Organizational culture, ICEBERG MODEL OF CULTURE: Creating and Sustaining Culture in an Organization, Countries and cultures, Difference in cultures
•
6 likes•1,004 views
This document discusses organizational culture and climate. It defines organizational culture as the customs, beliefs, norms and values that guide employee behavior and are passed down over generations. Culture refers to learned patterns of behavior shared among members. The document then discusses characteristics of organizational culture like defining boundaries and collective commitment. It also discusses when culture can become a liability and how to create and sustain culture through acculturation processes. The document next covers differences in organizational culture across countries based on concepts, attitudes, institutions, policies and societal values. It analyzes culture using Hofstede's 5 cultural dimensions and dimensions of organizational climate.
More Related Content
What's hot
What's hot (20)
Similar to Organizational culture, ICEBERG MODEL OF CULTURE: Creating and Sustaining Culture in an Organization, Countries and cultures, Difference in cultures
Similar to Organizational culture, ICEBERG MODEL OF CULTURE: Creating and Sustaining Culture in an Organization, Countries and cultures, Difference in cultures (20)
More from Shilpi Arora
More from Shilpi Arora (8)
Recently uploaded
Recently uploaded (17)
Organizational culture, ICEBERG MODEL OF CULTURE: Creating and Sustaining Culture in an Organization, Countries and cultures, Difference in cultures
- 2. ORGANISATION CULTURE • Culture, is understood as the customs, beliefs, norms & values that guide the behavior of people in society & that are passed on from one generation to another. • Culture refers to a pattern of learned behaviors that is shared and passed on among the members of an organization
- 3. ICEBERG MODEL OF CULTURE:
- 5. CHARACTERISTICS OF ORGANIZATIONAL CULTURE • Boundary Defining Role : The values, traditions, rituals, etc., that members of a particular organization uphold are different in different organizations; this creates a distinct identity for each of them. • Sense of Identity • Collective Commitment :Common beliefs of the members generate a collective commitment towards the organizational goals. • Stability of Social System :Values and accepted standards laid down by the organizational culture help ensure uniformity in the behavior of employees and minimize individual differences. This helps the organization to maintain the stability of the social system within it.
- 6. CULTURE AS A LIABILITY - DYSFUNCTIONAL ASPECT • Situations when culture becomes a liability: • Barriers to Change • Diversity Barriers • Mergers & Acquisitions Barriers
- 7. CREATING AND SUSTAINING CULTURE IN AN ORGANIZATION
- 8. EMPLOYEE ACCULTURATION PROCESS • Stories • Rituals and ceremonies • Material Symbols • Language(technical jargons or acronyms)
- 9. COUNTRIES AND CULTURES • The rituals, customs, traditions of a country influence the organizational culture. • Cultures differ in regard to concepts, attitudes and behavior, social institutions, public policy and legal framework, and social values.
- 10. DIFFERENCES IN CULTURES 1) Concepts: The concept of time utilization at workplace differs from culture to culture. • People who belong to the ‘monochronic’ work cultures (i.e., from countries of West, such as the US, Germany, etc) believe in completing one task at one time. In contrast, people from many Asian countries, are accustomed to deal with more than one work/assignment at a time. • These people, also alled ‘polychronic’, feel that the monochronic people are too mechanical and rigid in their work.
- 11. 2) Attitudes and Behavior : In countries such as US, UK, which believe in individualism, it is common to speak openly and express disagreements. However, for a person who belongs to collectivistic culture (such as Indonesia, Japan, and China), such kinds of expressions are considered aggressive and ill-mannered; them, disagreements can be expressed in a more soft manner.
- 12. 3) Social Institutions : The educational system in Germany emphasizes more on technical training whereas France, more emphasis is given on training for future jobs in government and industrial sector. 4) Public Policy and Legal Framework: US: Illegal to ask any candidate’s personal information such as marital status, spouse’s occupation, etc., in a job interview. Japan: though contracts (business contracts) writing do exist still it is practiced in a different way. 5) Societal Cultural Values :
- 15. Hofstede’s 5 Cultural Dimensions :
- 16. Power Distance: This refers to the degree of inequality that exists – and is accepted – among people with and without power. Low PD means that power is shared and well dispersed. It also means that society members view themselves as equals.
