Your SlideShare is downloading. ×
0
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
National cultures & corporate culture
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

National cultures & corporate culture

1,137

Published on

A presentation to show how corporate culture varies in different nation.

A presentation to show how corporate culture varies in different nation.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,137
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
70
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. National CulturesandCorporate Culture
  • 2. Four Corporate Cultures• Family• Eiffel Tower• Guided Missile• Incubator
  • 3. TaskHierarchicalPersonEgalitarianFour Corporate Culture (Graph)
  • 4. Family
  • 5. • Relationships between employees– Diffuse relationships to organic whole to which one isbonded• Ways of thinking and learning– Intuitive, holistic, lateral, and error-correcting• Attitude towards authority– Status is ascribed to parent figures who are close andpowerful• Attitudes towards people– Family members
  • 6. • Ways of motivating and rewarding– Intrinsic satisfaction in being loved and respected– Management by subjective• Criticism and conflict resolution– Turn other cheek, save others’ faces, do not lose powergame• Ways of changing– “Father” changes course
  • 7. TurkeyPakistanVenezuelaChinaHong KongSingaporeIndiaAustriaEthiopiaMalaysiaMexicoBrazilNigeriaSpainBulgariaBelgiumThailandFranceGreeceArgentinaIndonesiaPhilippinesEasy GermanyJapanPortugalItalyFinlandIrelandUKSouth KoreaGermanySwitzerlandNetherlandsAustraliaSwedenNorwayDenmarkCanadaUSA
  • 8. Eiffel Tower
  • 9. • Relationship between employees– Specific role in mechanical system of required interactions• Attitude towards authority– Status is ascribed to superior roles which are distant yetpowerful• Ways of thinking and learning– Logical analytical, vertical, and rationally efficient• Attitudes towards people– Human resource
  • 10. • Ways of motivating and rewarding– Promotion to greater position, larger role– Management by job description• Criticism and conflict resolution– Criticism is accusation of irrationalism unless there areprocedures to arbitrate conflicts
  • 11. Guided Missile
  • 12. • Relationships between employees– Specific tasks in cybernetic system targeted upon sharedobjectives• Attitude towards authority– Status is achieved by project group members whocontribute to targeted goal• Ways of thinking and learning– Problem centered, professional, practical, cross-disciplinary• Attitudes towards people– Specialists and experts
  • 13. • Ways of changing– Shift aim as target moves• Ways of motivating and rewarding– Pay or credit for performance and problems solved– Management by objectives• Criticism and conflict resolution– Constructive task-related only, then admit error andcorrect
  • 14. Incubator
  • 15. • Ways of thinking and learning– Process oriented, creative, ad hoc, inspirational• Attitude towards authority– Status is achieved by individuals exemplifying creativityand growth• Relationships between employees– Diffuse, spontaneous relationships growing out of sharedcreative process• Attitudes towards people– Co-creators
  • 16. • Ways of changing– Improvise and attune• Ways of motivating and rewarding– Participating in the process of creating new realities– Management by enthusiasm• Criticism and Conflict Resolution– Must improve creative idea, not negate it

×