According to Sue, W (2001), cultural competency refers to the awareness of the available cultural factors when dealing with clients and colleagues from diverse backgrounds (Grivastava and Kleiner, 2015). Samsung, being among the leading electronics companies in the United States, enjoys a broad customer base all around the world. This has been possible due to the company's ability to deal with employees and clients from diverse cultural backgrounds who have varying needs and interests. For Samsung's human resource department to recruit an employee, either a top position official or just a common middle-level staff, they not only consider the candidate's academic qualifications, but they dig deeper to look for other traits. Thee recruiting departmenty seek to understand if a candidate is fully qualified to work with the current team of employees without experiencing many challenges.
Cultural Competencies Required
The ability to quickly adapt and work for a long period in a certain setting is the major cultural competence required in Samsung. The hiring team They ensures this from all candidatesdo this as a way of attaining their main goal of sustainability and remaining at the top of the charts when it comes to electronic companies. Employees in Samsung come across different customers from different cultural backgrounds, and the request or interest of the previous client cannot be the same as that of the next. The ability to deal with people of different backgrounds and cadres is what is most needed. Additionally, for Samsung to attain effective collaboration and intervention with their partners, they seek for candidates who are not rigid but are open to new ideas and thoughts from different people with different backgrounds. This allows them to effectively take care of their clients' needs with so much ease.
With Samsung being a multinational corporation, they come across clients with very unique specifications about their products. The unique cultural factors possessed by their customers help them get high quality products from the company. Kacen and Leeet al., (2002) argues that castes and social classes define an individual's standing in the society and their buying behavior. Customers from different social classes request for different products from Samsung with very unique and varying specifications. These classes are not only defined by income but also by other factors like family background, occupation and sometimes the place of residence. This factor of social class helps the company to manufacture products with similar specifications for a specific class since the buying behavior of customers in a certain class is identical. By understanding what a given group of customers need, the company finds it easy to produce products that suit that specific group from affordability to the product features. This ends up being a benefit to the customers as much as it benefits Samsung.
Samsung has got quite several stakeholders and partners whom they put into different groupings. The employees, business partners, and the government are the major stakeholders, and the company understands every groups' interests. The comprehensive understanding of the various group's cultural backgrounds helps Samsung avoid unnecessary cultural clashes and misunderstandings in the future. Before hiring, they ensure that they understand what the candidate wants from them and what he/she will bring to the table. This helps to avoid unnecessary sackings due to incidents that could have been avoided in the first place. For the case of business partners, Samsung ensures that they clearly understand what the organization in question believes in and how they manage their operations. This helps both parties not to spend so much time formulating contracts that will be of no use in the future.
Cultural Backgrounds of Partners
The different cultural backgrounds of both the employees and other partnering organizations allow Samsung to better their services by providing high quality electronic products (Lee, Kim and Park, et al., 2015). The strong collaborative relationships with different organizations allow the company to understand the diverse interests of its customers.
Solving Issues in Organizations
Organizational issues in for-profit corporations require so many considerations before they get solved. The expertise and position of an employee will determine how their issue will be solved with another employee from another field of expertise and position will be solved. On the other hand, the organizational culture of a company needs to be considered when dealing with issues in nonprofit organizations. If a certain culture is bringing frequent clashes among employees in a certain organization, the best way to solve the issue is by changing the culture with one which is more suitable and flexible. For organizational issues in a government setting, the experience and period of work determine how issues are handled. This is because long-serving employs occupy higher positions and are more respected than those new in the government.
Employee's Cultural Backgrounds
All Samsung employees are people who can easily adapt to new working environments. They are from different backgrounds and serve in different departments. They are also open to new ideas from different people, and this allows them to understand their customers' requests and interests easily. This diversity results in Samsung delivering high quality products and serving them in the best way possible.
Understanding and making use of cultural competencies and diversity is the key to satisfying an organization's customers. This helps in understanding their varying interests and specifications with ease and results to the organization reaching global heights.
Grivastava, S., & Kleiner, B. (2015). Managing Cultural Diversity In The Workplace. Journal of International Diversity, 2015(1).
Kacen, J. J., & Lee, J. A. (2002). The influence of culture on consumer impulsive buying behavior. Journal of consumer psychology, 12(2), 163-176
Lee, S. J., Kim, J., & Park, B. I. (2015). Culture clashes in cross-border mergers and acquisitions.
Sue, D. W. (2001). A model for cultural diversity training. Journal of Counseling and Development, 70(1), 99-105
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