The cultural perspective of international operations by Barclays Bank of Kenya
Muraya, Daniel Njora
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Differences among employees can include rate, gender, ethnic background, physical and cognitive abilities, religious beliefs, life styles and body structure. The major difference is cultural oriented – for example, ways of greetings, how to carry out certain ceremonies and rituals, values and personal behaviour. Cultures unique to each country, region within a country, organization or institution, or a segment group within an organization. A persons’s culture strongly influences his or her beliefs. Values and behaviour. This in turns influences a wide range of other activities moreso within an organization – including how someone built working relationships, made decisions, greet one another and in general set business priorities. Culture can exist not only at a national level but also at regional, organization and group levels. This research paper focuses culture at organizational level (|Barclays Bank of Kenya) and has sought find to the extent to which culture governs its international operations. Barclays Bank of Kenya being a multinational enterprise must regard culture at all strategic human resource management practices so as to sustain its comprehensive advantage. In the study of this reputable organization, the researcher conducted the research work through the case study and data was collected by face to face encounter with the respondent with a help of interview guide. Data collected was analyzed using content analysis. The respondents were of the view that culture is of great importance in management of Barclays Bank of Kenya and thus managers must understand and demonstrate respect cultural differences. It was also noted that cultural intelligence must be strengthen among managers which can lead to great trust and openness among employees.