5.2. Manifestation of cultural and subcultural diversity in an organisation

Culture can be defined as a set of codes that prescribe certain behaviour to an individual with inherent experiences and thoughts, thereby exerting managerial influence on an individual. The term “culture” has undergone a number of changes in the course of human history, especially over the last 200 years. Global mass culture has incorporated existing cultural communities under the influence of two complementary trends, integration and diversification. Since the days when the key role in maintaining norms and traditions was played by national cultures, and local, regional cultures were treated as “subcultures” (18–19th centuries), the world has changed dramatically. The world is saturated with trends and ideas. The media, the Internet have made it possible for the global population to keep in touch with different communities (which is characteristic of integration) and facilitate the emergence of new ones (diversification). This process is permanent. Today, the term “subculture” means subordinate culture, a trend in the dominant culture that has its own specific features.

On the one hand, subcultural groups with specific characteristics bring diversity, interest and motivation into constructive and friendly working relationships, professional activities and interactions. On the other hand, one’s own identity and authenticity may turn hostile to members of a different subculture. In organisations where different subcultures are present, the dominant subculture develops. However, subcultures do not necessarily conflict with each other.

Subcultures are frequently closed; they strive for isolation from the mainstream culture. This is caused both by the origin of subcultures (closed communities of interest) and the willingness to spin off the mainstream culture. When in conflict with the mainstream culture, subcultures can be aggressive and sometimes even extremist, if they conflict the values of the traditional culture (counterculture).

Specific subcultural differences manifest themselves in activities, behaviour and affect the group activity. A leader purposefully influences the group activity in multicultural organisations, taking into account the relations between subcultures.

5.3. Subcultures in professional groups

Representatives of different cultures solve professional problems in different ways; they understand the objectives of interpersonal communication differently. Leaders of organisations pay no attention to different subcultures; hence, differences convert into contradictions, outright conflicts that hinder any effective work and achievement of corporate goals. For example, the subculture of one unit begins to dominate over the subculture of another unit or the whole corporate culture. Indeed, a single professional entity loses its common system of values and perception of common goals set by the management. To manage the organisation effectively, the manager must have a good understanding of subcultures within the organisation, he or she needs to know how to adequately assess and manage the impact subcultures they can have on corporate goals.

Subcultures are so numerous and heterogeneous that it is difficult to make their exhaustive structured list. Any difference from mass culture can serve as an indication of a separate subculture. There is an opinion that subcultures develop among young people whose age-specific psychological characteristics facilitate the emergence of subcultures. This is far from being true. Surely, there is enough time for protest during the period between childhood and adulthood, it’s the time to oppose the majority, to issue manifestos, to escape from reality in the course of self-determination; it’s a search for the ideological fundamentals of self-identity and meanings. Growing up adjusts the focus of energies. Whatever was inspiring in youth remains part of a socialised, adapted personality, but rarely dominates.

Examples of youth subcultures are endless: worldview subcultures (antifa, beatniks...), musical subcultures that unite fans of certain musical trends (goths, indie, metal...), image and style subcultures (new look, academic style, vintage...), hobby subcultures (bikers, skaters, diggers...).

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Young people are a social group that uses the subculture criterion of age. There has always been some interest in relations between different age groups. The willingness to study generations emerged in the literature of European authors in the second half of the nineteenth century. It was boosted by the understanding of such a philosophical category as time. There are still numerous interpretations of the “generation” term.

The polysemic word “generation” means relatives of the same degree of kinship in relation to a common ancestor; secondly, contemporaries who are almost the same age; thirdly, a group of people who are almost the same age and united by common group activities. A look at the definitions proposed by anthropologists, ethnographers and cultural studies experts shows that the emphasis can be placed differently. For example, the focus of cultural studies can be placed on genetic and genealogical features, similar conditions of socialisation and life activities, typical needs and value orientations. Typological features of generations are reduced to the presence of commonalities in the chronological period, historical era, social conditions and roles, functions, socio-psychological characteristics, generational consciousness and spirit, language, cultural norms, typical reactions, symbols, typical behavior patterns. However, at all times there have been tensions in intergenerational relations, problems of “fathers and children”, and barriers to experience sharing. The problem of generations is exacerbated by public, economic, political, social and technological upheavals and transformations.

