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Analyzing Intercultural Gaffes

The most intriguing aspect of culture encompasses the binding customs, values, and beliefs that identify a group of people within a setting (Farooq et al., 2019). Elements of culture such as values, local preferences, and culture all impact all aspects and reasoning of a distinct group (Farooq et al., 2019). The targeted case for the paper encompasses an analysis of an issue that accrued within a business organization involving Annie, the assistant manager who had encountered vast insider theft concerns. Noe is a Caucasian, and the manager is responsible for the shortages. The organization noted the mischief, and clues pointed to the organizational manager, who blamed it on the lower-level staff. The immediate assistant cannot confront Neo since Neo is known for harassment of his juniors and discrimination, which strains the sustainability of the business (Wang & Chin, 2020). Marie knows Neo acted unethically, harming the company, and is afraid to report the incident. The goal is to understand that beliefs and social settings unconsciously shape individuals’ perspectives and behavior (Farooq et al., 2019). The problem that needs to be addressed in relation to the case encompasses unethical issues that manifest within the business environment and cultural elements that shape responses to the shortcomings. In light of this, the paper will explore the complex breakdown of customs, values, and beliefs, the critical aspects of culture, and their influence on individual behaviors. It will also analyze how Canadian business has housed diversity and cultural inclusion in communication.

In relation to the case, evident ethical issues include elements of harassment and discrimination, which instill fear in the manager and affect the reporting (Sroka & Szántó, 2018). The issue impacts not only the reputation but the finances of the organization. While numerous institutions possess anti-discrimination laws protecting employees, the concern remains prevalent in numerous organizations (Sroka & Szántó, 2018). The culture, including the organization’s environment, influences ethical lapses. Remarkably, given that the organizational culture beginning from the managers’ behavior is negative, the specific features foster readjustment of the employees to their ethical orientations to the culture demonstrated by the leader within the organization.

Based on research, leaders and top administrative personnel tend to lower the standards of their staff, which negatively impacts the subordinates’ behaviors and jeopardizes the business’s operations (Wang & Chin, 2020). To counteract the vices, managers should understand that their behaviors may endorse unethical behaviors. Thus, ethical leadership training should be instituted to comprehend their significant role in the firm’s ethical environment (Wang & Chin, 2020). Culture is the collective programming of individual minds that differentiates a group from others. Since reasoning, including people’s value systems, depends on experiences and cultural teachings, cultural awareness for the staff remains vital in promoting an ethical environment.

In the contemporary diversified society, cultural competence, including cross-cultural awareness, necessitates the reorientation of mindsets and expectations (Sroka & Szántó, 2018). The aforementioned facilitates the effective interpretation of others’ statements, attitudes, gestures, and statements. The appreciation limits bias and discrimination while enhancing communication among individuals from different cultures (Sroka & Szántó, 2018). In relation to the challenges encountered in the business environment, different organizations have adopted diverse approaches and communicative strategies to promote a positive business environment and effectively counter concerns relating to discrimination and exclusion (Farooq et al., 2019). For instance, in relation to the case of subordinate staff the manager failing to report, organizations have stringent measures to protect the rights of the staff and ensure they are free to report any misconduct without fear of intimidation (Gorton & Zentefis, 2020).

Noteworthy, Canada, like other regions, has prioritized diversity and inclusion in the workplace to become a mainstream component (Wall-Andrews et al., 2019). With vast numbers of immigrants, heated conversations have been initiated to welcome individuals from different cultural backgrounds, sexual orientations, genders, ethnicities, disabilities, and voices (Gorton & Zentefis, 2020). While supporting heterogeneous workforces, firms and organizations must institute business culture, including laws that appreciate differences in experiences and perspectives of diverse staff (Gorton & Zentefis, 2020). Given the diversity of the Canadian population, the government promotes inclusivity to ensure that the social norms, including behaviors supported by an organization, allow employees to offer full support willingly.

To enhance inclusivity, the Canadian government adopted cross-cultural training to improve collective and personal cultural intelligence, which are primary in harnessing efficiency within an organization (Wall-Andrews et al., 2019). For instance, IBM, Google, and Starbucks have been included in racial bias training, which is core in diversity management and promoting inclusion amidst vast cross-cultural challenges (Wall-Andrews et al., 2019). In the view of cross-cultural training, Canada has advanced its programs to recognize cultural differences. Cultural training has facilitated strategies adaptations, including business practices principles in competitive business advantage (Gorton & Zentefis, 2020). Overall, while striving to enhance inclusivity in business, pioneering a positive and ethical environment through creating awareness remain a critical element for Canadian businesses.

Moreover, the Canadian Diversity initiative established online inclusion training for employees, including volunteers (Wall-Andrews et al., 2019). The program includes training on unconscious bias in different languages, respect and inclusion, and direct discrimination. The program is open to all, and individuals who learn organizational values and ways to enhance a culturally sensitive environment within the business are allowed to enroll in the training (Gorton & Zentefis, 2020). The program educates all participants about comprehending historical inequities and the impacts of culture in the workplace environment. The approach aids businesses to remain open to greater involvement toward the success of the business.

