Culture and Organization	<br />Rekha Srivatsan<br />Aeron Lai <br />MBA 270 <br />September 14th, 2010<br />
Summary<br /><ul><li>Hofstede’s findings
 Different Schools and Different Cultures
 Emerging cultural profiles
 Task Vs. Social system
 Alternative Approaches
 Different Organizational charts
Questions</li></ul>2<br />
Geert Hofstede<br />Four values:<br />Power distance<br />Uncertainty avoidance<br />Individualism/ collectivism<br />Masc...
Different Schools and Different Cultures<br />Village market-British<br />Well-oiled machine-German<br />Traditional burea...
Emerging cultural profiles chart<br />5<br />
Task Vs. Social System<br />André Laurent<br />Hierarchical system<br />Political system<br />Role formalization<br />Conc...
Transferability of Best Practice: Alternative Approaches<br />‘Management is management and the best practice can be trans...
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Culture and organization_final

  1. 1. Culture and Organization <br />Rekha Srivatsan<br />Aeron Lai <br />MBA 270 <br />September 14th, 2010<br />
  2. 2. Summary<br /><ul><li>Hofstede’s findings
  3. 3. Different Schools and Different Cultures
  4. 4. Emerging cultural profiles
  5. 5. Task Vs. Social system
  6. 6. Alternative Approaches
  7. 7. Different Organizational charts
  8. 8. Questions</li></ul>2<br />
  9. 9. Geert Hofstede<br />Four values:<br />Power distance<br />Uncertainty avoidance<br />Individualism/ collectivism<br />Masculinity/ femininity<br />3<br />
  10. 10. Different Schools and Different Cultures<br />Village market-British<br />Well-oiled machine-German<br />Traditional bureaucracy-French<br />Family or tribe-Asian<br />http://www.geert-hofstede.com/<br />4<br />
  11. 11. Emerging cultural profiles chart<br />5<br />
  12. 12. Task Vs. Social System<br />André Laurent<br />Hierarchical system<br />Political system<br />Role formalization<br />Conclusion<br />Task<br />Social system<br />6<br />
  13. 13. Transferability of Best Practice: Alternative Approaches<br />‘Management is management and the best practice can be transferred anywhere’<br /><ul><li>Is that still possible?
  14. 14. Increased universality among product, geographic and functional structures.
  15. 15. But created complexity
  16. 16. E.g.: Matrix Management not accepted by French and German managers- created conflicts and divided loyalties
  17. 17. Hierarchy Management: Common in Singapore, Hong Kong, Japan industry sector not in Banking.</li></ul>7<br />
  18. 18. Different Organizational Charts<br />8<br />
  19. 19. Questions?<br />What cultural dimensions need to be recognized which may facilitate or hinder organizational change efforts?<br /><ul><li>Power Distance Index (PDI)
  20. 20. Uncertainty Avoidance Index (UAI)
  21. 21. Individualism (IDV)
  22. 22. Masculinity (MAS)
  23. 23. Long-Term Orientation (LTO)</li></ul>9<br />
  24. 24. Questions cont’d..<br />Can popular techniques such as team management and empowerment be adopted across cross-cultures?<br /> Yes, of course. The monocultural team is a thing of the past. It does have its own issues but it is definitely possible. There are several workshops that help companies with their cross-cultural training. Empowerment affects cross-culture. Studies indicate a relationship between empowerment and job-satisfaction<br />10<br />
  25. 25. Discussion<br />Does structure affect culture or culture affects structure?<br />Activity: <br />Which company do you work for?<br />What is your company culture?<br />Do you like it? If no, what would you want to change about it?<br />11<br />
  26. 26. References<br />http://www.geert-hofstede.com/<br />Research paper: Empowerment effects cross-culture, M. Hui, K. Au and A. Fock, 2004<br />12<br />
  27. 27. Thank You!<br />13<br />

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