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Cross-Culture Management Ravinaki Resort
Cross-Culture Management: Ravinaki Resort
Contents
TOC o “1-3” h z u Introduction PAGEREF _Toc376337906 h 1Background PAGEREF _Toc376337907 h 1Power Distance PAGEREF _Toc376337908 h 2Particularistic vs. Universalistic PAGEREF _Toc376337909 h 3Individualism vs. Collectivism PAGEREF _Toc376337910 h 3Neutral vs. Affective PAGEREF _Toc376337911 h 4Achievement vs. Ascription PAGEREF _Toc376337912 h 4Masculine vs. Feminine PAGEREF _Toc376337913 h 4Recommendations PAGEREF _Toc376337914 h 5The motivation of employees PAGEREF _Toc376337915 h 5Position of the resort in the community PAGEREF _Toc376337916 h 6Overall revenue of the resort PAGEREF _Toc376337917 h 6Conclusions PAGEREF _Toc376337918 h 8
IntroductionCross cultural management refers to the management of people from different cultures working together within the organizational setting. Cross cultural management encompasses a number of organizational behavior issues such as group dynamics, leadership, motivation and decision making (Adler, 2002: Tsui et al., 2007, p. 426). For any organization or business entity to be abreast with issues new uncontrollable problems of the host country and for the entity to attain and sustain high performance, the importance of local support from local operatives is vital. The cooperation of local employees and their sincere contribution to the business entity is a critical factor to its competitive advantage. The effective use of human capital is vital to the performance of the organization (Steers & Sanchez-Runde, 2002: Chevrier, 2003). It is important for business entity to consider host country’s culture because the importation of western management practices leads to failure. This is emphasized on the fact that management ideologies developed within one cultural context of one country with good effect cannot be guaranteed in another.
The culture reflects what people consider important or unimportant and this varies significantly across cultures. This implies that it impossible to utilize theories and concepts universally without considering a number of factors. The success of a business entity is dependent upon the understanding of the host culture, assumptions and expectations about how people should act and even think. Every culture is unique in the way it handles certain issues or problems and the solutions that they give, hence understanding cultural diversity in business is critical in the success of the business entity (Hyeong & Kamalanabhan, 2008, p. 2). This essay will examine a case of Ravinaki resort during its transition from one set of management to the other. It will examine the different forms of management during the transition. This paper analyzes this transition using the cross cultural framework. It will explain how culture and cross cultural management plays a role in the success of the resort. This paper will also give recommendations concerning the motivation, position of the resort and the overall revenue of the resort.
BackgroundCaroline is a former water sport manager at Ravinaki resort which is situated in Batiki. She used to work under the owners James and Sarah. During her tenure as a water sport manager, the management of the resort was diplomatic in nature in that everyone helped where they can. The resort cooperated with the surrounding community especially the chiefs and tried as much as possible to operate within the confines that the culture allowed. This can be seen in the resort being an “eco resort” where the resort did not have air condition and limited electricity. Caroline had a good working relationship with the local because the management of the time went out of their way to ensure that they understand the culture of the Lomaiviti. This ensured that employees in the resort felt appreciated. Under the management of Ross he did not take enough time to understand the culture of the people surrounding the resort and this led friction. He did not take into consideration “the Fiji time” and wanted to impose his culture on the people. This led to him being frustrated with the deadlines he set for particular projects.
In the following section we are going to evaluate the two forms of management and try and get to understand why Caroline’s form of management was more successful than that of Ross. We are going to use a cultural framework to get a better understanding of this.
Power Distance The concept of power distance was brought forward by Hofstede. This dimension concerns the distribution of power among individuals, organizations and institutions. Cultures which have a low power distance have power distributed equally. This form of power distance minimizes inequality because it considers all subordinates and superiors as equal. The superiors can ask for answers from their subordinates (Hofstede, 2001; Soares 2007, p. 280). In the case, we can see that during the day that the supplies for the resort came from Suva, James who was the owner would be the first one on the track to unload the vehicle and this ultimately set the tone of the day. The management and owners during Caroline’s tenure practiced hands on approach of management and this ensured that the superiors and the subordinates were equal. This led to the success of the resort because the cohesion that existed.