Cultural inclusion in Canada recognizes the diverse needs of many cultures (Wall-Andrews et al., 2019). In light of this, the Canadian government, in a bid to foster cultural inclusion, instituted ongoing public awareness campaigns that may involve negotiation and compromise are new initiatives to promote a positive business environment (Farooq et al., 2019). Nearly all business organizations in Canada have mandatory programs to promote awareness of combating racism, elements of discrimination, and sexism. Based on the case, the remedy drawing to inclusivity in Canadian businesses, the organization should enhance employee engagement (Wall-Andrews et al., 2019). It helps employees understand that they are guaranteed protection and, therefore, need to exist freely and report any concern that would impact their productivity and earnings.

According to research by Chan & Wang (2020), workplace cultural inclusion remains vital in promoting employee satisfaction while reducing turnover rates. Cultural inclusion also incorporates the ability of firms to assume essential steps to offer a respectful and welcoming environment for different races, cultures, and ethnicities (Wall-Andrews et al., 2019). An organization’s leadership should strive to foster cultural inclusion and limit elements of bias and discrimination. This way, the business environment will be conducive and allow employees to communicate issues that affect them, including potential elements that may hinder businesses’ success (Wall-Andrews et al., 2019). Reducing racism and bias in a business enhances its competitive advantage and allows it to attract creative and innovative aspects that contribute to the business’s and country’s economic prosperity. In addition to limiting racism, Canadian businesses strive to ensure equality in their environment.

A core value of the Canadian business culture encompasses anti-racism practices and values (Wall-Andrews et al., 2019). The Canadian promotes an inclusive culture by promoting values and practices that limit bias. In this light, Canadian business law provides guidelines under which organizations build and operate their businesses. Since ensuring zero discriminatory practices is ongoing, business owners need to connect with community practices to enhance the element of inclusivity (Wang & Chin, 2020). Promoting a space where staff from different settings can consider transforming the workplace remains critical (Wall-Andrews et al., 2019). Research suggests that inclusion and diversity have seen Canadians soar to greater heights in customer services, allowing customers to be more innovative and amass large profits (Wall-Andrews et al., 2019). For Canadian businesses to remain internationally competitive, efforts should be made to advance investments and promote innovation, including creativity.

While exploring business culture, effective communication significantly impacts career and successful collaboration (Gorton & Zentefis, 2020). The nature of an organization’s culture may support or deter communication within an organization. The hallmark of effective communication entails the capacity of all staff within an organization to understand their role in ensuring meaningful and solution-oriented terminals can be achieved (Gorton & Zentefis, 2020). The most appropriate form of communication that can be adopted to improve overall business success encompasses assertiveness, which allows for expressing ideas and solutions. The Canadian approach to ensuring all businesses conform to regulations is essential to enhancing order within the organization (Gorton & Zentefis, 2020).

Ultimately, regarding issues that accrue within the business environment, transformation programs coupled with change management initiatives remain core, addressing misaligned incentives and clashing personalities, including discrimination within the business environment (Gorton & Zentefis, 2020). Given that collective agreements remain vital for any business’s success, firms need to warp their ethical climate to enhance change from top management to the most junior staff (Wang & Chin, 2020). Leaders should institute reduction targets and create a platform for openness to allow employees to express their concerns to counter challenges that hinder the smooth flow of business processes.

To conclude, culture is the collective programming of individual minds that differentiates a group from others. Since reasoning, including people’s value systems, depends on experiences and cultural teachings, cultural awareness for the staff remains vital in promoting an ethical environment. Given that inclusivity challenges remain prevalent in the contemporary setting, Canada has prioritized diversity and inclusion in numerous ways, like instituting inclusion training and ensuring that organizations have programs to create awareness regarding the concern. To enhance effective communication, organizations should strive to create a positive business environment that supports all individuals’ views. Hence, business firms can only enjoy a competitive market advantage by ensuring they safeguard the welfare of their core unit for completing business processes.


Farooq, Q., Hao, Y., & Liu, X. (2019). Understanding corporate social responsibility with cross‐cultural differences: A deeper look at religiosity. Corporate Social Responsibility and Environmental Management26(4), 965-971.

Gorton, G. B., & Zentefis, A. K. (2020). Corporate Culture as a Theory of the Firm (No. w27353). National Bureau of Economic Research.

Sroka, W., & Szántó, R. (2018). Corporate social responsibility and business ethics in controversial sectors: Analysis of research results. Journal of Entrepreneurship, Management and Innovation14(3), 111-126.

Wall-Andrews, C., Wijesingha, R., Cukier, W., & Lightwala, O. (2022). The state of diversity among leadership roles within Canada’s largest arts and cultural institutions. Equality, Diversity and Inclusion: An International Journal41(9), 30-46.

Wang, S., & Chin, T. (2020). A stratified system of knowledge and knowledge icebergs in cross-cultural business models: Synthesising ontological and epistemological views. Journal of International Management26(4), 100780.


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