Culture and organization_final

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Rekha Srivatsan

Culture and Organization Rekha Srivatsan Aeron Lai MBA 270 September 14th, 2010

Summary ,[object Object]

Different Schools and Different Cultures

Emerging cultural profiles

Task Vs. Social system

Alternative Approaches

Different Organizational charts

Questions2

Geert Hofstede Four values: Power distance Uncertainty avoidance Individualism/ collectivism Masculinity/ femininity 3

Different Schools and Different Cultures Village market-British Well-oiled machine-German Traditional bureaucracy-French Family or tribe-Asian http://www.geert-hofstede.com/ 4

Emerging cultural profiles chart 5

Task Vs. Social System André Laurent Hierarchical system Political system Role formalization Conclusion Task Social system 6

Transferability of Best Practice: Alternative Approaches ‘Management is management and the best practice can be transferred anywhere’ ,[object Object]

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Objectives The aim of this assignment is to provide learners with an opportunity to reflect, in their own words, on the insight of three ongoing extensive initiatives seeking to help us improve our understanding of managing across cultures. Instructor Comments A little bit of travel opens up the mind to new possibilities as well as the importance of understanding foreign cultures. In North America, our business system accentuates the formal contractual nature of relationships. We often shop for price and/or quality with little thought given as to who produces an item or who provides particular services. Practices in other national cultures can be different. In many instances, a purchase is made or a relationship developed because of a friendship or family relationship. Deals are sealed by a handshake, not the ink of a pen. Understanding the cultural subtleties surrounding practices can make or break a business deal unbeknownst to the deal-makers. Geert Hofstede is probably the best known researcher of national cultures as they relate to business practices. His insights obtained from a 1970's study of 100,000 IBM employees around the world serve as the benchmark for this important area of understanding. Fons Trompenaars undertook his own research and built on Hofstede's ideas to create his own framework of understanding national cultures. Along with these two large research programs, a third is currently underway seeking to understand the difference in leadership around the world. Robert House and Mansour Javidan lead this group. These three research programs inform this assignment and hopefully serve to improve your knowledge of all important differences and similarities across cultures. Assignment This assignment seeks to help you understand the answer to a broader concern and that is, "Why does cross-cultural management matter?"world You should base your responses to the following questions on the insight found in the following four readings: (Note: To access Library Articles and Journals from off-campus use VPN) John Bing: Hofstede's consequences: The impact of his work on consulting and business practices. Academy of Management Executive. 2004 Geert Hofstede: Cultural Constraints in Management Theories, Academy of Management Executive. 1993 7(1) 81 - 94. Mansour Javidan, Peter Dorfman, Mary Sully de Luque and Robert House:In the eye of the beholder: Cross Cultural Lessons in Leadership from Project Globe, Academy of Management Perspectives. 2006 67 -89 Fons Trompenaars and Peter Wooliams: A new framework for managing change across cultures, Journal of Change Management 2003 3(4) 361 - 375 In order to complete this assignment, please write an essay that offers your ideas about the definition of culture and the importance of cross cultural management frameworks as evident from the ideas found in the readings noted above. In the essay you should answer the following three questions: How do each of th.

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Key Terms & Concepts Culture Cultural paradigms: Ethnocentrism Polycentrism Geocentrism Cultural Dimensions Communications Cross-cultural/language barriers Verbal Communication Language� Jargon and Slang� Acronyms� Humor� Vocabulary and Grammar� Non-verbal communication High-context vs. Low-context cultures Religion Christianity Judaism Islam Hinduism Buddhism Confucianism Shinto Ethics Business ethics Socially responsible corporations Corruption Transparency International (TI) Foreign Corrupt Practices Act (FCPA) Values and Attitudes Variances in attitudes Concept of time Dealing with change Role of gender Social status Business Manners and Customs Social Structures Social Institutions: Traditional & Non-traditional Social Groups: Primary & Secondary Status: Ascribed & Achieved Geert Hofstede: Dimensions of Culture Power Distance Index (PDI) Individualism vs. Collectivism (IDV) Masculinity vs. Femininity (MAS) Uncertainty Avoidance Index (UAI) Long-Term Orientation vs. Short-Term Normative orientation (LTO) Indulgence vs. Restraint (IND) Fons Trompenaars: Seven Dimensions of Culture Model Universalism vs. Particularism Individualism vs. Communitarianism Specific vs. Diffuse Neutral vs. Emotional Achievement vs. Ascription Sequential time vs. Synchronous Time Internal direction vs. Outer Direction Robert J. House: The Globe Study Cross-Cultural Analysis Models The study of culture and personality, which many experts consider a subset of anthropology and psychology during the first half of the twentieth century, concentrates on traditional and preliterate societies. Conclusions drawn from cultural studies come from psychoanalysis.42 From 1967 to 1973, Geert Hofstede applied the subset of cultural dimensions to the field of business management. He segregated them into independent areas to be further divided in order to get a more precise understanding.43 Not long after Hofstede began his work, Fons Trompenaars, expanded on Hofstede’s research and developed another framework for understanding the different dimensions of culture. In 1993, Robert House began a project, later called the GLOBE study, that expanded upon both Hofstede’s and Trompenaars’ work. Through their employment in large multinational corporations, both Hofstede and Trompenaars conducted research that would lead each man to draw his own conclusions about the theories of cultural dimensions. Each postulated theories based on the research of a somewhat captive audience: the employees of the javascript:void(0); javascript:void(0); multinational companies. Years of research led both men to their respected cultural guidelines. Geert Hofstede developed four initial theories and later added a fifth and sixth. Hofstede’s understanding of different cultures led to the understanding that both national cultures and organizational cultures simultaneously occur within the same society. National cultures can be studied by ...

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Culture and organization_final

1. Culture and Organization Rekha Srivatsan Aeron Lai MBA 270 September 14th, 2010

2.

3. Different Schools and Different Cultures

4. Emerging cultural profiles

5. Task Vs. Social system

6. Alternative Approaches

7. Different Organizational charts

9. Geert Hofstede Four values: Power distance Uncertainty avoidance Individualism/ collectivism Masculinity/ femininity 3

10. Different Schools and Different Cultures Village market-British Well-oiled machine-German Traditional bureaucracy-French Family or tribe-Asian http://www.geert-hofstede.com/ 4

11. Emerging cultural profiles chart 5

12. Task Vs. Social System André Laurent Hierarchical system Political system Role formalization Conclusion Task Social system 6

13.

14. Increased universality among product, geographic and functional structures.

15. But created complexity

16. E.g.: Matrix Management not accepted by French and German managers- created conflicts and divided loyalties

17. Hierarchy Management: Common in Singapore, Hong Kong, Japan industry sector not in Banking.7

18. Different Organizational Charts 8

19.

20. Uncertainty Avoidance Index (UAI)

21. Individualism (IDV)

22. Masculinity (MAS)

23. Long-Term Orientation (LTO)9

24. Questions cont’d.. Can popular techniques such as team management and empowerment be adopted across cross-cultures? Yes, of course. The monocultural team is a thing of the past. It does have its own issues but it is definitely possible. There are several workshops that help companies with their cross-cultural training. Empowerment affects cross-culture. Studies indicate a relationship between empowerment and job-satisfaction 10

25. Discussion Does structure affect culture or culture affects structure? Activity: Which company do you work for? What is your company culture? Do you like it? If no, what would you want to change about it? 11

26. References http://www.geert-hofstede.com/ Research paper: Empowerment effects cross-culture, M. Hui, K. Au and A. Fock, 2004 12

27. Thank You! 13