Cultural norms slow growth of professionalism
JAKARTA (JP): Indonesia has to undergo a major cultural transformation before it can improve the level of professionalism lacking in its society, a management expert said.
During a seminar on "Cultural Transformation for Professionalism" held by Prasetiya Mulya School for Management yesterday, Gregorius Pratiknyo explained how an over zealous devotion to past traditions is hampering the development of professional attitudes.
"It is important to admit that some of our culture has to be changed to suit the needs of time," said the head of Prasetiya Mulya's human resources department. "If we are honest with ourselves, we'll find traditional norms which impede the nation's development."
He argued that professionalism was a necessary for the country to compete in the global market. "We can no longer depend on favoritism, privileges, connections or any other means outside the norms of professionalism," he said, referring to some of the current business practices in Indonesia.
Professionalism demands a high degree of objectivity, commitment towards quality and skill, he said.
Among the cultural factors hindering the establishment of professional attitudes is a rabid loyalty to family relations. "The strong value of the family within society very often causes nepotism which is often seen in small companies, private and state-owned firms, government sectors and even the nation's ruling elite," he said, adding that "an excessive following of the family norms would certainly cloud objectivity."
Heidi Vernon-Wortzel, a professor at Northeastern University in Boston, Massachusetts, pointed out during the seminar that family enterprises are a common feature in many Asian societies.
"In Indonesia, as in most countries, family businesses are at the heart of the non-governmental business structure," she said.
According to Vernon-Wortzel, the downside to such business structures is that a company's growth is restricted by the division of duties since only family members are entrusted with the essential responsibilities.
"By employing children and other relatives the southeast Asian entrepreneur may feel that he or she has protected, rather than jeopardized, company interests," she said in her paper.
Another crucial element in cultural norms is the extolled role leaders have within a society. Such values are transferred to the enterprise where the head of the company becomes the gauge and catalyst for change.
"Because of that, the biggest obstacle to professionalism does not come from the outside...but from the leadership itself," Gregorius said.
He explained that a person is a product of society and prone to inheriting the prevailing cultural norms.
"On one side, they (leaders) understand the need for idealism and professionalism, on the other, the inherent culture along with other temptations obstruct them," he described.
Hari Darmawan, the founder and president of Matahari Department Store, stressed the importance of leadership in promoting professionalism.
Hari pointed out how he tried to exemplify his own professional work attitudes for his employees (mds)