Chapter One – Converging Cultures Section 2 – Native American Cultures.
CCCChapter 111 Cross Cultural Communication Chapter 11 National Cultures & Corporate Cultures.
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Transcript of CCCChapter 111 Cross Cultural Communication Chapter 11 National Cultures & Corporate Cultures.
CCC Chapter 11 2
Learning Outcomes National Cultures and Corporate
Culture Different Corporate Cultures
Family Culture Eiffel Tower Culture Guided Missile Culture Incubator Culture
National Patterns of Corporate Culture
CCC Chapter 11 3
National Cultures and Corporate
Culture
Three aspects of organizational structure are important in determining corporate culture :
The general relationship between the employees and their organization
The vertical or hierarchical system of authority defining superiors and subordinates
The general view of the employees about the organization’s destiny, purpose, and goals, and their places in this
CCC Chapter 11 4
Types of Corporate Culture
Different corporate cultures can be distinguished along two dimensions :
Equality – hierarchy Orientation to the person – orientation to the task
Four type of corporate cultures identified on this basis are :
The family The Eiffel tower The guided missile The incubator
CCC Chapter 11 5
Types of Corporate Culture
These four types of organizations culture differ in :
How they think and learn How they change, and, How they motivate, reward and resolve conflicts
Fig.11.1 summarizes the images the images these organizations project
Each of these types of corporate culture are “ideal types” In practice, the types are mixed or overlaid with one
culture dominating.
CCC Chapter 11 7
The Family Culture
personal, close face-to-face relationship hierarchal ("father knows best") power-oriented (leader is fatherly figure) home-like work atmosphere long-term relationships of employee to company;
high loyalty values, norms, atmosphere set by father" or "elder
brother"
(Japan, Singapore, South Korea, Spain, Italy, India)
CCC Chapter 11 8
The Family Culture
Refers to a culture which is : Personal : close face-to-face relationship, and Hierarchical : “father” of a family has experience and authority
greatly exceeding those of his “children” Result is power-oriented corporate culture with leader as caring
father Power is essentially intimate and (hopefully) benign Japanese recreate within the organization aspects of the traditional
family Major business virtue is amae : kind of love between persons of different
rank : idea is to always do more than a contract or agreement specifies Ideal relationship is sempai-kokai : between an older and younger brother
At its best the power-oriented family culture exercises power through its members acting with one accord
Many family like corporate cultures are from nations which industrialized late : Greece, Italy, Japan, Singapore, South Korea, Spain.
CCC Chapter 11 9
The Family Culture
Tend to be high-context : sheer amount of information and cultural content taken for granted by members
Relationships tend to be diffuse : “father” or elder brother” is influential in all situations.
Leader’s power is political, being broadly obtained by authorities, power may be that of the state, the political system, the society or God.
Family cultures at their least effective drain the energies and loyalties of subordinates to buoy up the leader, who literally floats on the sea of adoration.
Family cultures have difficulty with project group organizations or matrix structures since here authority is divided.
Families tend to be strong where universalism is weak.
CCC Chapter 11 10
The Family Culture
Employees in family cultures will behave like the “eldest child” left in the charge of family while the parents are out, but relinquishing that authority as soon as a “parent” returns.
Thinking, learning and change Family corporate culture is more interested in intuitive than in
rational knowledge, more concerned with the development of people than with their deployment or utilization
Thinking and learning intuitive, holistic, lateral and error correcting Personal knowledge of another is rated above empirical knowledge. Conversations are preferred to research questionnaires and insights
to objective data. Change is essentially political, getting key actors to modify policies
through new visions, charismatic appeals, inspiring goals and directions and more authentic relationships with significant people.
CCC Chapter 11 11
The Family Culture
Motivating, rewarding and resolving conflicts
Since family members enjoy their relationships, they may be motivated more by praise and appreciation than by money.
Pay-for-performance or any motivation that threatens family bonds is not welcome
They tend to “socialize risks” among its members and can operate in uncertain environments as well.
Major weakness occurs when intra-family conflicts block necessary change.
Conflict resolution depends on the skill of a leader. Criticisms not aired publicly Negative feedback is indirect, sometimes confined to special “licensed”
occasions. High priority to effectiveness ( doing right things) than efficiency ( doing
things right)
CCC Chapter 11 12
The Eiffel Tower Culture
hierarchal structure more important than function leader is boss (not father) relationships specific; status ascribed highly bureaucratic, depersonalized rules dominate; roles before people careers depend upon professional
qualifications symbolic of machine age
(Germany, Austria)
CCC Chapter 11 13
The Eiffel Tower Culture
Eiffel Tower Culture is steep, symmetrical, narrow art the top and broad at the base, stable, rigid and robust like Eiffel Tower itself.
Various roles and functions is prescribed in advance One senior can see the jobs of several subordinates. Each higher level has a clear and demonstrable
function of holding together. Organization’s purpose is legally separate from
personal needs of power or affection. Such needs are considered distractions.
CCC Chapter 11 14
The Eiffel Tower Culture
Boss has a legal authority and only incidentally a person. Essentially he or she is a role.
