The document discusses the influence of national and organizational culture on management, emphasizing the need for effective management in culturally diverse environments. It details Hofstede's four value dimensions and their implications for organizational behavior, highlighting the importance of shared values among employees. Additionally, it outlines strategies for socialization, culture change, and diversity management to enhance organizational effectiveness.

2. Organizational Culture 2 Chapter

3. Introduction National culture: the sum total of the beliefs, rituals, rules, customs, artifacts, and institutions that characterize the population A nation’s culture and sub-cultures effect how organizational transactions are conducted Learning to operate in a world influenced by national culture is becoming a requirement for effective management

4. Organizational Culture and Society’s Values (1 of 2) Values – the conscious, affective desires or wants of people that guide their behavior Organizations are able to operate efficiently only when shared values exist among the employees An individual’s personal values guide behavior on and off the job

5. Organizational Culture and Society’s Values (2 of 2) Values are a society’s ideas about what is right or wrong Values are passed from one generation to the next

6. Hofstede’s Four Value Dimensions (1 of 2) Dimension Description Power Distance The level of acceptance by a society of the unequal distribution of power in organizations In higher power distance cultures, employees acknowledge the boss’s authority and follow the chain of command The result is a more centralized authority and structure Uncertainty Avoidance The extent to which people in a society feel threatened by ambiguous situations Countries with a high level of uncertainty avoidance tend to have specific rules, laws, and procedures Managers in these countries tend towards low-risk decision-making Employees exhibit little aggressiveness

7. Hofstede’s Four Value Dimensions (2 of 2) Dimension Description Individualism The tendency of people to fend for themselves and their family In countries that value individualism, individual initiative and achievement are highly valued and the relationship of the individual with organizations is one of independence Masculinity The extent to which assertiveness and materialism is valued In highly masculine societies, there is considerable job stress and conflict between job and family roles

8. Cultural Values (1 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions North America (USA) Individualism Low Medium Masculine Japan Collectivism High and Low High Masculine and Feminine Amae (mutual dependence) China Collectivism Low Low Masculine and Feminine Emphasis on tradition, Marxism, Leninism, and Mao Zedong thought

9. Cultural Values (2 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions Europe: Anglo Germanic West Slavic West Urgic Near Eastern Balkanic Nordic Individualism Medium individualism Collectivism Medium/high individualism Low/ medium Low High Low Low/medium Medium/high High Low/medium Masculine Medium/high masculine Medium masculine Feminine

10. Cultural Values (3 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions Europe: (cont’d) Latin Europe East Slavic Individualism Medium/high individualism Collectivism Low/medium High Low Low/medium High Medium Masculine Medium masculine Masculine

11. Cultural Values (4 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions Africa Collectivism High High Feminine Colonial traditions; tribal customs Latin America Collectivism High High Masculine Extroverted; prefer orderly customs and procedures

12. A society’s values have an impact on organizational values because of the interactive nature of work, leisure, family, and community.

13. Organizational culture – what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.

14. Edgar Schein’s Definition of Culture: A pattern of basic assumptions – invented, discovered, or developed by a given group as it learns to cope with the problems of external adaptation and internal integration – that has worked well enough to be considered valid and, therefore, to be taught new members as the correct way to perceive, think, and feel in relation to those problems.

15. Schein’s Three-Layer Organizational Culture Model Layer III: Basic Assumptions Layer II: Values Layer I: Artifacts & Creations Examples of cultural attributes Documents Physical layouts Furnishings Language Jargon Work ethic and practice Fair day’s work for a fair day’s pay Loyalty Commitment Helping others Performance leads to rewards Management equity Competency counts Visible but often not decipherable Greater level of awareness Taken for granted, invisible, preconscious Relationship to environment Nature of reality, time, & space Nature of human nature Nature of human activity Nature of human relations Testable in the physical environment Testable only by social consensus Technology Art Visible and audible behavior patterns

