Organizational behavior final


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  • Tasnuva wrote; In Rakuten, Uniqlo the official language has been switched from Japanese to English.Itochu’s Example;
  • Organizational behavior final

    1. 1. Solving conflicts by utilizing the “communication competency model”
    2. 2. INDEX 1. 2. 3. 4. 5. Individual cases according to Hofstede`s The reason and classification of conflicts Diversity The Competency Model Conclusions 2
    3. 3. Case 1: Resistance to adopt different culture Conflict Conflict Individualism vs. collectivism With a score of 20 is considered a collectivistic society. The society fosters strong relationships where everyone takes responsibility for fellow members of their group. So when one employee started having conflict with the CFO, the other members joined and everyone came into it. (Empowering is a solution) • Power distance Scores high (80) and being high power distance society, people accept a hierarchical order in which everybody has a place and which needs no further justification. • Masculine vs. feminine Scores 55 on this dimension and can be considered as a masculine. managers are expected to be decisive and assertive, the emphasis is on equity, competition and performance and conflicts are resolved by fighting them out. • Long-term vs. short-term orientationS scores 40, making it a short term orientation culture. Society generally exhibit great respect for traditions,, impatience for achieving quick results, and normative. • Uncertainty avoidance Scores 60 on this dimension and thus has a high preference for avoiding uncertainty. When people understood the uncertainty of the new company, they declined to join the company even after making commitments. 3
    4. 4. Case 2: Organizational power and authority, cultural issues U.K. U.K. Insurance Companies Things will Things will take care of take care of themselves. themselves. Insurance Broker* We must We must do well! do well! Conflict Conflict Our Dept Japan Business Units Japan   U.K. Japan Individualism High Middle Uncertainty Avoidance Low High Masculinity Middle High 4
    5. 5. Case 3: Motivation and Communication Gaps Hofstede’s Dimensions for Japan: Power Distance (54): The hierarchy of this relationship is not clear. This causes uncertainty because Japanese culture leans towards more power distance. Conflict Conflict Masculinity (95): It seems that the teachers are trying to assert their power by lack of communication, instead of trying to create a good relationship. Long-term Orientation (80): The teachers seem more interested in their classes and students, rather than our small English lessons. Uncertainty Avoidance (92): Some teachers are uncomfortable with helping teach English classes. They can be avoiding this by not discussing lessons Individualism (46): We, the English teachers, are a separate group from the regular homeroom teachers. This can 5 cause some friction.
    6. 6. Case 4: Motivational Issues No skills… No communication… Isolated from other sections… No monitoring… No jobs given to them… No motivation… Can’t be fired… Section Section Individualism Conflict Conflict HR HR LOW Uncertainty Avoidance Masculinity It is mainly because of low individualism. Collectivism It is mainly because of low individualism. Collectivism can cause no responsibility to employees which have can cause no responsibility to employees which have no motivation! no motivation! HIGH HIGH 6
    7. 7. Case 5: Risk and threats of loosing job leading to an uncooperative mindset, interpersonal relationship issues (communication and sharing are solution) Conflict Conflict Power Distance: Vietnam scores 70 ->people accept a hierarchical order in which everybody has a place and which needs no furtherm justification. It make my colleage feels difficult to accept any change Long Term-Short Term Vietnam scores 80-> long term orientation culture. Actually, the current company have the policy to sell stock with cheap price for employee as well as easy promotion after certain working time. Moving is such a big regret Uncertainty Avoidance Vietnam scores 30-> low preference for avoiding uncertainty. However, in this case the women just born the baby, maybe this women feel her life will be difficult if she lose or move job and prefer to stay same for certainty in mind Individualism-Collectivism Vietnam scores of 20->collectivistic society. Loyalty is important. Employer/employee relationships are strong and perceived in moral terms (like a family link). Move to a new place and has to build relationships from beginnings which new peoples is bad. Masculinity-Femininity Vietnam scores 40->a feminine society. In feminine countries the focus is on “working in order to live”,The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine). My colleage really like what she is doingnot ready7for any change.
    8. 8. Case 6: Reluctant to take order from a age junior, Aging Organization Before 50’s (M) Present 40’s(M) 40’s(M) 20’s ( ME ) 40’s(F) Conflict Conflict 40’s(F) Power Distance In the Organizational structure, Hierarchy system considered, Age is the main key to respect. 40’s(F) Masculinity Vs Femininity Japan scores 95 in masculinity . High Masculinity value culture. 30’s(M) 40’s(F) Uncertainty Avoidance Japan scores 92 in the ranking, high Uncertainty Avoidance culture Individualism Vs Collectivism Japan scores 46 in Individualism, means Collectivism is highly valued in the culture. Long Term Vs Short Term Japan scores 80, high long term oriented values 8
    9. 9. The Conflict Process-5 stages Interpersonal Conflict Goshi Tran Nadee Task Conflict Process Conflict Syeda Leslie Hiroyasu 9 Stephen.P.Robbins, Timothy A. Judge
    10. 10. The reason for conflict? The main reason for our critical incidences is related with… Lack of Acceptance of Diversity Lack of Acceptance of Diversity 10
    11. 11. Classifying the conflict from Critical Incidences based on Hofstede’s Hofstede’s dimention Power distance Individualis Masculinity Uncertainty Low LTO m vs. vs. Avoidance vs. High Collectivis Femininity LTO m Syeda High Low High High Low Hiroyasu High Low High High Low Leslie High Low High High High Goshi High Low High High High Tran High Low Low Low High Nadee High Low High High High It is important to bridge the several gaps, a cause of the conflict, in these cases. 11
    12. 12. Diversity Efforts [Example] • In Rakuten, Uniqlo the official language has been switched from Japanese to English. • In Itochu, inviting employees from overseas blocs worldwide to come to headquarters as a form of HR development through actual operations. 12
    13. 13. What is a solution? • One tool is a communication to build the bridge between any gaps e.g. Motivation Low Low Skill Skill variety variety High High Task Task identity identity Task Task significance significance Autonomy Autonomy Communication Feedback Feedback 13
    14. 14. - Nemawashi - Frequent - Face-to-face - Ringi communication - Direct communication LOW - Focus on short- term goals - Protecting “face” Power Distance HIGH - Focus on longterm goals - Persistence Long-Term -Keep records of previous communication LOW -Takes risks - Embraces unpredictability - Real-time communication LOW - Few layers of management - Decentralized HIGH - Follows authority - Hierarchical - Ringi Communication with Hofstede’s Dimensions Uncertainty Avoidance HIGH -Follow rules - Threatened by ambiguity - Written communication - Face-to-face LOW - Loyalty - Conformity Individualis m Masculinity LOW -Equality - Cares for disadvantaged HIGH -Privacy - Individual achievement - Group meetings - Include everyone in communication HIGH - Assertive - Focuses on achievement - Direct communication 14 - Male lead communicator
    15. 15. Our competency model - Common competencies - Conflict Conflict Hofstede’s dimention Power Individ distanc ualism e vs. Collecti vism Mascul inity vs. Femini nity Uncert ainty Avoida nce Low LTO vs. High LTO Syeda High High High High Low Hiroya su High Low High High Low Leslie High Low High High High Goshi High Low Low Low High Tran High Low Low Low High Nadee High Low High High High 15
    16. 16. The detailed example - Specific competencies - Avoid GAP Avoid GAP and Choose Optimal Method and Choose Optimal Method 16
    17. 17. Conclusion Any organizational conflicts can be solved by utilizing the communication competency model. Thank you for your attention. 17