irwin/mcgraw-hill [modified by evs] mgt-485 7-1 additional internet sites (u.s.-japanese business...
TRANSCRIPT
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-1
Additional Internet Sites
http://www.keizai.org/ (U.S.-Japanese Business Forum)
http://www.iht.com/ (International Herald Tribune - Paris, global publishing)
Mgt 485Chapter 7
Mgt 485Chapter 7
Organizational Culture
Mgt-470 6-2Irwin/McGraw-Hill [Modified by EvS]
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-3
Definition and Characteristics
Organizational Culture: Observed behavioral regularities, as typified by common language, terminology, and rituals– Norms
amount of work to be done degree of cooperation between
management and employees– Dominant values that the organization
advocates high product and service quality low absenteeism
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-4
Organizational Culture Continued
– A philosophy regarding how employees and customers should be treated
– Rules that dictate the do’s and don’ts of employee behavior relating to:
productivitycustomer relations
– Organizational climate How participants interact with each other, conduct themselves with customers…
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-5
Organizational Cultures in MNCs
Aspects in determining MNC organizational culture:The relationship between the employees and their
organizationThe hierarchical system of authority that defines the
roles of managers and subordinatesThe general views that employees hold about the
MNC’s purpose, destiny, goals, and their places in them
4 types of organizational cultures:FamilyEiffel TowerGuided Missile Incubator
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-6
Organizational CulturesEquity
Fulfillment-oriented Project-oriented culture culture
INCUBATOR GUIDED MISSILE
Person Task
FAMILY EIFFEL TOWER
Power-oriented Role-oriented culture culture
Hierarchy
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-7
Family CultureStrong emphasis on the hierarchy and orientation to the person
headed by a leader who is regarded as a caring parent
personnel look to leaders for both guidance and approval in exchange for looking after them
characterized by traditions, customs, and associations that bind together the personnel
and make it difficult for outsiders to become members
EX.) Turkey, Venezuela, China, and Singapore
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-8
Eiffel Tower Culture
Strong emphasis on the hierarchy and orientation to the task -- impersonal and efficient
Jobs are well defined everything is coordinated from the top. Person holding top position could be replaced at
any time without having an effect on the work being done
assessment centers, appraisal systems, training and development programs, and job rotation are common in managing human resources.
Ex.) North American and Northwest European countries
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-9
Guided Missile Culture
Strong emphasis on equality in the work place and orientation to the task
Teams and project groups are common Formal hierarchical considerations are given
low priority and individual expertise is of greater importance
360-degree feedback systems are common Change comes quickly Ex.) United States and United Kingdom
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-10
Incubator Culture
Strong emphasis on equality and personal orientation
based on the concept that organizations are secondary to the fulfillment of the individuals within them
Little formal structure -- participants are there to perform roles
This culture is composed of creative work teams Change is fast and spontaneous Leadership is achieved, not gained by position Ex.) entrepreneurial companies
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-11
Managing Multiculturalism and Diversity
Phases of Multicultural DevelopmentPhase I - Domestic corporationsPhase II - International
corporationsPhase III - Multinational
corporationsPhase IV - Global corporations
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-12
Types of Multiculturalism– Domestic Multiculturalism – Group Multiculturalism
Homogeneous groups Token groups Bicultural groupsMulticultural groups
Potential Problems Associated with Diversity Mistrust of others Perceptions and preconceived stereotypes Inaccurate biases Miscommunication (misunderstandings &
different uses of time)
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-13
Advantages of Diversity
Generation of more and better ideas
Prevents “groupthink”Culturally diverse groups
can enhance creativity, lead to better decisions, and result in more effective and productive performance
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-14
Using the Proper Guidelines
1. Team members must be selected for their task-related abilities and not solely based on ethnicity -- - Routine Task - want homogeneity
. Innovative task - want multiculturalism2. Team members must recognize and be
prepared to deal with their differences -- . recognize their own stereotypes
3. diverse teams tend to have more difficulty agreeing on their purpose and task than members of homogenous groups. the team leader must help the group to identify and define its overall goal
Irwin/McGraw-Hill [Modified by EvS]
Mgt-485 7-15
4. Members must have equal power so that everyone can participate in the process
5. all members have mutual respect for each other
6. Managers must give positive feedback on processes and output