16. Organizational Culture and Its Effects Strong Culture Weak Culture

17. H O M E Methods Intervening Conditions Outcome The Evolution of a Positive Culture Cohesive organizational culture Develop a sense of history Create a sense of oneness Promote a sense of membership Increase exchange among members Elaborate on history Communications about and by “heroes” and others Leadership and role modeling Communicating norms and values Reward systems Career management and job security Recruiting and staffing Socialization of new staff members Training and development Member contact Participative decision making Inter-group coordination Personal exchange

18. Three Views on Influencing Cultural Change: (1 of 2) Cultures are so elusive and hidden that they cannot be adequately diagnosed, managed, or changed Because it takes difficult techniques, rare skills, and considerable time to understand a culture and then additional time to change it, deliberate attempts at culture change are not really practical

19. Three Views on Influencing Cultural Change: (2 of 2) People will naturally resist change to a new culture Cultures sustain people through periods of difficulty and serve to ward off anxiety Cultures provide continuity and stability

20. Changing Culture Intervention Points Hiring and socialization of members who fit in with the culture Culture Removal of members who deviate from the culture Cultural communications Justifications of behavior Behavior 3 2 1 4 5 Managers seeking to create culture change must intervene at these points.

21. Socialization and Culture Socialization – the process by which organizations bring new employees into the culture.

22. The Process of Organizational Socialization Careful selection of entry-level candidates Start Deselect Humility-inducing experiences promote openness toward accepting organizational norms and values Teaches the new entrant that he/she doesn’t know everything about the job or company In-the-trenches training leads to mastery of a core discipline Extensive and reinforced on-the-job experience Rewards and control systems are meticulously refined to reinforce behavior that is deemed pivotal to success in the marketplace Adherence to values enables the reconciliation of personal sacrifices Reinforcing folklore Keeping alive stories that validate the organization’s culture Consistent role models Reward and recognize individuals who have done the job well 1 2 3 4 5 6 7

23. Socialization Stages Anticipatory Socialization Accommodation Role Management

24. A Checklist of Effective Socialization Practices (1 of 2) Anticipatory socialization Recruitment using realistic job previews Selection and placement using realistic career paths Role management socialization Provision of professional counseling Adaptive and flexible work assignments Sincere person-oriented managers

25. A Checklist of Effective Socialization Practices (2 of 2) Accommodation socialization Tailor-made and individualized orientation programs Social as well as technical skills training Supportive and accurate feedback Challenging work assignments Demanding but fair supervisors

26. Mentor – a friend, coach, advisor or sponsor who supports, encourages, and helps a less experienced protégé.

27. Mentoring Guidelines (1 of 2) Do not dictate mentoring relationships, but encourage leaders/managers to serve a mentors Train mentors in how to be effective in mentoring others Include in the firm’s newsletter or in other forms of mass communication (print and electronic) an occasional story of mentoring as reported by a current top-level executive

28. Mentoring Guidelines (2 of 2) Inform employees about the benefits and difficulties of mentor relationships with individuals of different race and gender Make sure there is diversity among the mentors All mentors should be trained in dealing with diversity

29. Phases of the Mentor Relationship Initiation Cultivation Separation Redefinition

30. Cultural Diversity Diversity – the vast array of physical and cultural differences that constitute the spectrum of human differences. The managerial challenge will be to identify ways to integrate the increasing number and mix of people from diverse national cultures into the workplace.

31. Workforce diversity issues for managers to consider: (1 of 2) Coping with employees’ unfamiliarity with the English language Increased training for service jobs that require verbal skills Cultural (national) awareness training for the current workforce Learning which rewards are valued by different ethnic groups

32. Workforce diversity issues for managers to consider: (2 of 2) Developing career development programs that fit the skills, needs, and values of the ethnic group Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce Focusing not only on ethnic diversity, but also learning more about the diversities of age, gender, and workers with disabilities

33. Spirituality and Culture Spirituality – employees have a personal or inner life that nourishes and is nourished by performing relevant, meaningful, and challenging work Workplace spirituality is not the same as religion Spirituality is a path, is personal and private, contains elements of many religions, and points to a person’s self-inquiry

34. Research on spirituality and work dimensions indicates: Employees who are more spiritually involved achieve better results Spirituality encourages: trust work/life balance empathy and compassion about others the value of human assets the full development and self-actualization of people ethical behavior