National cultures & corporate culture

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

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National cultures & corporate culture

  1. 1. National CulturesandCorporate Culture
  2. 2. Four Corporate Cultures• Family• Eiffel Tower• Guided Missile• Incubator
  3. 3. TaskHierarchicalPersonEgalitarianFour Corporate Culture (Graph)
  4. 4. Family
  5. 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. 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. 7. TurkeyPakistanVenezuelaChinaHong KongSingaporeIndiaAustriaEthiopiaMalaysiaMexicoBrazilNigeriaSpainBulgariaBelgiumThailandFranceGreeceArgentinaIndonesiaPhilippinesEasy GermanyJapanPortugalItalyFinlandIrelandUKSouth KoreaGermanySwitzerlandNetherlandsAustraliaSwedenNorwayDenmarkCanadaUSA
  8. 8. Eiffel Tower
  9. 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. 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. 11. Guided Missile
  12. 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. 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. 14. Incubator
  15. 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. 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

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