Organizational Cultures and Cultural Diversity Chapter 18 Organizational Cultures and Cultural Diversity Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

Learning Objectives Describe the core elements of a culture 18.1 Learning Objectives After reading this chapter, you should be able to: Describe the core elements of a culture Compare and contrast four types of organizational culture Discuss several types of subculture that may exist in organizations Explain why managing cultural diversity is important and describe several activities required to manage it successfully

The Culture Iceberg Practices Narratives Language Symbols 18.2 The Culture Iceberg Practices Narratives Language Symbols Socialization Observable Elements of Culture Norms Values Assumptions Hidden Elements of Culture Adapted from Figure 18.1

Framework of Types of Cultures 18.3 Framework of Types of Cultures Flexible Clan culture Entrepreneurial culture Formal Control Orientation Bureaucratic culture Market culture Stable Internal External Focus of Attention Adapted from Figure 18.2

Dimensions for Describing Industry Cultures 18.4 Dimensions for Describing Industry Cultures Employee-oriented: Concern focuses on people doing the work Parochial: Employees identify with organization Open system: Many types of people feel comfortable in organization Loose Control: Codes of conduct allow for much variation among employees Results-oriented: Concern focuses on achievement of goals Professional: Employees identify with type of work or profession Closed system: Type of person who fits is narrowly specified Tight Control: Written and unwritten rules exert tight control over behavior Adapted from Figure 18.4

Organizational Goals for Managing Diversity 18.5 Organizational Goals for Managing Diversity Legal Compliance Creating a Positive Culture Creating Economic Value

Phases of Diversity Management Change Efforts 18.6 Phases of Diversity Management Change Efforts Understanding the goals to be achieved Assessing the current organization and understanding its history Designing a strategic plan Implementing targeted change efforts Monitoring change and making adjustments Adapted from Figure 18.6

Components of Texaco’s Cultural Change Initiatives 18.7 Components of Texaco’s Cultural Change Initiatives Recruitment and Hiring Identifying and Developing Talent Ensuring Fair Treatment Improving Relationships with External Stakeholders Holding managers accountable Adapted from Table 18.2