A Clash of Cultures in the Workplace: German Auto Manufacturer in South Africa
Introduction
German Auto Manufacturer, Inc (GAM) was a company from Germany that wanted to settle certain prevailing disruptions in their business in South Africa. GAM had its branches at a number of places and had been successful. Due to the cultural differences between Germany and South Africa, GAM was finding difficulty in setting up their business at South Africa. The problem of cultural difference increased so much in the organization that the employees of both the nations Germany and South Africa blamed each other for the diminishing working condition. The managers of Germany wanted their staff to be hardworking, punctual and to fulfill the objectives of the organization. On the other hand, the managers of South Africa wanted their staff to be noticeable by the top-level managers, deliver them a vote of thanks because of the successful completion of any of the task and give them the opportunity of selecting their own team leaders. The differences in thinking among the employees of GAM brought a lot of difference in the working atmosphere of the organization. With this regard Dr. Christa Kriek, who was a successful human resource manager had set up workshops on sensitive issues of the organization and cultural awareness programs. These aspects acted as a motivational factor for the employees. She requested the employees to be hard working and influenced the employees by considering them as experts and also told that without their support GAM cannot be successful in the long run. There was difference in approaches of the managers of Germany as well as South Africa, all these created a lot of complications in the working atmosphere of GAM. Still Dr. Kriek did not lose hope and motivated the employees by encouraging them to maintain certain pertinent aspects, like they have been able to do in other countries. By this process, GAM will also be successful in South Africa (Nkomo, Fottler, & McAfee, 2010).
The main objective of the paper is to understand the Industrial-Organizational Psychology with respect to Human Resource Management. The paper will provide information regarding the various Human Resource policies and its relation with Industrial-Organizational Psychology.
The Reasons behind the Differences in the Views of German Managers and Associates
The culture of Germany is very much individualistic. According to Hofstede Model, the country Germany scores 67 out of 100 with respect to individualistic approach. The country focuses more on building healthy relationship with parents rather than friends and relatives. The managers at various organizations are involved at creating their own strategies and developing their individual identities. Communications are very much direct within the organization and mistakes are being communicated to the employees at an instant. Thereafter, employees learn from their mistakes and become successful in