During the contemporary period, it can be d that the removal of geographical boundaries as a result of globalisation means that people from different religious and cultural backgrounds can do business in different countries. Against this background, this essay seeks to critically analyse the major steps that can be taken by a leading player in the fast food industry which has decided to introduce already existing products which include chicken brand, sandwiches as well as other assorted snacks into a new country with Isamic culture. With regards to establishing a new business in a different area, it should be noted that each society has got its own religion which is embedded in its cultural values and they ought to be protected.
Every person has got a religion and all the people across the globe do have values that are shaped by their culture. As a point of departure, it is imperative to begin by explaining the meaning of culture. According to Werner et al (2003), culture can be loosely defined as a way of doing things by an identified group of people.
In this particular case where a leading fast food restaurant is intending to establish business in an Islam based region, two different cultures namely organisational culture and the culture of the people in the area where investment is going to be made will be taken into consideration. In this regard, the role of the Human Resource Department thus becomes even more important in the context of operating in areas with different cultural backgrounds. Research has also shown the importance of human resources especially in the changing global environment in which organisations operate and the link with the performance of the organisations.
In order to succeed in establishing fast food business in areas with an Islamic culture, it is important for the organisation to know that in each society, it can be noted that the consumption patterns of food are often determined by their culture. According to Kittler (ND), “the Islamic dietary laws are called halal. ” The culture of the people who practice this religion is greatly influenced by it. They derive their norms and values from this religion hence it is imperative as the first step for the organisation intending to launch an already existing product in the fast food industry to establish the pattern of culture for the targeted market.
An investment effort that does not take into account the people’s culture is not worth the effort as chances of failure would be very high. Some food is not allowed in some instances and this is not a contested debate to those organisations which are concerned about the growth of their business. As far as Halal is concerned, there are certain foods which are prohibited and this emanates from the cultural methods used when slaughtering the animals.
In this case, the fast food restaurant which is into food production and manufacturing should be guided by the societal requirements where in some cases they would not be allowed by their religions to consume certain kinds of food. This helps build trust between the organisation and the other stakeholders where there would be mutual understanding on the basis that the organisation would be upholding the religious and moral principles of the people in the host country in which they would be operating.
Structures should be put in place that would be meant to protect the interests of the local people. After establishing the culture of the people and measures that can be implemented in order to avoid violating these, the second major important step involves recruitment. Human resources play a pivotal role in the operations of an organisation and it can be noted that in different sectors, the aspect of culture plays a significant role in promoting long term survival and development of the organisation hence it is imperative to put measures that are meant to ensure that the right people are recruited.
Basically, recruitment is about attracting a pool of potential candidates from which the ideal candidate can be selected (Amos et al 2008). Having recruited the right people, it has to be noted that in each organisation there is a culture which guides its operations and the behaviour of its workers. In this case it would be imperative for the fast food organisation to recruit the locals who have knowledge with the cultural values of the host country.
It is very important to ensure that the religion of other people is not violated by the foreigners who come to invest in the country as far as ethical values are concerned in the globalised economy. The values of the people shape their way of behavior hence they ought to be safeguarded. These can also be merged with the other cultures as long as they do not violate the values of the local people. According to Schultz (2003), research suggests that strong, adaptable cultures which value stakeholders and leadership, and which have a strong sense of mission are likely to be associated with high performance over a long period of time.
Thus, in this case, diversity in the workforce will help promote equal opportunities in different ways. By virtue of carefully managing people from diverse backgrounds, the organisation stands better chances of creating equality whereby all the employees will be working towards the attainment of the goals set. Our cultural assumptions affect our approaches, expectations and behaviours in a conflict situation hence the collectivism approach will be more ideal in a diverse workforce.
This cultural approach to conflict resolution posits to the effect that accommodation and integration are seen as virtues in solving conflicts (Werner 2003: 239). This is ideal in that just like a group of people who share a specific culture, an organisation as a collection of people working towards a common goal can develop a unique culture that distinguishes it from the other organisations. These are the major steps that can be taken into consideration in the case of an organisation that deals with fast food and intends to open a restaurant in an Islamic culture.
If the oorganization fails to observe the values of the local people, it may be difficult to be profitable since its products can be shunned by the local people in the host country. There would also be other problems related with managing the human resources since there would be some elements within the new value system that would not be compatible with their own culture. Thus, it can be noted that this has a bearing on influencing behavior change among the members of any given organisation.
References Amos T. L., et al 2008. Human Resources Management. 3rd Edition. JUTA Kittler G. P., MS and Kathryn P. Sucher, ScD, RD and Four Winds Food Specialists. (N. D.) Religious Food practices. Retrieved October 15 2010. http: //www. asiarecipe. com/religion. html Schultz et al 2003. Organisational behaviour. CT. Van Schaik Publishers. Werner A. Et al 2007. Organisational behaviour: A contemporary SA perspective. 2nd Edition. Van Schaik Publishers.