a study of cultural dimensions in the business organizations
TRANSCRIPT
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A Study of Cultural Dimensions in The
Business Organizations
ROLL NO- 91/ANT/121023
REGISTRATION NO- 142-1121-0067-09
EXAMINATION- M.SC. 4thSEMESTER EXAMINATION 2014 IN ANTHROPOLOGY
DEPT. OF ANTHROPOLOGY, UNIVERSITY OF CALCUTTA
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BUSINESS ANTHROPOLOGY
• Is what ?
• What fall in its purview?
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Anthropologist
• Dr. Gillian Tett
• Genevieve Bell
• Geert Hofstede
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Who Employs Anthropologists?
Intel
Citicorp
AT&T
Kodak
Sapient
Hauser Design
Boeing
Motorola
Walt Disney
Microsoft
General Mills
Hallmark
Travel One
Hanseatic Group
Manchester Memorial
Palisades Pharmaceuticals
Celanese Corporation
Samsung
…and the list goes on
information taken from www.aaanet.org
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CULTURE
• Anthropological Origins of “Culture”
• a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. Edgar Schein (2006,p.17)
• ”Collective programming of the mind that distinguishes the members of one group or category of people from another.” Greet Hofstede (2001, p.9)
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CULTURE • Diagram developed by
Hofstede represents humans as onions. The outer layers (Symbols-Heroes-Rituals) reflect external practices.
• Hofstede discovered that Values and etiquette, on the other hand, are programmed according to one’s own culture.
• Values are at the core and thus internal.
Figure 1 Manifestations of culture: From shallow to deep.
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ORGANISATIONAL CULTURE
• Definition.
• Models given by
• Edgar Schein
• Greet Hofstede
Defination taken from http://www.businessdictionary.com/definition/organizational-culture.html
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Levels of Organizational Culture
Schein's organizational culture model
Figure 2 Levels of Organizational Culture
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HOFSTEDE’S MODEL OF CULTURAL DIMENSIONS
• Long-term vs. short-term orientation
• Femininity vs. masculinity
• Power-distance
• Collectivism vs. individualism
• Uncertainty avoidance
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Low/High power distance
Table 1 Extremes of Hofstede’s ‘power distance’ dimension
Power-distance.
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Individualism/ Collectivism
Table 2 Extremes of Hofstede’s ‘collectivist/individualist’ dimension
Collectivism vs. individualism.
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Femininity vs. Masculinity
Table 3 Extremes of the ‘masculine/feminine’ dimension
Femininity vs. Masculinity
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Low/High Uncertainty avoidance
Table 4 Extremes for Hofstede’s ‘uncertainty avoidance’ dimension
Uncertainty avoidance.
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Long-term vs. Short-term Orientation
Table 5 Hofstede’s fifth dimension
Long-term vs. Short-term Orientation.
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LEADERSHIP
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What is Leadership?
•Ability to
persuade others to do things for the good of the organization
make difficult decisions
make unpopular decisions
deliver results
create long-term commitments
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Why is the Leader Important?
• Establishes vision
• Develops and implements strategies
• Allocates and controls resources
• Chooses key employees
• Shapes culture
• Affects organizational performance
• Projects image to the public
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AIMS AND OBJECTIVES
• Where does West Bengal fit in on Hofstede’s cultural
dimensions?
• The main objective of this thesis was to study the degree
to which Organizational Cultures differ in west Bengal?