On the other hand, high power distance, there is an inequality and subordinates are different from their superiors. A high power distance ranking in the society indicates that inequalities of power and wealth are dominant within the society and have been allowed to grow. A high power distance indicates that the society is hierarchically differentiated. Superiors enjoy special privileges in their working environments while their subordinates do not enjoy the same kind of treatment (Fischer & Smith 2003, p. 258). In the case we can see that Ross executes a high handed approach to management with him giving orders to subordinates and setting targets. Compared to the management of James and Sarah where they exercised a hands on kind of management. This can be seen in the case, when everyone tries to help out with even Sarah helping in the kitchen. In his management Ross had all the answers and nobody questioned his decisions, for example no one questioned his judgment on suing the chiefs. In this form employees may not be willing to openly disagree with the manager or their superior like in the case of Fernando the chef and Malcolm. The friction that existed between the forms of culture the Canadians brought and the Lomaiviti made it difficult for the resort to succeed.
Particularistic vs. UniversalisticIn a particularistic culture the society focuses on relationships rather than rules. In this setting contracts are easily modified and changing mutuality is honored by parties involved, when a circumstance necessitates it or during changes (Trompenaars, 1993: Hyeong & Kamalanabhan 2008, p. 8). This can be seen in the management of Caroline, where they paid the chiefs a certain levy to visit some parts of the island. In a universalistic culture the focus is on rules rather than relationships. This can be seen in the management of Ross where he sues the chiefs for charging a certain fee to access certain parts of the island.
Individualism vs. CollectivismThis dimension focuses on the society’s degree of reinforcement of individual or collective achievement and interpersonal relationships. In collectivist cultures value opportunities belong to the group. In this type of setting members are not attracted by individual recognition and the opportunity to be above other members (Hofstede, 2001: Pheng & Yuquan, 2002, p. 10). Members in this thrive as a unit. This can be seen in the case where Caroline and the owners used to look for solutions through negotiations made dialogue with the members. This can be seen clearly in the situation where the management had a problem where employees who were not closely affiliated to the chiefs felt uncomfortable giving out orders to those who were closely affiliated. This can be seen also in the situation where Caroline and the owners discovered that offering individual incentives is not as effective as giving the incentives to their communities such as, building amenities for the surrounding communities. Individualistic cultures value individual growth and opportunities for individual promotion. In this kind of culture employees are attracted by the incentive system that provides opportunities for recognition for achievement and control over an event. This can be seen in the management of where he contracts the services of Fernando the chef from Brazil, who comes because of the ability for him to have control.
Neutral vs. AffectiveCultures can also be categorized on how people show emotions towards other people during a conversation. In neutral cultures, members tend to hide their feelings and tension is accidentally revealed (Trompenaars, 1993). This can be seen in the case where Caroline observes that Malcolm’s enthusiasm has waned and he was tense about him staying longer, because Fernando would scold him. This is further emphasized when he was complaining about the treatment by Fernando giving them orders that they did not understand. In an affective culture members openly reveal emotions and they are expressive. On the other hand, under the management of Caroline and the founders of the resort, dialogue and negotiations were encouraged to solve problems and come up with solutions.
Achievement vs. AscriptionIn achievement form of culture members are respected for what they do and there is limited use of titles. In the ascription culture, members are respected for who they are and there is extensive user of titles (Trompenaars, 1993; Hyeong & Kamalanabhan, 2008, p. 8). The management under Caroline and the founders can be termed as Achievement based. This is because in the case we could see that James and Sarah the owners used to set the pace for the day when he used to be the first one to help unloading the truck and Sarah helping in the kitchen. The workers respected the owners for this because the management was brought down to their level. On the other hand, the management of Ross can be termed as ascription this because of his high handed approach of management. In his management there is clear hierarchy of authority with Ross being on top. For example, during the construction of the deck mike was in charge to make sure that the workers do not do anything wrong. Mike was in charge because of his background as a civil engineer. Fernando in the kitchen clearly, the one in charge because he used to order everyone because of his title, even Malcolm admitted that he is a brilliant chef.
Masculine vs. FeminineMasculinity refers to a culture that embraces competitiveness, material success and achievement (Hofstede, 2001). Cultures that have high masculinity tend to prefer rewards on performance. This culture prefers receiving cash rewards, titles and other materialistic rewards. Masculine cultures are dominated by power relationships and are result oriented. This can be seen in the case where Ross tries to enhance the performance of the employees to finish the deck by offering them cash rewards. Feminine cultures prefer allocations of basic needs and placing primacy on one’s connection with other people. In this culture meaningful rewards are improved benefits and symbolic rewards. In the case of Caroline, their management focused on allocating basic needs to the surrounding communities as rewards for performance. This can be seen through initiatives such as building amenities such as churches, community centers and schools for the locals. The management of the resort during Caroline’s tenure, emphasized on the need to cement relationships with the locals, through sessions with the chiefs for example drinking kava with the chiefs to ensure the relationships was strong.