The division into a generation of parents and a generation of children is an approach that corresponds to the biological, genetic, demographic understanding. Here the division is sustainable and independent of the state of society. Other classifications of generations are built on the principle of cyclicality. The most common classification is the one based on the generation theory. This theory appeared in the works of three authors, whose works were published almost simultaneously. They are writer Douglas Copeland, historian William Stross and economist Neil Howe.

They define a generation as “the totality of all people born within a time span of about 20 years, or one phase of life: childhood, youth, middle age and old age”. One cycle (“long human life” and “natural age”) lasts 80–90 years and consists of four periods of 20–22 years: awakening, rise, decline, crisis. The “silent generation” (1920–1940s), “baby boomers” — circa 1940–1960s, when a surge of the post-war fertility provided development for countries in need of rebuilding; generation X or the “13th generation” (by Stross and Howe, it starts on the date of independence — circa 1960–1980s; generation Y (“millennials”) born in the 1980s before the beginning of the millennium, or the “network” generation, “generation NEXT”; generation Z (“centennials”), born in the beginning of the 2000s, which is an emerging generation, but some of their features are already highlighted (for example, multitasking, “clip thinking” and others).

“Silent generation” (silent) includes those born in the 1920–1940s. Those who belong to the Silent generation are patient and law-abiding, conforming to rules, cautious and hoarding, hard-working and health-conscious.

“Baby boomers” are those born in the 1940s to 1960s, when a surge in the post-war fertility provided development for countries in need of rebuilding. The demographic explosion gave rise to the generation of active, committed, team-focused, success-oriented people. They believe in the human willpower and capabilities; they do sports (the cult of sports and healthy lifestyles); they trust people and know how to work in a team; they work together and achieve great things. This generation values professionalism and knowledge, but loves family and children. Now Baby Boomers are looking for successors and new big goals, especially noticeable in the technology sector and politics.

Generation X (“13th generation”), born in the 1960–1980s, is more independent but less patriotic than their parents; they are individualists and pragmatists, and they are ready for change. They have a strong willingness to emphasise their individuality rather than be part of a team. This “unknown” generation is the “Witness of the Pre-Internet era”, whose social life has come to a point where the rise of the information technology has dramatically altered the way they live and fulfil themselves.

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The work-life balance is important to them because they view time and emotions as a more valuable resource than money. X’s are concerned about intergenerational interaction and management as they are in management positions. They have many multigenerational employees, including the obscure Millennial generation as well as big decision makers — Baby Boomers.

Generation Y (“millenniums”, “millennials”, the “networked” generation, “Generation NEXT”), born in the 1980s, years before the turn of the millennium. This is a fundamentally new social phenomenon. Millennials are characterised by a longer childhood, a tendency to satisfy needs immediately and achieve success by the shortest possible route, and they avoid working long hours; their virtual contacts ensure unusual (for previous generations) social involvement, but influence their real-life relationships. They are characterised by the ability to survive in difficult circumstances, to struggle, to stand up for their values, to hope and to seek. Being independent, confident, active and free, they favour the emotional over the pragmatic, and believe that nothing is impossible. They are chameleonic; they strive for self-implementation, and they are slow to start a family. In their 20s and 30s, today’s Millennials talk about being lost because they don’t understand their future, they don’t understand how to prepare for it.

Generation Z (“centennials”) are those born in the early 2000s. For the next 20 years, it will be the largest age cohort (except for Russia) and already the most active consumer audience. This generation is still in the process of formation, but a number of features have already been highlighted: multitasking, “clip thinking”, which involves the processing of short portions of information (they prefer comics and short texts to novels or treatises), hyperactivity (restlessness and impatience and, as a result, disinhibition and conflict), autism (not as a disorder, but as a way to interact with the world through immersion in themselves), priority of technology focus to knowledge of human behaviour and emotions.

Apart from this most common generational theory, there are descriptions of those who were born before the Silent generation, in the early 20th century, the generation of Winners and Builders (born in 1900–1923).

Generation Alpha (Mark McCrindle’s term) is another generation, born in 2010–2024. Its main characteristics include involvement in the world of technology; they are mobile, quick to make decisions, receptive to all information, technologically literate; the highest value of the younger generation is to serve. The focus is on family members and friends rather than gadgets, entertainment content and social networking. They cannot distinguish between emotions and have difficulty concentrating.

