John Delfino

Prof. Beaupre
24/7 Work Mentality/Culture
Managerial Communications

The definition of twenty-four seven in commerce and industry is summed up to service

that is available at any time, usually any day of the week, twenty-four hours, seven days a week,
a very common work mentality. The beliefs, thought processes, attitudes of the employees,
ideologies, and principals of the organization are all part of that of that culture. When Pew
Research Center surveyed people in 44 countries last spring, 57% of Americans disagreed with
the statement Success in life is pretty much determined by forces outside our control, a higher
percentage than most other nations and far above the global median of 38%. True to the
stereotype, surveys showed that Americans are more likely to believe that hard work pays off.
When asked, on a scale of 0 to 10, about how important working hard is to getting ahead in life,
73% of Americans said it is was a 10 or very important, compared with a global median of
50% among the 44 nations.

An organizations work culture and mentality is everything it does and everything it

makes, that not only affects the business but the manner in which a manager chooses his
managing style and affects the way in which the organization processes its product and provides
services to its customers. It explains to the workers what is right and what is wrong, what to
believe and what not to believe, how to react and feel, and how actions will speak louder than
words. For example, many companies cite quality as their main goal. But when the production
and quality control managers make arrangements to increase the speed of the manufacturing line

while reducing the quality tolerance level, what message does this convey to the employees? And
if these employees challenge their managers on the sacrifice of quality in favor of quantity, and
the managers reply, "You do your work and I'll do the thinking," what are these employees likely
to believe the company values most? If there is a logical reason for the change, such as the
customer having indicated a preference for lesser quality at a lower price, then why not explain
this to the employees? They will understand that the customer can and should dictate to the
organization and not the organization to the customer. Behavior patterns within the organization
are strongly influenced by its leaders, well words and actions of the quality control and
production managers reflect the values and beliefs of senior management. Productivity is a
result of motivation, and motivation thrives in a good climate. If management is to transform this
fragile good climate into a long-lasting culture for success, it will have to focus on the following
seven areas of improvement: Organizational Clarity, Decision Making Structure, Organizational
Integration, Relationship of Management Style to Culture, Organizational Vitality,
Compensation, and Human Resource Development.

The managerial impact is different anywhere you go depending on the style of business,
what that business incorporates, and where you are in the world. A lot looks back at Hofstedes
five dimensions of culture: small v. large power distance, individualism v. collectivism,
masculinity v. femininity, weak v. strong uncertainty avoidance, and long v. short term
orientation. Out of all the countries analyzed, the U.S. and seven other countries were considered
as having an individualistic power distance and uncertainty avoidance type of management.
Power distance (PD) and uncertainty avoidance (UAI) in the United States are relatively
moderate, which means that the interactions across power levels are generally cooperative in

order to create more stable cultural environments. This also connotes that the society as a whole
values fewer rules and does not aim to control all outcomes and results. The next highest
Hofstede dimension the U.S. ranked for is masculinity (MAS) indicating that the country
experiences a higher degree of gender differentiation of roles, or rather, that the population as a
whole values qualities deemed masculine. This situation generates a female population that is
more assertive and competitive. Women tend to shift toward the male role model and away from
the conventional female one. The U.S. lower LTO ranking indicates the country does not
reinforce the concept of long-term, traditional orientation. Change can occur rapidly and risktaking is generally accepted.

The individual work mentality and culture is a very wide ranged area with a big
positive/negative effect on the individual and people around them. Most days for an average
human used to be the average 9 to 5, now instead of normal 40 hour work week, youre
looking at more like a 47 hour day which is nearly a whole day longer though its not uncommon
for many employees to clock as many as 60 to 65 hours on average per week.. The strive for a
top position in the company is who wants it the most and who wants to put in the extra effort.
Harvard Business School took the time to conduct a study on the work life and whos involved.
The study examined a global consulting firm, which was not named. The firm, where 90 percent
of the partners were men, asked the professors what it could do to decrease the number of
women who quit and increase the number who were promoted. In exchange, the academics could
collect data for their research. The firm was typical in that employees averaged 60 to 65 hours of
work a week. The typical and most common reason for the huge gap in gender inequality of the

company is the family life. Most women were seen as after 5 they went home to care for the
children or family, well as if a male left at 5, he was going to meet with a client.