RecommendationsThe management under Ross compared to the previous owners is not succeeding in achieving its goals and objectives. There are a couple of areas of concentration that Ross should pay attention to for his resort to succeed. Recommendations will focus on three main areas, the motivation of employees, the position of the resort in the community and the overall revenue of the resort. These recommendations are made from the precinct of increasing guest numbers and guest spending while they are at the resort.
The motivation of employeesThe motivation of employees is increased if the individuals if members believe they are receiving fair treatment and respect (Fey, 2005, p. 375). In Hertzberg’s two-factor motivation theory, one of the motivators to improve motivation in the work place is advancement, recognition, achievement, and work itself and responsibility (Steers & Sanchez-Runde, 2001). Ross can incorporate this in his management in that instead of giving the workers cash incentives he should focus on giving the workers other incentives such as building amenities.
Ross should take the mantle from the previous owners who focused on providing to the community in order to motivate the workers. This is from the way the culture of the island dictates. The management should also look into the welfare of its workers to make sure that the resort has an atmosphere of cool and tranquility which will encourage more visitors to come. By building schools, community centers and churches, this would help cement relationships with the surrounding community and get the loyalty from the chiefs who are critical stakeholders to the resort. This would motivate the workers to work hard because they have the blessings of their chief. Ross should also ensure that he tries to strike a balance between the professionals he hires and the locals as this is critical to the success of the resort. Hiring too many experts who are not natives will not be seen in positive light by the community and demotivate the workers working at the resort due to their allegiances.
The goal setting theory proposes that goals regulate behavior and setting specific and difficult goals lead to enhanced performances (Locke & Latham, 2002). The goal setting theory requires that in the management of people in a workplace feedback and frequent proof on uncertainties is needed to achieve success. Ross should ensure that the goals set are understood and enhances a culture of competitiveness in the resort by leading by example, while at the same time ensuring that information flows within the resort effectively.
Position of the resort in the communityThe position of the resort within the community is compromised in the sense that they are in loggerheads because of their difference in culture. Ross should drop the suit against the chiefs and try to find a middle ground with the chiefs. The coherence between the business and its surrounding environment is vital in the success of the resort. This is mainly because the people employed in this resort are the natives of Batiki.
The difference in the cultures from Canadian to the Fijian culture, is bound to create friction, thus the management of this friction is critical aspect to the success of the resort. Culture is the tie that binds members of societies together consisting of such things as ideas, values, norms, constitutive rules and the modifications to the physical environment. These rules create traditions that go deeper than reason (Stuart, 2004: Fiske, 2002, p. 85). Ross should ensure that he does an extensive research on the culture of the Lomaiviti to gain insight of how to better manage the locals. He should ensure that he learns the culture of the surrounding and make a basis on how he can merge his culture with that of the surrounding community. With a better understanding of the culture of the community, Ross can be able to mitigate some of the areas of friction that exist within the current structure. Ross should also find areas in which his culture and that of the natives are similar and take advantage of the similarity to enhance the performance of the workers.
Overall revenue of the resortWith the recent upgrades to the resort, Ross should consider making the changes slowly in order to build a name for the resort. Because during the management of James and his wife they had a certain type of clientele, hence a sudden shift in prices will drive them. A slow shift in the prices ensures that the goodwill of the resort increases, while it builds on its clientele.
With the building of an airport near Batiki, the prospects of success for the resort are high. The resort should try and conduct a market research of the kind of clients that visit resorts and identify a target market for example tourists during their honeymoon. The market research can be conducted through the use of interviews or questioners. Focusing on a certain target market increases the prospect of success, because it distinguishes itself among other competitors. The location of Batiki as a remote island, with its spectacular sunset and the beauty of the surrounding can be an added advantage, as the resort can use its remoteness as a source of adventure.
The resort should also make attempts to increase allocations on advertisements. The resort should undertake an aggressive type of advertisement to ensure that the resort is recognized. With Fiji having a numerous number of islands and resort, the advertisement should focus on the unique features that the resort offers. It should distinguish itself among other resort, for example the fact that it is an “eco resort”. This can be a big advertisement tool with the increasing awareness to environmental conservation. The focus of the resort to environmental conservation through its policies and the amenities it offers can help endear the resort to tourists (Mead & Andrews, 2009, p. 6). Word of mouth referrals are the most effective form of advertisement, hence the quality of service offered should be exceptional.