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RESEARCH METHODOLOGY
• SAMPLING AND ACCESS
• THE STAGES OF DATA COLLECTION
• THE ROLE OF THE RESEARCHER
• LIMITS
• ETHICS
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Data Analysis
0
1
2
3
4
5
6
7
8
Female 20-24
Female 25-29
Female 30-34
Male 25-29 Male 30-34 Male 35-39 Male 40-44 Male 45-49 Male 50-54 Male 55 orabove
Distribution Questionnaires by Age and Gender
Table 6 Distribution Questionnaires by Age and Gender
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Data Analysis
0
2
4
6
8
10
12
Po
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Do
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Do
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Pro
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al D
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Pro
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Female Female Male Female Male Male Male Male Male Male
20-24 25-29 30-34 35-39 40-44 45-49 50-54 55 orabove
Distrubution of samples according age gender and Education
Table 7 Distribution of samples according age gender and Education
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Data Analysis
0
2
4
6
8
10
12
Off
ice
wo
rker
or
secr
eta
ry
Aca
dem
ical
ly t
rain
ed p
rofe
ssio
na
lo
r eq
uiv
alen
t (b
ut
no
t a
man
ager
of
peo
ple
)
Cra
ftsp
erso
n, t
ech
nic
ian
, IT
-sp
ecia
list
, nu
rse,
art
ist
or
equ
ival
ent
Man
ag
er o
f o
ne
or
mo
resu
bo
rdin
ate
s (n
on
-man
ag
ers)
Off
ice
wo
rker
or
secr
eta
ry
Aca
dem
ical
ly t
rain
ed p
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ssio
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lo
r eq
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alen
t (b
ut
no
t a
man
ag
er o
fp
eop
le)
Cra
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ech
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or
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Man
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or
mo
re M
an
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Man
ag
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or
mo
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s (n
on
-man
ag
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Man
ag
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or
mo
re M
an
ag
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Man
ag
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f o
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or
mo
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on
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Tea
chin
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Res
earc
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Man
ag
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or
mo
re M
an
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Aca
dem
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Man
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re M
an
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on
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20-24 25-29 30-34 35-39 40-44 45-49 50-54 55 or above
Distribution According to Designation and Age
Table 8 Distribution According to Designation and age
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Data Analysis
• GREET HOFSTEDE CULTURAL DIMENSIONS SCORE OF
PRESENT STUDY
Dimensions Present
Findings
Hofstede’s estimates
on India
PDI 62.45 77
UAI 88.35 40
IDV 35.89 48
MAS 83.05 56
LTO 53.7 -Present Data
Greet Hofstede's Scores
0
20
40
60
80
100
Pdi UAI IDV MAS LTO
Cultural Dimension Index Score
Present Data Greet Hofstede's Scores
Table 9 Cultural Dimensions Index Scores
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Data Analysis
• Communication
Power Manupulation
Expression Negotiation
Communication
Figure 3 What effective communication means for Organization
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Data Analysis
• Creativity Individual Organization
Ideas Strategy Structure
Behaviour that
encourages
innovation
Productive
Easy to apply
Easy to
comply
Vision and
mission
Purposefulness
- Flexibility
- Freedom:
Autonomy
Empowerment
Decision making
- Cooperative teams
and group
interaction
– Mistake handling
– Idea generating
–Continuous learning
culture
- Risk taking
– Competitiveness
– Support for change
– Conflict handling
Creativity
And
Innovation
Figure 4 Influence of organizational culture on creativity and innovation
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Data Analysis
• Flexibility
Flexibility
Handle Rejection
Overcome Obstacles
Ability to Adapt
Confidence
Figure 5 Flexibility Model came out from Data
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Data Analysis
• Initiative
• Initiative drive
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Data Analysis
• Leadership
Communication Creativity
Flexibility Initiative
Leadership
Figure 6 Leadership model
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Data Analysis
• Interview analyses: Symbols – Values –Heroes – Rituals
Present study
Symbols Think Less,
Cheap labour
Values Competitiveness ,
Responsible,
Manipulative
Team work,
Heroes Managers
Directors
Rituals Award ceremony
Durga Puja
Mistakes Egocentric Personality
Bad behaviour
Stealing
Lethargic
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Discussion & Conclusion
• Present score differs from Hofstede’s score of India.
• Main factors influencing leadership in the studied organization are communication, initiative, flexibility, creativity.
Communication Initiative Flexibility Creativity
Information Technology(IT)
Marketing Banking Marketing
Marketing Engineering IT IT
Banking IT Marketing Banking
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References
• Baba, M. 2006. “Anthropology and Business.” In Encyclopedia of Anthropology, by H. James Birx, 83-117. Thousand
Oaks, CA: Sage Publications.
• Hofstede, G. 1980. Culture’s consequences: international differences in work related values. Beverly Hill, CA: Sage.
• Hofstede, G. 1998. Masculinity and Femininity: The Taboo Dimensions of National Cultures. Thousand Oaks, CA: Sage.
• Hofstede, G. 1980. “Motivation, Leadership, and Organization: Do American theories apply abroad? .” Organizational
Dynamics (Hofstede, G. (1980). Motivation, Leadership, and Organization: Do American theories apply abroad?
Organizational Dynamics, 9(1): 42-63. Retrieved May 12, 2011, from Ebsco database.) 42-63.
• Hofstede, G. 1983. “The Cultural Relativity of Organizational Practices and Theories.” Journal of International Business
Studies, 75-89.
• Jones, A. M. 2005. “The Anthropology of Leadership: Culture and Corporate Leadership in the American South.”
Leadership, Vol 1(3) 259–278.
• Schein, E. 1990. “Organizational Culture.” American Psychologist 109-119.
• Yukl, G.A. 1994. Leadership in organizations (3rd ed.). Englewood Cliffs, NJ: Prentice Hall.
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Thank You