International Committee of the Red Cross, Its Culture, and New Strategies - Case Study Example

Intеrnаtiоnаl Соmmittее of Тhе Red Сrоss ICRC Culture and New Strategies Name Institution Lecturer Date International Committee of the Red Cross (ICRC) The International Committee of the Red Cross (ICRC) is a multinational institution based on humanitarian factors established with the main objective being availing humanitarian aid to victims of war and other calamities (Kim & Schneider 2009). ICRC basically known as Red Cross is a an organization established and focused to deliver humanitarian services in times of both natural disasters such as floods, droughts, storms and earthquakes as well as in events of human made disasters such as wars, terrorism and other complex situations that require emergency reaction towards life-saving assistance. Formerly, ICRC was known as the International Committee for the Relief to the Wounded in Time of War which was founded by Dunant and four others in 1863 after the Swiss business man witnessed how the Italian Unification War left thousands suffering and i8n need of medical services. The organization was formed in 1864 with the origin from the Red Cross and the Red Crescent movements. The body was formed and established in the Swiss land (Switzerland) so as to be a custodian of the International Humanitarian Law. The ICRC has its headquarters in Geneva in Switzerland (Kim & Schneider 2009). Through independency, impartiality and neutrality, ICRC slowly became an international organization now with over two hundred states being members. ICRC CULTURE ICRC is very distinct organization and like every organization, ICRC has its own unique culture. This can be evidenced by analyzing different significant features such as language, symbols, composition, organization structure, ways things and even an organization’s relation to its stakeholders. Such factors are the core details of an organizations culture and holds water in the diagnosis of organizational culture. ICRC CULTURE VERSUS MAJOR STAKEHOLDERS AND THEIR PROBLEMS Language, Ethnicity and Origin Having being established and having its headquarters in Geneva, Switzerland, French has been the language culture of the organization. The body was formed initially composed of the Swiss staff which conformed to the Swiss- French culture. Formerly, expatriates staff were required to master French both oral and written (Kim & Schneider 2009). These expatriates included Swiss-Italians and Swiss-Germans. The body heads debated that French should remain as the main language most especially in Geneva so as to maintain the Swiss-culture of the organization. As a matter of fact, top management positions especially those in Geneva were held and dominated by French managers mainly from Swiss. This has been over while been viewed as a problem as regards the ICRC principles of impartiality, unity and universality as regards to equality in status, responsibilities and duties. ICRC being an International organization should not be limited to or by language. Adopting one or only two language depicts non-interactive culture that contravenes its principles. Symbols versus Religion As another virtue of organizational culture, ICRC has exposed an aspect of unique organizational culture in symbols. By the virtue of its impartiality principles, ICRC has been obliged to observe non-discriminatory measures and maintain its neutrality stand. Consequently, the organization has been obliged to oversee it s activities and more so its symbols as regards the global society that it serve and the corresponding beliefs as per distinct region. There once existed a conflict with Muslims on the use of the Red Cross sign which to them symbolizes Christianity (Kim & Schneider 2009). This became a hindrance for the ICRC to enter Muslim states and regions. Consequently, the body had to develop a non-discriminatory symbol where the Red Crescent Sign and the Red Crystal signs were developed to suit the interest of the body’s objective (Kim & Schneider 2009). The emblems of the ICRC remains the most popular of the ICRC and should be consequently be closely monitored to counter any negative eventualities. Independency versus Financiers Apart from being a principle, independency is one of the main cultural features if the ICRC. Perhaps, this chief principle could be threatened by relations to various stakeholders but mostly financiers as funding is key to operations. Since its founding, ICRC has been incorporated as a non-governmental organization but notably as a non-profit making organization. Being a humanitarian based organization, rarely do you find an income generating activity. As a matter of fact, the body objectives in financial terms are expenditure objectives leaned towards humanitarian acts. Consequently, the sources of funds to operate are from both compulsory and voluntary contributions (Kim & Schneider 2009). Compulsory sources are those from member states of Geneva Conventions while voluntary sources are like those from the Donor Support Group which was formed by generous governments (Kim & Schneider 2009). In years, the corporate world has joined the voluntary class with a group named the Corporate support Group (Kim & Schneider 2009). The issue of autonomy is put into question when a certain state voluntarily donates a significant amount of the ICRC budget. This is often interpreted to control and influenced decision making. Management Structure The ICRC management structure is made up of three main bodies namely the Assembly, the Assembly council and the Directorate (Kim & Schneider 2009). According to Kim & Schneider 2009, this groups together with the presidency completes the decision making body. Notably, all the bodies; the assembly, the assembly council and the delegates are made up of only Swiss nationalities, 15-25, five and six members respectively (Kim & Schneider 2009). The Swiss domination is viewed as impartial and discriminative. This culture becomes a problem when it is interpreted that ICRC is a Swiss organization rather than a global organization. Integrity versus Professionalism ICRC is basically known for its field work activities. However, over the years, the need for professional staff has risen and consequently the organization has recruited more professionals at an increasing rate. Perhaps, this has created a problem between delegates and professionals where delegates have felt no need of professionals and has time and again had conflicts as regards decision making of the organization. The delegates have accused professionals of no field experience thus their directives are rather theoretical than practical (Kim & Schneider 2009). In addition, professionals have been accused of having a gain oriented attitude as opposed to the humanitarian role as adopted by delegates. OBJECTIVES AND