The resort should also try and ensure that communication is flows efficiently and effectively through the ranks of the re3sort. The management should try and ensure that the information that is dispersed is understood clearly by the workers. In the case we can see that there is a miss-match in terms of understanding among the management and the subordinates. For example, Malcolm was complaining about how Fernando gives order5s but they do not understand him leading to friction within the resort.
The current management should find out the areas through which the previous management were successful and conduct a SWOT analysis the resort. This will help the current owner in ensuring that he utilizes his strengths, strengthens his weaknesses, neutralizes his weaknesses and capitalizes on opportunities available. For example, the resort should reconsider going to diving and snorkeling locations that were previous successful with the help of a local guides. The resort should also reinstitute a “Discover Scuba session” for guest who did not dive because it was previously a critical source of revenue stream for the resort.
ConclusionsCross cultural management is a critical part of a business entity especially for business entities operating away from their home countries. This paper has looked into the management Ravinaki resort during its transition from one form of management to another. It has also looked at how culture has impacted in the way the resort is managed and the difference in the treatment of culture between the two forms of management, and how it led to its success or failure. This paper has also given recommendations for the future management of the resort, on how it can utilize the various strategies to ensure success.
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Differentiating Between Market Structure
Differentiating Between Market Structure
Presented by
Institution
Introduction
The analysis applies important microeconomic concepts capable of increasing the competitiveness of Kudler Fine Foods. Different organizations operate in different marketing structures depending on the type of business, size, and goods and products sold. According to Colander (2010), the four basic types of marketing structures that businesses currently operate on are oligopoly, monopolistic, perfect, and monopoly. Understanding competitive strategies adopted by Kudler Fine Foods assists in establishing the type of market structure where the company operates. Additionally, the analysis will discuss the effect of the chosen market structure on the organization and the relationship between the market structure and other structures. Finally, the paper recommends best competitive strategies that would make Kudler win the local and global competition.
Competitive strategies of Kudler Fine Food
Kathy Kudler established Kudler Fine Foods in 1998 as a retail store aimed at providing a selection of gourmet foods that met the needs of locals in San Diego. The organization operates under the catering sector that offers a stiff competition because of its high number of businesses. The retail store has now grown into an internationally established business with stores across the Metropolitan area of San Diego. Currently, all stores sell different varieties of imported and domestic foods operating under different departments in order to meet consumer’s demands. The main secrets to success for Kudler Fine Foods are convenience and affordability. The organization offers different food varieties at customer friendly prices and promotes convenience through effective catering services.
Kudler Fine Foods understands competitive strategies and tactics that will ensure they meet all customer demands and improve their competitive strength. Understanding the competitive strategy of helps the organization come up with ideas and plans capable of establishing a profitable and growing market. Kudler Fine Foods uses the cost leadership competitive strategy. Cost leadership strategy aims at producing goods and offering the cheapest prices compared to other firms in the industry (Hashem, Hamid and Samira, 2012). The organization gained enough experience, invested in food production, and conducted a thorough research on the business environment in food and catering industry before implementing the cost-effective strategy. Kudler uses this strategy in order to attract more customers because of the competitive nature of the business in the industry. Additionally, the store produces tasty foods and offers best catering services.
Kudler Fine Foods also used the competitive intelligence strategy. The strategy allows firms come up with software that helps in understanding growing market demands through gathering more information about competitors, customers, and modern technologies that promote business operations. The strategy aims at increasing the organization’s competitiveness and strategic planning efforts (Dishman & Calof, 2008). These two competitive strategies help Kudler Fine Foods compete with other organizations in the industry.
Differences between market structures
As shown in the introduction, there exist four main market structures; oligopoly, monopolistic, perfect, and monopoly.
Oligopoly
Oligopoly market structure is where several firms dominate production in the industry. The industry may be operated by only four top organizations that take control of all other firms in the industry.
Monopoly
The monopoly market structure consists of business where one firm forms the sole producer of goods and services. The monopoly structure offers high barriers to entry restricting organization’s entry and exists into the market (Colander, 2010).
Perfect competition
The perfect competition market structure is characterized by many firms operating independently, but producing identical products and services. In this type of market, organizations enjoy free entry and exit because of limited barriers to entry (Colander, 2010).
Monopolistic competition
The monopolistic competition market structure consists of many organizations producing differentiated products and services, similar though not identical. Firms in this type of market structure easily enter and exeunt the market because of few barriers to entry (Colander, 2010).
