chapter 3 organizational cultures and diversity organizational cultures and diversity school of...
TRANSCRIPT
Chapter 3
ORGANIZATIONAL CULTURES AND DIVERSITY
Organizational Cultures and Diversity
School of Economics and Management
Xidian University
Organizational Cultures and Diversity School of Economics and Management Xidian University
Definition Organizational Culture:
1. Basic form
Shared values and beliefs that enable members to understand their roles and the norms of the organization.
2. Edger Schein
A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptations and internal integration, and that has worked well enough to be considered valid and,therefore,to be taught to new members as the correct way to perceive,think,and feel in ralation to those problems.
Characteristics Observed behavioral regularities, as typified by
common language, terminology, and rituals Dominant values that the organization advocates
high product and service quality low absenteeism
Norms amount of work to be done degree of cooperation between management
and employees
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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:
productivitycustomer relations
Organizational climate How participants interact with
each other, conduct
themselves with customers…
Organizational Cultures and Diversity School of Economics and Management Xidian University
Organizational Cultures in MNCs Aspects in determining MNC organizational
culture:The relationship between the employees and their organizationThe hierarchical system of authority that defines the roles of
managers and subordinatesThe general views that employees hold about the MNC’s purpose,
destiny, goals, and their places in them
4 types of organizational cultures:FamilyEiffel TowerGuided Missile Incubator
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
Organizational Cultures
Equity
Fulfillment-oriented Project-oriented
culture culture
INCUBATOR GUIDED MISSILE
Person Task
FAMILY EIFFEL TOWER
Power-oriented Role-oriented
culture culture
Hierarchy
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
Managing Multiculturalism and Diversity
Phases of Multicultural DevelopmentPhase I - Domestic corporationsPhase II - International corporationsPhase III - Multinational corporationsPhase IV - Global corporations
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
Types of Multiculturalism– Domestic Multiculturalism
– Group MulticulturalismHomogeneous groups Token groups Bicultural groupsMulticultural groups
Potential Problems Associated with Diversity Mistrust of others Perceptions and preconceived stereotypes Inaccurate biases Miscommunication (misunderstandings & different uses of
time)
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and DiversitySchool of Economics and Management Xidian University
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
Organizational Cultures and Diversity
School of Economics and Management Xidian University