Careers in Eiffel Tower Companies are assisted by professional qualifications.
Each role at each level of authority is described and has a salary attached to it.
It’s a role culture. Logic of subordination is clearly rational and
coordinative.
CCC Chapter 11 15
The Eiffel Tower Culture
Thinking, learning and change :
For employees in Eiffel Tower, the family culture is arbitrary, irrational, conspirational, cozy and corrupt.
Thinking and learning is logical, analytical, vertically and rationally efficient
Learning means accumulating the skills necessary to fit a role and additional skills to qualify for higher positions.
Human resources are considered similar to capital or cash resources
change is effected through changing rules and procedures. This culture does not adapt well to turbulent environments.
Change is immensely complex and time-consuming.
CCC Chapter 11 16
The Eiffel Tower Culture
Motivating, rewarding and resolving conflicts
Employees are ideally precise and meticulous. They are nervous when order and predictability is lacking. Conflicts are seen as irrational, pathologies of orderly
procedure, offences against efficiency. Criticisms and complaints are typically channeled and dealt
with through even more rules and fact-finding procedures. Motivating and rewarding by promotion to greater position,
and larger role and responsibilities Management by job description.
CCC Chapter 11 17
The Guided Missile Culture
highly Egalitarian task-oriented, impersonal team approach emphasized cross-disciplinary performance emphasized loyalty to professions / project greater than to
company Motivation intrinsic
CCC Chapter 11 18
The Guided Missile Culture
Egalitarian, impersonal and task oriented. While in Eiffel Tower, the rationale of culture is
means, the guided missile has a rationale of ends. Everything must be done to preserve strategic intent
Typifies neutral culture Matrix organization is created by superimposing
guided missile structure on Eiffel Tower organization. Relationship between employees :
Specific tasks in cybernetic system targeted upon shared objectives
CCC Chapter 11 19
The Guided Missile Culture
Thinking, learning and change :
Cybernetic culture : it homes in on its target using feedback signals and is therefore circular rather than linear.
Shift aim as target moves Steering is corrective and conservative, not as
open to new ends as to new means.
CCC Chapter 11 20
The Guided Missile Culture
Thinking, learning and change :
Learning includes “ getting on” with people, being practical rather than theoretical and being
problem-centered rather than discipline-centered. Appraisal is often by peers or subordinates rather
than by superiors. Change comes quickly in guided missile culture.
The target moves. More targets appear, new groups are formed, old ones dissolve
This culture in many way the antithesis of the family culture.
CCC Chapter 11 21
The Guided Missile Culture
Motivating, rewarding and resolving conflicts
Motivations tend to be intrinsic Culture tends to be individualistic since it allows for a wide
variety of differently specialized persons to work with each other on a temporary basis. The scenery of faces keeps changing.
Management boy objectives is the language spoken, and people by paid for performance and problems solved.
Conflict resolution is constructive, task related only. Admit error if any and correct fast.
CCC Chapter 11 22
The Incubator Culture
organizations secondary to individual fulfillment existence precedes organization aim at self-expression and self-fulfillment personal and egalitarian minimal structure; minimal hierarchy emotional commitment creative, innovative
(Sweden)
CCC Chapter 11 23
The Incubator Culture
The purpose is to free individuals from routine to more creative activities and to minimize time spent on self-maintenance
Roles of other people are crucial. They are there to confirm, criticize, develop, find resources for and help complete the innovative product or service
The companies are usually entrepreneurial or founded by creative team.
Relationship between employees diffuse, spontaneous, growing out of shared creative process.
The work environment is often of intense emotional commitment
Status is achieved by individuals exemplifying creativity and growth.
CCC Chapter 11 24
The Incubator Culture
Thinking, learning and change Ways of thinking and learning is process oriented,
creative, ad hoc and inspirational. Attitudes towards people as co-creators. All participants on same wave-length, emphatically
searching together for a solution to the shared problem.
Problem itself is an open to redefinition and the solution being searched for its typically generic, aimed at universe of applications.
This culture learns to create but not to survive altered patterns of demand.
CCC Chapter 11 25
The Incubator Culture
Motivating, rewarding and resolving conflict Motivation is wholehearted, intrinsic and intense with
individuals working for long hours. There is competition to contribute to the emerging shape
of something new. There is scant concern for personal security and few wish
to profit or have power apart from unfolding creative process.
Leadership is achieved Power plays that impede group achievement will be
reviled. Conflict is resolved either by splitting up or by trying the
proposed alternatives to see what works best.
CCC Chapter 11 26
Which countries prefer which corporate cultures
Pure cultures seldom exist. In practice, the types are mixed or overlaid with one culture dominating.
Fig.11.5 shows the results of a recent survey Highest scores for guided missile companies in USA & UK Highest for family companies in France and Spain Sweden scores highest for incubators & Germany for Eiffel
Tower
Smaller companies, wherever located, more likely to have family and incubator forms
Larger companies, needing structure to cohere are likely to choose Eiffel Tower or guided missile forms.