- 17. Germany China
- 23. 4. Uncertainty/Avoidance Index (UAI) uncertainty avoidance is a society’s tolerance for uncertainty and ambiguity. It reflects the extent to which members of a society attempt to cope with anxiety by minimizing uncertainty
- 24. 5. Long Term Orientation (LTO)
- 26. Cultural dimensions for India
- 27. ORGANISATION CLIMATE The shared perceptions, feelings and attitudes organisational members have about the fundamental elements of the organisation which reflect the established norms, values and attitudes of the organisation’s culture and influence individuals’ behaviour either positively or negatively.
- 28. CLIMATE AND CULTURE • Organizational culture is defined as a set of shared values and norms held by employees that guide their interactions with peers, management, and clients. • Organizational climate represent employees’ perceptions of organizational policies, practices, and procedures, and subsequent patterns of interactions and behaviors that support the same. Thus climate can be understood as a surface manifestation of culture. It is more behaviorally oriented
- 29. DIMENSIONS OF ORGANISATIONAL CLIMATE • (1) Structure • (2) Responsibility • (3) Reward • (4) Risk • 5) Warmth • (6) Support • (7) Standards • (9) Identity
- 30. LEVELS OF CLIMATE • Organizational Climate • Group Climate • Psychological Climate.
Editor's Notes
- How can we understand cultural differences? Are we relegated to learning from our mistakes, or are there generalized guidelines to follow? With access to people working for the same organization in over 40 countries of the world, Hofstede collected cultural data and analyzed his findings. He initially identified four distinct cultural dimensions that served to distinguish one culture from another. Later he added a fifth dimension, and that is how the model stands today. He scored each country using a scale of roughly 0 to 100 for each dimension. The higher the score, the more that dimension is exhibited in society. Armed with a large database of cultural statistics, Hofstede analyzed the results and found clear patterns of similarity and difference amid the responses along these five dimensions. Interestingly, his research was done on employees of IBM only, which allowed him to attribute the patterns to national differences in culture, largely eliminating the problem of differences in company culture.
- Application: According to Hofstede's model, in a high PD country such as Malaysia (104), you would probably send reports only to top management and have closed-door meetings where only select powerful leaders were in attendance
- This refers to the strength of the ties people have to others within the community. A high IDV score indicates loose connections. In countries with a high IDV score there is a lack of interpersonal connection, and little sharing of responsibility beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each other's well being.
- This refers to how much a society sticks with, and values, traditional male and female roles. High MAS scores are found in countries where men are expected to be "tough," to be the provider, and to be assertive. If women work outside the home, they tend to have separate professions from men. Low MAS scores do not reverse the gender roles. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive, and women can work hard for professional success.
- This relates to the degree of anxiety that society members feel when in uncertain or unknown situations. High UAI-scoring nations try to avoid ambiguous situations whenever possible. They are governed by rules and order and they seek a collective "truth." Low UAI scores indicate that the society enjoys novel events and values differences. There are very few rules, and people are encouraged to discover their own truth.
- This refers to how much society values long-standing – as opposed to short-term – traditions and values. This is the fifth dimension that Hofstede added in the 1990s, after finding that Asian countries with a strong link to Confucian philosophy acted differently from Western cultures. In countries with a high LTO score, delivering on social obligations and avoiding "loss of face" are considered very important.
- This refers to how much society values long-standing – as opposed to short-term – traditions and values. This is the fifth dimension that Hofstede added in the 1990s, after finding that Asian countries with a strong link to Confucian philosophy acted differently from Western cultures. In countries with a high LTO score, delivering on social obligations and avoiding "loss of face" are considered very important.