A thorough evaluation of four basic market structures and looking at the competitive nature of Kudler Fine Food shows that the organization operates under the monopolistic competition market structure. Colander (2010) claims that firms under the monopolistic competition structure have strong economic rivalry and compete stiffly to win consumer needs. In addition, the pricing strategies adopted by a firm depend on the prices of competing firms. Most organizations in the fast-food industry operate under the monopolistically competitive market structure. Kudler Fine Food falls under the fast-food restaurant industry; therefore, it operates under the monopolistic competition market structure.
Effect of monopolistic competition marketing structure on Kudler Fine Foods
The fast-food restaurant industry forms one the most competitive industries in the business world. Firms under this sector must use unique strategies in order to convince customers buy their food products. The monopolistic competition market structure has both positive and negative impacts on Kudler Fine Foods.
Positive effects
Firstly, operating under the monopolistic competition market structure makes Kudler Fine Foods enjoy free entry and exit to the market. The following aspect promotes competition in the sense that the organization can easily implement any strategy that would see it improve its sales and competitive advantage. Kudler has the power to utilize many other competitive strategies under this market structure unlike organizations in the monopoly and oligopoly structures where only top firms determine market prices. Secondly, the monopolistic competition market structure promotes differentiation that makes firms enjoy greater consumer choices. Kudler Fine Food can easily differentiate itself from competitors and develop strategies that attract customers to the business. In addition, lack of government control over the market allows businesses to thrive in different environments, making greater choices and varieties for customers. Moreover, the firm has the right to produce differentiated products provided they fall under the food category (Colander, 2010).
Negative effects
The main negative effect of monopolistic competition market structure is on the issue of price. Every firm in the market wants to offer customer-friendly prices in order to win their trust. In the end, the organization ends up offering products and services at very low prices that generate low income. The following issue makes the company make lower marginal revenues compared to marginal costs that affect the business in the long-run (Colander, 2010). In addition, lack of government regulations on prices prompts some big and established organizations in the industry take control of the market through various actions like advertising, promoting, and service delivery. Small firms like Kudler suffer a big blow because they have no power to control the market leading to closure of some firms when they lack frequent customers.
Efficacy of monopolistic structure to Kudler’s competitive strategies
Characteristics of the monopolistic competition market structure play a critical role in influencing competitive strategies for Kudler Fine Food. Firstly, the market structure allows organizations to determine prices for their own products and services. One of Kudler’s competitive strategies is cost-leadership plan. Under the monopolistic competition structure, the firm can efficiently manage its choices of prices that favor the prevailing market without seeking approval from leading firms or the government. Additionally, Kudler Fine Foods could easily implement the competitive intelligence strategy because the market structure promotes product and service quality development. Unlike the perfect competition and monopolistic structures where firms must implement similar strategies, the monopolistic competition strategy gives individual firms the authority to carry out their market survey and implement any strategy that competes most in the market.
Relationship of monopolistic competition market structure with other market structures
The monopolistic competition market structure relates to other three in many ways. Oligopoly, perfect, and monopolistic competition market structures allow free entry and exit of firms to the market. These three, however, have major differences. Firstly, the perfect competition takes the price. The market forces determine the market price and an individual firm has no control unlike in the monopolistic competition or the monopoly. Additionally, the perfect competition and the oligopoly markets have firms producing similar products while in the monopolistic competition firms produce similar but differentiated products. The monopolistic competition and the monopoly market structures share similar characteristics when it comes to price control. Firms in these market structures take control of their products, competitors or the government has no role to play in determining market prices.
Organizations always find themselves working with other firms in the same industry but operating under different marketing structures. In this case, Kudler Fine Foods could work with other restaurants operating under the perfect competition, monopoly, or oligopoly market structures. The organization needs to adapt to different market situations in order to win the competitive advantage. Industries under perfect competition have the market control prices of their products, but allow free entry and exit of firms in and out of the market. Kudler Fine Foods falls under the fast-food restaurant industry and would easily fit in a perfect competition. The industry is made up of many businesses producing similar products and allows free entry and exit. Secondly, Kudler would easily work with industries under the oligopoly market structure because both market structures allow firms to take control over the market for others selling offering products. In oligopoly, top firms dominate the market while in monopolistic competition, the form that offers the best price dominates the market.
Kudler Fast Food could also work with industries under the monopoly market structure, but face many challenges. In monopoly market structure, one firm takes control over the market by becoming the sole producer. Kudler Fine Food might experience challenges doing business under this market structure because there cannot be one fast-food restaurant dominating the whole market. However, the firm can dominate the market if it establishes effective competitive strategies that ensure they open stores in every country and all customers globally only demand their products.
