Additional Internet Sites http://www.keizai.org/ (U.S.-Japanese Business Forum) http://www.iht.com/ (International Herald Tribune - Paris, global publishing) Irwin/McGraw-Hill [Modified by EvS]

Organizational Culture Mgt 485 Chapter 7 Organizational Culture Mgt-470 6-2 Irwin/McGraw-Hill [Modified by EvS]

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]

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: productivity customer relations Organizational climate How participants interact with each other, conduct themselves with customers… Irwin/McGraw-Hill [Modified by EvS]

Organizational Cultures in MNCs Aspects in determining MNC organizational culture: The relationship between the employees and their organization The hierarchical system of authority that defines the roles of managers and subordinates The general views that employees hold about the MNC’s purpose, destiny, goals, and their places in them 4 types of organizational cultures: Family Eiffel Tower Guided Missile Incubator Irwin/McGraw-Hill [Modified by EvS]

Organizational Cultures Equity 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]

Family Culture Strong 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]

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]

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]

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]

Managing Multiculturalism and Diversity Phases of Multicultural Development Phase I - Domestic corporations Phase II - International corporations Phase III - Multinational corporations Phase IV - Global corporations Irwin/McGraw-Hill [Modified by EvS]

Types of Multiculturalism Domestic Multiculturalism Group Multiculturalism Homogeneous groups Token groups Bicultural groups Multicultural 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]

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]

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 multiculturalism 2. 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]

5. all members have mutual respect for each other 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 Irwin/McGraw-Hill [Modified by EvS]