Академический Документы
Профессиональный Документы
Культура Документы
First Edition
John Saee
The sense making and control mechanism that guides and shapes the attitudes and behavior of employees (Robbins, Millet, Cacioppe 1998).
Functions
of organizational culture
Management is fast realizing that organizational culture is the driving force behind its successful operations.
Peters and Waterman (1984): Without exception, the dominance and coherence of culture proved to be an essential quality of the excellent companies (p. 75).
Hofstedes research has shown that national culture values have significant impact on employees organizational performance, and the cultural values employees bring with them to the organization are not easily changed by the organization.
Dimensions of organizational culture. Cultural comparisons were made between different subsidiaries of the same MNC (Hofstede 1980). It was found that different cultures existed in each subsidiary.
How far can a company go to implement an organizational culture across different national cultures?
An organization should seek to evolve a culture, which complements the national one but still manages to maintain its own corporate identity and individuality.
To determine the organizational culture requires examination of three aspects (Trompenaars 1993):
The general relationship between employees and their organization. The vertical or hierarchical system of authority defining superiors and subordinates.
Views of employees about organizations destiny, purpose, goals, and their place in it.
Trompenaars (1993) identified and described four types of organizational cultures: family, Eiffel tower, guided missile, and incubator.
Family
Eiffel
Tower Missile
Strong emphasis on equality in the work place and orientation to the task.
Incubator
and Hampden-Turner attempted to identify national patterns of corporate culture. They surveyed 13,000 respondents across 42 countries.
The
author suggests that MNCs should adjust their local organizational cultures to fit the cultures of the countries where they have operations.
is workforce diversity?
Today, the workforce is comprised of people who are different and who hold a wide range of attitudes, needs, desires, values, and work behaviors (Saee 1990, 1993; Rosen & Lovelace 1991; Deluca & McDowell 1992; Morrison 1992).
Perceptions
Organization
may be parochial, ethnocentric, or synergistic in its strategic response to cultural diversity (Adler 1997). may be defined in terms of its organizational culture as monolithic or pluralistic (Hellriegal, Jackson, Slocum 1999).
Organization
Perceptual
Communicational
Increased
anxiety among managers because of a culturally diverse environment also presents a problem (Irwin & More 1994).
Sales benefit if consumers have some opportunities to interact with organizational representatives of their own communities (Saee 1998). Enhanced creativity, flexibility, problem solving, especially for complex problems involving many qualitative factors (Hayles 1982).
diversity in the workforce can be a source of strength for an organization, provided the organization manages that diversity effectively. dominance:
Doing the things the way they are done in your own culture.
Cultural
Accepting new ideas is facilitated (Adler 1997). New perspectives, better communication, and cooperation (Saee 1998).
Cultural
accommodation:
An attempt to imitate the practices of the host culture, blending into it.
Cultural
compromise:
Both sides make concessions in order to work more successfully with each other.
Cultural
avoidance:
Cultural Synergy:
Cultural
synergy involves a process in which managers form organizational strategies, policies, structures, and practices based on, but not limited to, the cultural patterns of individual organization members and clients (Adler 1997).