CONCERN CULTURE Mission and Principles The main mission of the ICRC is to be the custodian of the International Humanitarian Law as based by the principle of the Red Cross and the Red Crescent movement. The organization’s objective is based on several fundamental principle all subjected towards life-saving and emergency response. Humanity is the core principle under which the organization objects clause is based. As regards the term humanity, respect, non-discrimination, assistance, mutual understanding and lasting peace are compliments or description of the humanity principle’s objective (Kim & Schneider 2009). Impartiality stands out as another principle of organization which is objected to deprive no human being humanitarian assistance on the basis of race, religion, political affiliation or nationality. The principle of Impartiality is notably complimented by the principle of Neutrality which guides the body not to take sides especially in hostile events, politics, religion nor racial (Kim & Schneider 2009). It is therefore viewed that the body is therefore for all regardless of which party the aggrieved victim falls. For example, in an event of war between Muslims and Christians, the staffs are guided to offer humanitarian help regardless of the victims’ religion consequently bound to offer their stand or comment on such basis. The other principles of Independence, voluntary service, Unity and Universality are more close and complementary as they aim towards operating autonomously with neither obligation, dependency or by the directives of any external party. THE NEW STRATEGY The ICRC new strategy dubbed committed to meeting new strategies through action is ICRC’s global concern. Besides striving to remain top of the humanitarian organizations, ICRC aims at effectiveness in its operation (Kim & Schneider 2009). The strategy is guided by provisions to serve all victims as well as to serve all humanitarian needs as they occur, to partner to such other international societies with the humanitarian objective, to retain reference and custodian of the International Humanitarian Law (IHL) and to strictly abide to its chief principles of impartiality, neutrality, and independency (Kim & Schneider 2009). ICRC CULTURE AND THE NEW STRATEGY In every organization, the effectiveness in implementing of a new strategy is influenced or affected by the organization’s culture positively and negatively respectively. Success in the implementation of the new ICRC strategy is dependent on how its culture agrees with the strategy while the opposite would at the same time hinder implementation. Basically, the practically laid down principles, mission and objectives of the ICRC would greatly help in the implementation of the new strategy. This is because the new strategy strives to advance and fulfill the mission of the ICRC and the positive culture would mean a foundation for the new strategy. This is as regards impartiality, neutrality and independency. Problems, recommendations and implications On the other hand, it is evident that there exists a problem mainly as regards what constitutes the organizations. Notably, language and ethnicity can be pointed out as a discriminative area where French has been given preference over others. However, the adoption of English language should be encouraged as well as the usage of other major international languages so as to comply effectively with the organization’s principle of universality and impartiality. Conflict subject to integrity and professionalism posses a problem in the implementation of the new strategy. Staff not working with the same conception of ideas could hinder the new strategy implementation as there will always be a conflict of interest and perception. It is therefore recommendable that delegates should be connected with professionalism while professionals recruited should be within the humanitarian agenda and get exposed to the field work as opposed to professional services only. The managerial structure as it stands poses a problem in new strategy implementation, it is deemed that impartiality and neutrality is not observed while that is key of the strategy. The structure should be flexed to allow expatriates to join the managerial team as the organization seeks to strike deeper into the global society and to partner with the rest humanitarian discipline. Basically, following the laid ICRC principles to the letter is the recommendation and any defiance from the same will cause a problem to the implementation of the subject property. Foremost, the humanitarian principle guides as an ethical reflection towards attainment of the organization’s objective. Besides those principles, ICRC should continuously adopt three main principles complementary to the formerly mentioned objectives. Protection of civilians, the detained, tracing and finding missing people is sculpted in its objectives. Secondly, offering of assistance such as security, water, habitat and healthcare is a major function of the organization (Kim & Schneider 2009). Finally, Prevention of calamities/disasters is another bold faculty of the ICRC that should tirelessly aim at preaching and crusading for the International Humanitarian Law striving to mainly prevent man-made disasters. CONCLUSION Culture is an important aspect of every society but if managed negatively it could alter proper running and development. In regards to globalization, a global culture should be adopted when utmost impartiality is considered. In regards to ICRC, diversion trends from the organizations’ core principles can be viewed as the focal center of problems in initiating the new strategy as well as the hindrance to improved performance and Excellency. The complexities borne by language supremacy, ethnicity, managerial reservation and professionalism issues bring fault in the implementation of the new strategy. As the new strategy aims at partnering with other humanitarian national societies, language would hinder that in the pretence of culture protection. This is the same case to be applied as regards the managerial Swiss reservations as the organization strives to go viral. This is directly affected if the picture of the organization remains to the discretion of the Swiss culture as opposed to a global culture. In addition, positive managerial implication could result from the implementation of the recommendations as regards the adoption of a global culture as opposed to a specific culture especially where globalization is concerned. Humanitarian conduct is considered as an ethical factor and adoption of ethical behavior and implementation in a humanitarian organization could benefit it in its operations and development. REFERENCES Sowon Kim & Susan Scheneider 2009: The International Committee of the Red Cross; Managing Across Cultures. HEC, University of Geneva Read More