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Week 3: Organisational Culture & Cross Cultural Management…
Week 3: Organisational Culture & Cross Cultural Management
Theoretical Views on Culture
Positivist views
Culture and Values
Dimensions of national culture (House, 2004)
Power Distance
Uncertainty Avoidance
Gender Egalitarianism
Future Orientation
Human Orientation
Assertiveness
Institutional Collectivism
Interpretative views
Culture and Meaning
Culture:
The collective mental programming of the human mind which distinguishes one group of people from another.
Critical Views
Culture and Power
Positivist Views
Cultural Dimensions
Collectivism vs. Individualism
Individualism
Everyone is supposed to take them and their immediate family.
"I" Conscious
Right of privacy
Speaking one's mind is healthy
Personal opinion expected
Collectivism
People are born into extended families or clans which protect them in exchange for loyalty
"We" conscious
Stress on belonging
Harmony should always be maintained
Others classified as in-group or out-group
Cross Cultural Communication
Understand how employees from different cultures speak, communicate and perceive the world around them.
Run meeting to expose your employees to other cultures
Provide workshops, tips and techniques for communicating effectively in cross-cultural work environments.
Coach employees to mediate conflicts related to cultural misunderstandings.
Organisational Culture
A pattern of shared basic assumptions that the group learned as it solved its problems of external adaption and internal integration.
Clan cultures
Hierarchical cultures
There are cultures of;
Control
Where certainty and control set the framework for knowledge
Collaboration
Where stakeholders synergies are linked to knowledge acquisition and use
Competence
Where distinctiveness in terms of competencies forms the setting for knowledge.
Cultivation
Where cultural enrichment is sought through the attainment of knowledge-based goals.
Goffee and Johns (2000) 4 Types of organisational culture
Communal Culture
Can give its members a sense of belonging and is also task- driven.
Networked Culture
Members are as friends and family, who have close contacts amd care about each other
Mercenary Culture
Focuses on strict goals
Fragmented Culture
The sense of belonging to and identification with the organisation is usually very weak.
Building an Organisational Culture
Select team members for the task
Related abilities and skills
Deal with cultural differences
identify & define the overall goal
Trained for mutual respect and cultural awareness
Positive feedback on process and output.