This document discusses culture and psychology in organizations. [1] It notes the increasing internationalization of businesses and the intercultural issues that arise. [2] It explores concepts like organizational culture, climate, and how different cultural dimensions can lead to different organizational types. [3] It also examines how culture can impact work-related values, leadership, decision-making, and international negotiations and assignments.

1. David Matsumoto & Linda Juang
Work & Organizational Behavior:
Culture and Psychology
Based on: Matsumoto, D. & Juang, L. (2007). Culture and
Psychology (4th Ed.). Wadsworth.
Xu Yunchun & Dr. Hora Tjitra
www.SinauOnline.com

2. Global Raise Awareness of Culture and Organizations
• The workplace now includes
unprecedented numbers of
multinational and
international corporations.
• This internationalization of
business brings with it more
intercultural issues and
challenges.

3. Organizational Culture & Climate
Organizational • A dynamic system of rules shared
culture among members of an organization
–attitudes, values, beliefs, norms,
and behaviors.
• Three levels of organizational
culture:individual,intraorganizational,
and interorganizational.
• A shared perception of “the way thing
Organizational
s are around here” –organizational
climate
policies, practices, and procedures.
• Can be best understood as a
manifestation of organizational culture.

4. Different Dimension Leads to Different Type
Different Different
Dimensions Type
Complexity Latin Type
Anglo-Saxon
Formalization
Type
Third World
Centralization
Type

5. Cultural Differences in Work-Related Values
Power Uncertainty
Distance Avoidance
Four major
Dimensions
Individualism
Masculinity
-Collectivism
--Hofstede

6. Bond and Hofstede’s Confucian Dynamism
• A fifth dimension, may be especially important for
Asian companies and cultures.
• Principles and values:
- Unequal status relationships lead to a stable
society.
- The family is typical of all social organizations.
- Virtue in life consists of working hard, acquiring
useful skills and as much education as
possible, not being a spendthrift, and persevering
when faced with difficult tasks.

7. Other Research on Organizational Culture
Trompenaars Smith, Dugan&
(1993) Trompenaars
(1996)
- Universalism &particularism - Achievement &ascription
- Individualism &collectivism - Individualism &collectivism
- Neutral &emotional - Combination included the
- Specific &diffuse first two and power distance,
- Achievement &ascription confucian dynamism,
- Time orientation egalitarianism, and
- Attitude toward the integration.
environment

8. Culture and the Meaning of Work
collectivistic individualistic
- End to see people around them - Tend to foster a view of self as
as fundamentally interrelated Independent, unique, and
with themselves. autonomous from others.
- The bonds between themselves - Have an easier time separating
and their company are strong. themselves from their jobs.
- See work as fulfilling an - Think work simply as a means
obligation to a larger group, to accumulate money and
movement to another is less. make a living.

9. Culture, Motivation
and Productivity
• Social loafing
- Individual productivity tends to decline
in larger groups.
- Reduction in efficiency and effort may
be two factors to contribute to this
phenomenon.
• Social striving:
- Working in a group enhanced individual
performance.
- Exist in more collectivistic culture, such as
China and Japan.
- American increase their interest in
organizational and management styles of

10. Cultural Differences in the Definition
of Leadership and Management
Definition
Leadership is influence between a leader and followers to
attain group, organizational, or societal goals.
Individualistic culture Individualistic culture
(America) (India)
- expect leaders to have vision - the optimal leadership style is
authority and power and to give
definition between a totally participative
tasks have meaning in a larger
picture. and totally authoritative style.
- make a clear distinction between - distinction between work and
work and personal life. boundaries personal life is fuzzy and blurred.

11. Culture and Decision-Making Processes
Democratic Every person involved has a say in the
decision, usually by way of a vote.
Oligarchy Structure characterized by rule- or decision-
making power of a few.
Nemawashi Consider consultation about the proposal on
broad basis, and consensus is achieve before
implement.

12. International Negotiation
The need of negotiation with companies in other
countries to obtain resources, sell products increased.
American: Japanese:
- language: hear the word ”yes” - language: use the word “yes” as
(hai) as a regulator, interpret it to a conversation regulator,
mean “yes”. signaling that you are listening.
- entertainment: used to sitting - entertainment: want to have
down at the table and hammering dinner, have drinks and play golf.
out a deal.

13. International Assignments
Challenge Opportunity
• lifestyle • new skills and new ways of
doing work.
• Customs
• make friends
• Behavior
• new language and
• children’s education customs

14. Working with an increasingly Diverse Workforce Population
problems advantages
- Ways of doing - Depends on the
business openness of the
host organization to
learn
- Transfer the Japanese
management model to the
American milieu - On the goodwill and
intent
- Handling disagreement:
based on PD and IC - Engage in a
mutually beneficial
partnership.

15. Thanks You
Any comments & questions
are welcome
Contact me at hora_t@sianuonline.com
www.SinauOnline.com
@ Tjitra, 2010
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