 may 2011

Expatriates



http://www.expatriatefoundation.com/images/istock_multiflagworldxsmall.jpg

Expatriates are a worldwide phenomena of the last decades, although the immigration has been happening since decades ago. An expatriate is, defined by the Oxford Dictionaries Webpage, "a person who lives outside their native country", but this can happen in different ways: by own willingness because of different issues on the native country, because the company the employee is working sent him abroad, or because the citizen was exiled by the government of his native country. The thing here is that, no matter which is the reason, it is probable that the person has to work and adapt himself to the new country of residence. As the world has advanced on different fields, and as medium classes in different countries have risen, more and more people are becoming expatriates in different cathegories as shown in the image below.

http://www.justlanded.com/english/Common/Footer/Expatriates/How-many-expats-are-there
As it can be seen, around 200 million people are considered to be expatriates in 2010 and the normal cathegories are Professionals, Lifestyle Migrants, Students and Ethnic Communities. Professionals and Students are the most important cathegories as globalization has prompted both to be competitive abroad. Professionals are trying to seek better opportunities abroad as well as better positions inside their own organizations. By its side, students, mostly postgraduate, are being attracted by different countries to study, and some times to stay there after that. This two trends can be supported by the percentage of immigrants in contrast with the population of the developed countries, shown below, that demonstrates how now reaching 10% of their populations are immigrants, a rather high number.

If we take the data and compare it with the worldwide population, the total immigration would be 3% more or less. this means that the immigration in developed countries is higher than the worldwide average, and for instance corroborates the view that students and professionals look at developed countries to live at. This trend is making organizations become more and more global as they have to start working even in their home business with people from different countries.

http://www.justlanded.com/var/storage/images/media/images/expatriates-percentages/4941800-1-eng-GB/Expatriates-percentages.png




Bibliography
Just Landed (2011) Expatriates Worldwide How Many Are They? Just Landed (webpage). Access 15/05/2011 Retrieved from http://www.justlanded.com/english/Common/Footer/Expatriates

11 may 2011

Merging Organizational Cultures

Organizational Learning

A learning organization is one that is skilled at creating, acquiring, interpreting, transferring, and retaining knowledge, and at purposefully modifying its behavior to reflect new knowledge and insights.
David Garvin,
Learning in Action

     
http://www.conferenceboard.ca/topics/humanresource/lpi/deliverables.aspx   
 How can an organization be clasified as a learning one?

Well, as you can see, at The Conference Board of Canada, they have a tool for organizations to know how well are they doing at learning. The Lerning Performance Index consists on five (5) variables: Vision, Culture, Learning Dynamics, Infrastructure and Training Investment. And this is rather important for nowadays companies, because a learning organization, tends to be an innovative and competitive one, always having at hand the last tools and knowledge to deliver true benefits for their uses at the right time.Then, to explain a little bit about what it consists on, and why are these variables important, let us analyze more deeply what does it measure.

Vision: Ranges from the development of the company's vision, to the different approaches that management and employees reflect. In this issue, the most important aspect resides on how does management transmits the importance of learning to the organization as a whole.

Culture: How is company structured, and how much importance they deliver to having a strong organizational culture (topic that has already been studied). The most important aspect of Culture is "how much does the management encourages the employees to see problems as opportunities, and learn from them. It is critical also the change as a promoted value, as the learning implies (not always but is rather common) changes.

Learning Dynamics: This aspect studies if the company is sharing and having a good process of teaching so that all the organization, or at least the section that will be issuing with the new process, understands the advantages and also the processes without many problems. The most important aspect of the Dynamics is about if the new work processes are shared among the employees.

Infrastructure: In this aspect, the mechanisms, and the institutions of learning are focused. The most important thing about this is if the employees are encouraged to upgrade their knowledge and education or not. Just by encouraging this, the company is shifting towards a more competitive future. When employees learn, they can confront new situations with tools that they didn't knew before.

Training Investment: As for training investment, it is studied the effects of capital involvement on the employees. It doesn't only include the investment, but the quality and the effectivity of it. It is very important for organizations to acknowledge the importance to invest in education and training as its future depends on it.

Having seen this, I think I don't have to explain why learning among organizations is a "must" in today's world. The competitivity of organizations rests on the cathegorization of the organization as a learning or not learning one. So you should expect that a non learning organization will be damaged as other organizations use this new knowledge effectively.

Bibliography
The Conference Board of Canada (2011) Learning Performance Index. The Conference Board of Canada (webpage). Access 11/05/2011. Retrieved from: http://www.conferenceboard.ca/topics/humanresource/lpi/default.aspx

Comments on Other Blogs

ORGANIZATIONS AND CULTURES by Paola Acosta

Paola uses a wide variety of tools making its blog more interesting. From videos to images, a large diversification on different topics of our subject is shown. And although she focuses on answering questions rather than investigating different approaches, she has a good criteria to talk about the topics at hand, doing a very good job. I fully recommend to visit her blog.
 

ORGANIZATIONS AND CULTURE by Juan Pablo Jiménez 

 
Juan Pablo by its side has a profound view answering different questions and trying to manage a full range of images and writing. The desing is attractive for who visits it. The topics are treated smoothly and helps the reader to fully comprehend the topics although they haven't studied it. Very recommended visit.

JUAN'S BACKYARD by Juan Isaza

Juan Isaza uses a rather simple kind of desing, but the content is not so simple. It can answer to different questions by comparing different organizations and adding interesting points of view. And although sometimes it seems to be little, it appears to be enough for a newtime reader on these topics. So I also recommend it.

