CULTURE’S INFLUENCE ON MANAGEMENT PRACTICE: BASED ON SOUTH AFRICA’S DIVERSE ECONOMY

Abstract

This study examines how culture influences management practices in South Africa, a country known for its diverse society and complex history. It examines how organizations can utilize cultural differences to develop adaptable management systems. South Africa is influenced by both Western and African values, which shape its management styles (Bechan & Visser, 2005). The research aims to help management teams identify and turn challenges—political, economic, legal, social, and cultural—into opportunities for growth and innovation (Broodryk, 2005). It uses Hofstede’s Cultural Dimensions Theory to understand these cultural differences (Mufune, 2003) and incorporates the African philosophy of Ubuntu, which emphasizes community and collective well-being (Broodryk, 2005; Mbigi, 1997). Additionally, the study draws from diversity and cross-cultural management to analyze how cultural values affect leadership, decision-making, communication, and conflict resolution within South African organizations (Bechan & Visser, 2005). Through qualitative analysis, it investigates how cultural identities interact, the impact of stereotypes, and how management practices can adapt to both global and local needs (Bechan & Visser, 2005).