Recommended competitive strategies for Kudler Fine Foods
Marketing strategies adopted by the firm must aim at achieving the business goals of the organizations regardless of competition, market structure, or business environment (Colander, 2010). The three most appropriate competitive strategies that would make Kudler Fine Foods win the fast-food market competition are differentiation, low-cost focus, and differentiation focus.
Differentiation strategy
The differentiation competitive strategy fits companies that sell differentiated products and services. Kudler Fine Foods operates under the monopolistic marketing structure characterized by firms offering differentiated products. Implementing this strategy offers Kudler Fine Foods an advantage over its competitors in the fast-food restaurant industry. The firm can major in producing unique food products that favor people from all cultures, financial status, religion, and ethnicity. Customers like testing different food varieties and the only way to win such customers is by implementing differentiation strategy.
Low-cost focus strategy
The low-cost focus competitive strategy focuses on niche markets. Kudler Fine Foods is more established in San Diego. Culture and Cocktail event is highly celebrated in San Diego. Kudler Fine Food could establish one culture at each store and focus on making meals for that particular group. With the low-cost competitive strategy, the firm will manage to attract attention of specific cultures or groups in different towns where they set up their stores. Additionally, the strategy is more efficient in the monopolistic competition because the firm will offer its meals at its price of choice.
Differentiation focus strategy
Differentiation focus forms another competitive strategy that helps businesses compete in the monopolistic competition market structure. Kudler Fine Food could focus on a particular market, for example, a specific institution within the town. Using the differentiation focus strategy, the firm can manage to attract people in a certain college by focusing more on specific market needs like cost, taste, and season of the year. Stores located near institutions like colleges and universities could focus of food products that fit the population. The strategy allows Kulder manage its own prices and win the competitive advantage.
Conclusion
The type of business operations dictate the type of market structure that a business operates. Market structures have their specific advantages and disadvantages. The monopolistic competition market structure seems to be the best of the other three structures discussed in this paper. Kluder Fine Foods can manage to win the competitive advantage despite the high competition in the fast-food restaurant industry if they implement these recommended strategies; low-cost, differentiation, and differentiation focus. Understanding the business environment and customer needs helps a firm win the competitive advantage irrespective of the type of market structure.
References
Colander, D. C. (2010). Economics (8th ed.) New York, NY: McGraw-Hill
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Hashem, V., Hamid, B. and Samira, H. (2012). The Effects of Cost Leadership Strategy and
Product Differentiation Strategy on the Performance of Firms. Journal of Asian Business Strategy, 2(1), 14-23.
Cross-Cultural Perspective; Religion and Well-being
Cross-Cultural Perspective; Religion and Well-being
Cross-cultural perspective is one of the many ways that society can be viewed. However, other individuals still view the world only from one perspective, from their point of view. Having a cross-cultural perspective, especially when it comes to religion and the well-being of individuals, is very important. Firstly, religion can have a good impact on people, but it also depends on how it is employed and how it is taught to the people (WHOQoL SRPB Group, 2006). for example, in some places in Africa, pastors can use Christianity to get money from people. At the same time, the same can apply to Muslims in some parts of the middle east, whereby religion can offend human rights. This counts as a negative impact on people’s well-being. Therefore having this information enables a person’s insight into religion and its effects on people’s well-being to improve. However, this is not the only viewpoint a person can view religion and its relation to people’s well-being.
From a positive perspective and side, we can see how some religious organizations help their followers and even those who are not followers. This can be seen in some developing countries and even developed countries (Aknin et al., 2013). For example, in developed countries where the issue of depression and stress is skyrocketing, we find religion playing a significant role in providing counseling services and a community to share the problems with. In developing countries, religion offers foodstuffs and other support materials, thus making the lives of the individuals better. Therefore this is a positive side of faith concerning people’s well-being, and all is because there is a cross-cultural view about religion (Jafari et al., 2015). Therefore this helps a person understand how faith can be good and how it can be harmful and how this generally affects the well-being of those caught up in the middle of the religious issues, whether positive or negative.
References
Aknin, L. B., Barrington-Leigh, C. P., Dunn, E. W., Helliwell, J. F., Burns, J., Biswas-Diener, R., … & Norton, M. I. (2013). Prosocial spending and well-being: cross-cultural evidence for a psychological universal. Journal of personality and social psychology, 104(4), 635.
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