1. Cross cultural issues in organizational structure
Lecture 11

2. Cross cultural variations in organizational structure
Common structure
Russia
Poland
Women’s Oganization
Arab countries
Latin America
South Africa
Vatican
USA
China
France
Turkey

3. “American management is ‘informal within a formalized frame’, whereas British management is ‘formal within a non- formalized customary pattern’” “French firms run more bureaucratically, with orders and procedures set from above, while German work organizations relies more on the professional expertise which derives from the trained knowledge and skills of more junior employees” “Chinese organizations may have a dynamic operating within them that allows them to accomplish informally what is done by deliberate design in Western organizations” “Many and possibly most Korean firms ‘look’ very Western. But, it is sad, looks can be deceiving. ‘We talk the talk, Western- style’, said one executive, ‘but we walk the walk, Confucian- style’”

4. Percentage of managers who perceive organizations as a network of social relationships as opposed to a bundle of specific rules, guidelines and objectives. (Trompenaars, 1993: 90)

5. Organizational Structure
Formalization
Centralization
Complexity
Horizontal differentiation
Vertical differentiation
Spatial differentiation

6. Organizational Designs
Mechanistic
Organic
High horizontal differentiation
High formalization
Centralized decision authority
Low horizontal differentiation
Low formalization
Decentralized decision authority

7. IN ORGANIZATION DESIGN
NATIONAL CULTURE
SOCIETAL PRESSURE
MANAGERS’ VALUES
CULTURALLY LEGITIMATE PATTERNS OF ORGANIZING
CULTURALLY MANIFESTED PATTERNS OF ORGANIZING
CONTINGENCY FACTORS
SIZE
TECHNOLOGY
STRATEGY
NATIONAL DIFFERENCES
IN ORGANIZATION DESIGN

8. Adaptation versus Internal Consistency
To survive firms take on characteristics in the local environment.
Internal consistency
Organizational replication
Imperative for control

11. Cross Cultural Alliances