The technology impact is pretty much the same all around, as the technology gets better
more people cant seem to get off of it, and companies want to use it more and more. Technology
overall is a pretty positive and helpful tool especially in the workforce. It cuts costs, time and
effort, secures business environments, and has higher productivity levels. Technology can almost
do any of your work needed. Though it its impact on everyday life takes a toll, everyone is
always looking down at something, tablet, computer, and the worst one is the phone. It takes you
out sync from the world, every 5 minutes looking at a text, answering an email, a phone call.
Some people have two phones, so that when theyre not at work they can shut one off and be
disconnected with the business world for a while. It both helps and hinders in the workplace.

The predicted trends on newer, future directions in the workplace looks bright and more
technology based than ever before. The main findings of this glimpse into the state of maturity
of the digital workplace across 300 or so organizations are perhaps not surprising: progress is
being made, but there is still a long way to go, and levels of maturity vary dramatically from
organization to organization. However, the detail in McConnells report helps to illuminate the
various advances, barriers and micro-trends that are currently happening. More and more
businesses are looking at the intranet way of doing things. It makes it easier to connect with
everyone within the organization. If I can take an abiding conclusion from the report, its that
there is growing awareness of how digital work may look in the future but that we are woefully

behind in preparing for it. For example, it was interesting to see that 60% of the early adopters
have a vision of a coordinated ecosystem made up of different digital systems and services,
compared to 40% of the majority. However, 30% of the majority have no vision at all compared
to 3% of the early adopters. But how well are we prepared for starting to plan for that vision?
McConnell reveals that only one in ten organizations in the survey have cross-functional steering
committees for their digital workplaces. Were still early on this journey. McConnells insights,
both high-level and detailed, are an excellent resource for any organization and team within it
that is serious about its digital workplace agenda. You can dip in to inform your own initiatives,
see how you compare with others and use statistics as a discussion point with senior management
or even to support a business case. Technology is coming whether people like it or not and
eventually the impact will hopefully be a positive one, though with anything new especially
technology there are going to be problems and people who dont conform, so it will be important
for everyone to maintain old ways too.

When in Rome, talent management practices may need to be modified in

order to suit local conditions. When it comes to international business, it is
remarkable to see how different cultures approach management. There is
certainly no one way of doing business and as technology narrows borders
and globalization integrates the worlds economies, developing a sensitivity
to how other cultures operate, generally and in business, is becoming
essential.
While the globalization of businesses may carry us closer to universal
standards for work, in comparing these distinctive management styles, there
is a clear and present need for organizations to acclimatize to diversity. By
incorporating cultural aspects into everyday business, utilizing performance
review software and by developing strong and effective international
management teams, companies will have the competitive advantage to
become successful global players.

Twenty-four seven in commerce and industry is summed up to service that is

available at any time, usually any day of the week, twenty-four hours, seven days a
week, a very common work mentality. Beliefs, thought processes, attitudes of the
employees, ideologies, and principals of the organization are all part of that of that
culture. Technology is coming whether people like it or not and eventually the
impact will hopefully be a positive one, though with anything new especially
technology there are going to be problems and people who dont conform, so it will
be important for everyone to maintain old ways too. With all this too look at the
business world is beginning to change dramatically, and quite fast, a little too fast

for some. All that should be taken into consideration is making your employees
aware, be patient, and teach, thats what youre for as a CEO, manager, or even
fellow employee. The world is changing, hopefully for the better, you just need to
catch on.

Works Cited

https://en.wikipedia.org/wiki/24/7_service

http://www.pewresearch.org/fact-tank/2015/03/12/how-do-americans-stand-out-from-therest-of-the-world/

http://www.hr.com/en/communities/organizational_development/how-culture-affectsproductivity_eacudb4q.html

http://www.halogensoftware.com/blog/the-business-of-culture-how-culture-affectsmanagement-around-the-world

http://www.aaepa.com/2015/09/our-247-work-culture-the-negative-impact-of-the-rise-inworking-hours/

http://www.nytimes.com/2015/05/31/upshot/the-24-7-work-cultures-toll-on-families-andgender-equality.html?_r=0

http://smallbusiness.chron.com/impact-technological-change-business-activity-2191.html