Different generations also speak different languages (and therefore think differently). This is another serious issue: how do you organise a multigenerational professional group? Business technologists, employers, builders, architects, marketers spend more and more time, money and labour on generational research and predicting the future: solvency, motivation, values, beliefs, habits (...) for different generations. Strategic intentions and commercial gains provoke futurological reflections with a long-term perspective.

Professional criteria and the criterion of the boss-subordinate subculture are important for subcultural differences.

Representatives of different professional groups in the construction industry (engineers, IT specialists, architects, designers, economists, transport workers, workers...) belong to individual subcultures. Before the introduction of BIM technology, they worked in a linear way, trying to avoid any contact with each other. When the project was prepared and implemented, everyone only got involved into it at his or her own stage. BIM integrates all stages of preparation, existence and realisation of a construction project. All professional groups are activated immediately; changes (especially model errors, or collisions) are immediately visible. Professional support is provided by means of effective communication. Representatives of different professions are individuals who use their own professional language. It is difficult for them to agree upon common professional tasks. But it must be done, otherwise the construction site will resemble the Tower of Babel.

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Due to their socio-psychological features, such professional groups, having their own unique subcultures as design engineer / civil engineer, IT specialist / software developer, architect / designer can be clearly distinguished. The requirements of employers and the profession itself have an impact on an individual as early as at the stage of professional self-determination.

Design engineer / civil engineer. An example of employers’ integrated requirements for professionals: analysis of potential construction sites as potential venues for the implementation of construction work (visits to above-ground and underground facilities), calculation of the facility profitability, arrangement, organisation and control of all construction and installation works by subcontractors and in-house specialists in accordance with the work schedule, ability to read drawings, count the amount of work and constructed areas, good command of AutoCAD, PC skills, stress resistance, communication skills, discipline.

IT in the construction industry. This professional group is very diverse: software developers, BIM designers, developers, analysts, testers, and many others. To identify subcultural differences, it makes sense to approach them in a generalised way. An example of employers’ complex requirements to professionals: maintenance (administration) of server systems, knowledge of the principles of local networks, remote access and network equipment, knowledge of programming languages, software development, IT support, accuracy, distance work and team work.

Architect / Designer. An example of complex requirements of employers to professionals: development and correction of design projects, conception and project development, working documentation, site visits, including country houses, measuring construction facilities, good command of professional software (AutoCAD, Photoshop, etc.), ability to create stylish collages, WiseBoards in Photoshop, InDesign, stress resistance, ability to work in a team.

Construction is the industry of high safety standards. This fact determines the features common to the above-listed professions: they include well-developed mental intellect, diligence, accuracy, precision, self-control, seriousness. What features can be identified as signs of different subcultures? Architectural design is a creative profession; hence architects are emotionally sensitive, freethinking, sentimental, tolerant of uncertainty, they demonstrate alternative approaches, they are passionate about their work and motivated by a new product. They can find a way to visibly demonstrate their creative potential through their manners and style: they have bright accessories, they demonstrate slight carelessness in appearance, sociability with expressive inclusions, flamboyant phrases. Civil engineers are realistic, result-oriented professionals; hence they are goal-oriented, practical, mentally stable; their emotionality is low or denied / blocked, social identity is high, the need for contact is reduced to entering into and maintaining long-term relationships with a small group of people, their team. They do not tend to be demonstrative and prefer a low-key style of expression. IT specialists are withdrawn, ready for long periods of independent work at the computer, meticulous and demanding maximum attention, poorly compatible with office conversations. They are not inclined to communicate, each of them works individually with his task, they prefer a circle of like-minded people on the Internet, their rich computer jargon gives them away, their live communication is not developed. Live communication difficulties are not characteristic of IT specialists belonging to the generation who are over 40 years old, because they have seen the world without the Internet, their profession was similar to that of an engineer, and their communication skills are much better. Today, a typical IT professional looks casual, he / she does not pay much attention to self-decoration and presentation. There are many legends and stereotypes about this profession, which affect its image.

At first, we address the boss-subordinate subcultures, expressed in the roles within the corporate hierarchy.

These subcultures are part of the organisational culture. Hierarchically, there are subcultures of the top management (which are dominant and convey common corporate development values), middle management (a combination of top management and frontline employee subcultures) and frontline employees (personal values of organisation members).

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