Culture and management
-
Upload
omid-aminzadeh-gohari -
Category
Business
-
view
742 -
download
1
Transcript of Culture and management
![Page 1: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/1.jpg)
Culture and Management
![Page 2: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/2.jpg)
2 from 26
Table of Contents
– What is culture?
– Why studying OB across culture?
– Level of Analysis Issues
– Why using cultural dimensions?
– Values across culture (Hofstede’s Studies)
– Emic and Etic Approches
– GLOBE Studies
![Page 3: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/3.jpg)
3 from 26
What is culture?
social pattern including shared beliefs, norms,
and values
a multi-layer phenomenon, and people’s
assumptions and values are at the centre of the
phenomenon.
![Page 4: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/4.jpg)
4 from 26
Why studying OB across cultures?
![Page 5: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/5.jpg)
5 from 26
Level of analysis issue
– comparing cultures
– Comparing individuals
![Page 6: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/6.jpg)
6 from 26
Why using cultural dimensions?
![Page 7: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/7.jpg)
7 from 26
Values across cultures:
Hofstede’s studies
– Quality of life/Quantity of life
![Page 8: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/8.jpg)
8 from 26
1. Individualism/Collectivism
the degree to which individuals are supposed to look after themselves or remain integrated into in-groups.
Hedonism, independence, and freedom
interdependence, self-sacrificing, and loyalty
![Page 9: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/9.jpg)
9 from 26
1. Individualism/Collectivism (con.)
![Page 10: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/10.jpg)
10 from 26
2. Power Distance
• Ideal boss is a well-
meaning autocrat or
a god father
• Subordinates
expect to be told
![Page 11: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/11.jpg)
11 from 26
![Page 12: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/12.jpg)
12 from 26
![Page 13: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/13.jpg)
13 from 26
3. Femininity/Masculinity
– the extent to which values such as assertiveness, toughness, and competition prevail.
– the degree to which employees value relations and show sensitivity and emotions for the welfare of others.
![Page 14: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/14.jpg)
14 from 26
4. Uncertainty avoidance
![Page 15: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/15.jpg)
15 from 26
4. Uncertainty avoidance (con.)
![Page 16: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/16.jpg)
16 from 26
5. Long term orientation
Value
, , and .
And Disvalue
![Page 17: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/17.jpg)
17 from 26
Etic and Emic approaches
– Studying behavior from a position outside the system; examining many cultures and comparing them,
– criteria are considered universal.
– Studying behavior from within the system; examining only one culture,
– criteria are relative to internal characteristics.
![Page 18: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/18.jpg)
18 from 26
GLOBE (Global Leadership and
Organizational Behavior Effectiveness project)
conducted in 61 countries
to investigate the existence of universally
acceptable and universally unacceptable
leadership attributes and to identify those
attributes that are culture specific
![Page 19: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/19.jpg)
19 from 26
Cultural dimensions in GLOBE
![Page 20: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/20.jpg)
20 from 26
Iranian sample in GLOBE
– 300 Iranian middle managers from three
industries of
banking,
telecommunications, and
food processing
![Page 21: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/21.jpg)
21 from 26
Iranian sample in GLOBE
– Fairly levels of (5.43)
Maximum score in GLOBE list: 5.80
Ranking: 14 out of 61
– Quite levels of (3.88)
Minimum score in GLOBE list: 3.25
Ranking: 13 lowest country
![Page 22: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/22.jpg)
22 from 26
Iranian sample in GLOBE
– Iranian managers reported
of the
of the
![Page 23: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/23.jpg)
23 from 26
Iranian sample in GLOBE
– strong to in
their culture.
The differences between ‘what was’ and ‘what
should be’ for power distance was the highest
difference of all the dimensions (5.43 ‘what
was’ versus 2.80 ‘what should be’)
– Iranian managers were also likely to
Given the difference between ‘what was’ and
‘what should be’ for societal collectivism (3.88
‘what was’ versus 5.44 ‘what should be’).
![Page 24: Culture and management](https://reader033.fdocuments.in/reader033/viewer/2022060206/55a22f0b1a28ab8c428b46da/html5/thumbnails/24.jpg)
24 from 26
General Conclusions