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Work and Organizational Behavior

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Presenation summart based on: Matsumoto, D. & Juang, L. (2007). Culture and Psychology (4th Ed.). Wadsworth.

Presenation summart based on: Matsumoto, D. & Juang, L. (2007). Culture and Psychology (4th Ed.). Wadsworth.

Published in: Education, Business, Technology

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  • 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 15