7 mar 2011

Grupo Empresarial Antioqueño: A colombian Keiretsu

www.keiretsu.com

Keiretsu: "is a Japanese word which, translated literally, means headless combine. It is the name given to a form of corporate structure in which a number of organisations link together, usually by taking small stakes in each other and usually as a result of having a close business relationship, often as suppliers to each other."1

noticieroconfidencial.com

"[The GEA] doesn't have a juridical person as a group, but they share the same corporative philosophy as a group, and why not to say it, similar political interests, as well as social control and economic expansion common strategies. The companies [that conform the group] are owners of each other, this is what makes them share their potentialities and interests."2

 As we can see in both quotes, the GEA (Grupo Empresarial Antioqueño/ Antioquia's Empresarial Group) is exactly as what the Japanesse call Keiretsu. The GEA doesn't have a head, they cross small stocks from each other and they have close business relationship, as it will be developed further. The GEA is a link between Antioquia's (one of the states of Colombia) most powerful companies that where not influenced or dominated by other family groups in Colombia as Ardila-Lulle, Santodomingo or Sarmiento Ángulo. 

www.imagesfood.com
This prominent Colombian group was "conformed" in 1978 after some families started to buy shares of big companies in Antioquia, making some leaders of the companies reunite to counter this movement so they could "maintain" the control of Antioquia over its companies. As Fabio Rico said in a letter:
"... what it has been called 'Sindicato de Empresas Antioqueñas' as such, as organization, as constituted entity has never existed. That name wasn't elected by us. Rather someone had a belief that Antioquia's enterprises were syndicating to avoid that the lost of our very own, appreciated and important institutions would have continued. (...) We wanted to avoid the loss of Antioquia's capacity of decision. And that the determinations were made here, thinking about the problems, necessities and aspirations of our people. Twelve enterprises decided to join upon an idea and they inmediately started to search for paths that conducted them to asure one another, to protect each other, but without following share controls that benefited some persons and, still less, without trying to take advantage of the circunstances to assure some profits (...)"3

After this quote, we can understand that the GEA indeed worked as a Keiretsu, a regional Keiretsu that tried to mantain the power of decision within the region above all. But we still miss one piece of the puzzle to asure this, and Carlos Felipe Londoño can fill our gap:
fierros.com.co
"When the history of the three key enterprises in the actual conformation of the GEA is reviwed, (...) it can be found that since the initial periods of those companies, and even before the formation of the GEA, an horizontal and vertical integration was being made with many enterprises that make part of the GEA. It could be, then, said that solid ties and share crossing of the enterprises of Antioquia existed already before the formation of the GEA in 1978"4

After this fragment it can be seen that not only the enterprises tried to work as a "family" defending their inner space, but they were and are also integrated in an horizontal and vertical way, creating a somewhat of the spider web that characterizes the Keiretsu. It is interesting that a regional affinity can develop so strong ties among big enterprises of different sectors to defend theirselves of "external" control over a legacy of the region. Some can conclude that this "headless combine" is a reflection of a cultural horizontal collectivism thinking that is shared in the region, and indeed is more than a Keiretsu a regionalized form of it, because of self interests of the group (Antioquia's companies) rather than those of the whole (Colombian companies).
www.underconsideration.com
Quotes

The Economist (2009). Idea: Keiretsu; Paragraph 1, Lines 1 to 4. The Econimist. The Economist Webpage. Access 06/03/2011 Retrieved from http://www.economist.com/node/14299720

2 Noticiero Confidencial (2010). Conozca a los grupos empresariales colombianos; Paragraph 2, Lines 1 to 8. Noticiero Confidencial. Noticiero Confidencial Webpage. Access 06/03/2011 Retrieved from http://noticieroconfidencial.com/?p=11
[Personal Traduction]

3 Londoño, César F. (2004). GRUPO EMPRESARIAL ANTIOQUEÑO. EVOLUCIÓN DE POLÍTICAS Y ESTRATEGIAS, 1978-2002; Page 6, Paragraph 4, Lines 1 to 20. Revista EIA Nro. 1 pgs. 47 to 62. Escuela de Ingeniería de Antioquia Webpage. Access 06/03/2011 Retrieved from http://revista.eia.edu.co/articulos1/5.pdf
[Personal Traduction]

4 Londoño, César F. (2004). GRUPO EMPRESARIAL ANTIOQUEÑO. EVOLUCIÓN DE POLÍTICAS Y ESTRATEGIAS, 1978-2002; Page 6, Paragraph 5, Lines 5 to 14. Revista EIA Nro. 1 pgs. 47 to 62. Escuela de Ingeniería de Antioquia Webpage. Access 06/03/2011 Retrieved from http://revista.eia.edu.co/articulos1/5.pdf
[Personal Traduction]
Bibliography

The Economist (2009). Idea: Keiretsu. The Econimist. The Economist Webpage. Access 06/03/2011 Retrieved from http://www.economist.com/node/14299720

Noticiero Confidencial (2010). Conozca a los grupos empresariales colombianos. Noticiero Confidencial. Noticiero Confidencial Webpage. Access 06/03/2011 Retrieved from http://noticieroconfidencial.com/?p=11

Londoño, César F. (2004). GRUPO EMPRESARIAL ANTIOQUEÑO. EVOLUCIÓN DE POLÍTICAS Y ESTRATEGIAS, 1978-2002. Revista EIA Nro. 1 pgs. 47 to 62. Escuela de Ingeniería de Antioquia Webpage. Access 06/03/2011 Retrieved from http://revista.eia.edu.co/articulos1/5.pdf

D'Amato, Gina (2011). Management Styles: Convergence and Divergence Lecture. EAFIT University, Medellín Colombia.