Organisation Culture and Diversity Lecture 3
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Transcript of Organisation Culture and Diversity Lecture 3
ORGANISATIONAL CULTURES &
DIVERSITYDr.Sekhar Chattopadhyay
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Characteristics of Organizational Culture
OrganizationalCulture
Observedbehavioralregularities
Norms
Philosophyon treatment of employees/
customers
Rules ofemployeebehavior
Organizationalclimate
Dominantvalues
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Four Types of Organizational Cultures:
FamilyEiffel TowerGuided MissileIncubator
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EIFFEL TOWERRule-oriented
culture
Fulfillment-orientedculture
INCUBATOR
FAMILYPower-oriented
culture
Project-orientedculture
GUIDED MISSILE
Equity
Hierarchy
TaskEmphasis
PersonEmphasis
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Family CultureStrong emphasis on the hierarchy and orientation to the person Leader is regarded as a caring parent who knows what’s best for
personnel Leader uses intuitive rather than rational knowledge Leader is motivated by praise rather than money Characterized by traditions, customs, and associations that bind together
the personnel and make it difficult for outsiders to become members
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Eiffel Tower Culture
Strong emphasis on the hierarchy and orientation to the task -- impersonal and efficient
Jobs are well defined Employees know what they are supposed to do Everything is coordinated from the top (hierarchy structure) Person holding top position could be replaced at any time without
having an effect on the work being done
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Guided Missile Culture
Strong emphasis on equality in the work place and orientation to the task
Teams and project groups are common Problem centered Focus on work, all committed to goal all team members equal “Do whatever it takes to get the job done” attitude Individual expertise is important 360-degree feedback systems are common Change comes quickly
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Incubator Culture
Strong emphasis on equality and personal orientation
Organizations are the self-expression and fulfillment of individuals
Little formal structure, creative work teams Intense emotional commitment to work All are co-creators, work 70 hr work weeks and love it Change is fast and spontaneous Leadership is achieved, not gained by position
– Entrepreneurial companies
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Managing Multiculturalism and Diversity
Phases of Multicultural DevelopmentPhase I - Domestic corporations
Phase II - International corporations
Phase III - Multinational corporations
Phase IV - Global corporations
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Primary Product/service Market Price Strategy orientation
Competitive Domestic Multidomestic Multinational Global strategy
Importance of Marginal Important Extremely Dominant world business important
Product/service New, unique More Completely Mass-customized standardized standardized
(commodity)
Characteristics/Activities
Phase I (Domestic Corporations)
Phase II (International Corporations)
Phase III (Multinational Corporations)
Phase IV (Global Corporations)
Competitors None Few Many Significant (few or many)
Market Small, domestic Large, Larger, Largest, global multidomestic multinational
Production Domestic Domestic and Multinational, Imports and location primary markets least cost exports
Phases of Multicultural Development
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Types of Multiculturalism Domestic vs Group Multiculturalism
– Homogeneous groups Token groups – Bicultural groups Multicultural groups
Potential Problems Associated with Diversity Lack of cohesion Mistrust of others Perceptions and preconceived stereotypes Miscommunication, attitudes and biases
Multicultural teams are potentially very effective or very ineffective
Managing Multiculturalism and Diversity
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Creativity
Generation of more and better ideasPrevents “groupthink”Culturally diverse groups can enhance creativity, lead to better
decisions, and result in more effective and productive performance
Understanding the Conditions for Effectiveness
More effective when facing tasks requiring innovativeness
Advantages of Diversity
Highly ineffective Average effectiveness Highly effective
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Building Multicultural Team Effectiveness
Using the Proper GuidelinesMembers must be selected for their task-related
abilities
Members must recognize and be able to deal with differences
Leader must help group to identify its overall goal
Members must have equal power and respect each other
Managers must provide positive feedback to the team