Ubuntu can be defined as humaneness pervasive spirit of caring and community, harmony and hospitality, respect and responsiveness—that individuals and groups display for one another. (Mangaliso, 2001)
In this article they talk about several thinks that make part of Ubuntu philosophy and that if taken into account by the managers and implemented in the company can become a competitive advantage for the company. I´m going to explain one by one the concepts and then I’m going to explain why these things are important and should be acknowledged by cross-cultural managers.
• Relationships with Others: for the Ubuntu philosophy human interdependence is very important, as well as collaboration among member. Extended family is very important and individuals are part of a group, and have relationships with the entire member in their group, clan, family etc. Teamwork and solidarity are key concepts in Ubuntu. If a manager know that they workers are very collective than the best thing he can do is to encourage teamwork, reliance on the other to increase the outcomes since collective work will be better that individuals work. It’s also important to be tolerant to workers when dealing with death of clan members, ceremonies and reunions. In projects workers will be able to cooperate and have a positive working environment, (responsible, committed members, synergies etc.)
• Language and Communication: merely oral communication; communication is primarily for reinforcing the relationship of the members not necessarily about efficiency of information transfer. The manager must allow workers to establish relationships, even when not required by the task structure, improves effectiveness and decreases antagonistic feelings toward the organization (Mangaliso, 2001). If the workers are prohibited to communicate during their working hour this are going to create resentment for the organization and their superior and less concentration and encouragement to achieve the task. Another thing a manager can do is give them a lunch break where they have time to communicate with the rest of the staff, as well as have seasonal or periodic meeting, ceremonies, parties etc. a space where workers can reinforce their relationships.
• Decision Making: decisions are made by consensus, different and opposite opinions are encouraged. Dispute resolution is always effective to restore harmony. Even though this process is long because is made by consensus it can be more effective. The manager must include the employees in some decision making process in order to not only increase the trust but to motivate the workers to do their best for the company and that their opinion counts. It’s important to have face-to-face meeting to dispute resolution and to reach decision. The decisions are going to be more efficient and targeted to long term because the commitment and the involvement of different parties of the organization.
• Time: time must be used wisely, but there is no time limit for things or to reach decisions. Managers must be patient and encourage their workers to reach high quality standard rather than having time limits where they feel pressured and rushed.
• Productivity and efficiency: Must be optimized. Solidarity and social harmony are important. Rewards are shared, so is suffering (Mangaliso, 2001). As I have mention Ubuntu is based on collaboration so this variable is always present in the daily activities. A manager must know that workers must be rewarded as a group not as individuals, and their collaboration is the key to achieve and efficient production if the manager can manage to motivate as a group to achieve the same goal. The company is like a family and each member has a task but the rest are willing to be supportive and soldiery when a worker needs it. The manager must be very supportive with the staff and also show that he is willing to cooperate and discuss all the issues.
• Age and Leadership: Age is an ongoing process of maturing and acquiring wisdom. Older people are respected. Gray hair is a sign of wisdom (Mangaliso, 2001). This means that for Ubuntu followers the best option for a manager will be an older person, because he has had the necessary experience and has recollected a lot of wisdom throughout the years. So if a young manager is at charge things are not going to be so easy, he must build a relationship with the workers and gain their trust, in order to set the example and be followed. On the other hand if an older person is the manager than he will start off with more acceptances from the workers, but he must show the capabilities to maintain the status.
• Belief System: when a manager is faced with belief I think this is one of the toughest things to manage but it’s not so involved in the working area. The manager must understand and respect all the diversity of cultures that work within the same company and he must be creative in handling the situation regarding belief. For example if an employee is asking for permission because he must attend a special ritual of his religion the manager must be flexible. He can also use those beliefs in his advantage as mentioned in the example in the article.
In this article they talk about several thinks that make part of Ubuntu philosophy and that if taken into account by the managers and implemented in the company can become a competitive advantage for the company. I´m going to explain one by one the concepts and then I’m going to explain why these things are important and should be acknowledged by cross-cultural managers.
• Relationships with Others: for the Ubuntu philosophy human interdependence is very important, as well as collaboration among member. Extended family is very important and individuals are part of a group, and have relationships with the entire member in their group, clan, family etc. Teamwork and solidarity are key concepts in Ubuntu. If a manager know that they workers are very collective than the best thing he can do is to encourage teamwork, reliance on the other to increase the outcomes since collective work will be better that individuals work. It’s also important to be tolerant to workers when dealing with death of clan members, ceremonies and reunions. In projects workers will be able to cooperate and have a positive working environment, (responsible, committed members, synergies etc.)
• Language and Communication: merely oral communication; communication is primarily for reinforcing the relationship of the members not necessarily about efficiency of information transfer. The manager must allow workers to establish relationships, even when not required by the task structure, improves effectiveness and decreases antagonistic feelings toward the organization (Mangaliso, 2001). If the workers are prohibited to communicate during their working hour this are going to create resentment for the organization and their superior and less concentration and encouragement to achieve the task. Another thing a manager can do is give them a lunch break where they have time to communicate with the rest of the staff, as well as have seasonal or periodic meeting, ceremonies, parties etc. a space where workers can reinforce their relationships.
• Decision Making: decisions are made by consensus, different and opposite opinions are encouraged. Dispute resolution is always effective to restore harmony. Even though this process is long because is made by consensus it can be more effective. The manager must include the employees in some decision making process in order to not only increase the trust but to motivate the workers to do their best for the company and that their opinion counts. It’s important to have face-to-face meeting to dispute resolution and to reach decision. The decisions are going to be more efficient and targeted to long term because the commitment and the involvement of different parties of the organization.
• Time: time must be used wisely, but there is no time limit for things or to reach decisions. Managers must be patient and encourage their workers to reach high quality standard rather than having time limits where they feel pressured and rushed.
• Productivity and efficiency: Must be optimized. Solidarity and social harmony are important. Rewards are shared, so is suffering (Mangaliso, 2001). As I have mention Ubuntu is based on collaboration so this variable is always present in the daily activities. A manager must know that workers must be rewarded as a group not as individuals, and their collaboration is the key to achieve and efficient production if the manager can manage to motivate as a group to achieve the same goal. The company is like a family and each member has a task but the rest are willing to be supportive and soldiery when a worker needs it. The manager must be very supportive with the staff and also show that he is willing to cooperate and discuss all the issues.
• Age and Leadership: Age is an ongoing process of maturing and acquiring wisdom. Older people are respected. Gray hair is a sign of wisdom (Mangaliso, 2001). This means that for Ubuntu followers the best option for a manager will be an older person, because he has had the necessary experience and has recollected a lot of wisdom throughout the years. So if a young manager is at charge things are not going to be so easy, he must build a relationship with the workers and gain their trust, in order to set the example and be followed. On the other hand if an older person is the manager than he will start off with more acceptances from the workers, but he must show the capabilities to maintain the status.
• Belief System: when a manager is faced with belief I think this is one of the toughest things to manage but it’s not so involved in the working area. The manager must understand and respect all the diversity of cultures that work within the same company and he must be creative in handling the situation regarding belief. For example if an employee is asking for permission because he must attend a special ritual of his religion the manager must be flexible. He can also use those beliefs in his advantage as mentioned in the example in the article.
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