Cross-cultural Dimensions of ODOD Process

Prepared By

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Manu Melwin JoyAssistant Professor

Ilahia School of Management Studies

Kerala, India.Phone – 9744551114

Mail – manu_melwinjoy@yahoo.com

Growth of OD in Global Settings

• The rapid development of foreign economies.

• The increasing worldwide availability of technical and financial resources.

• The emergence of a global economy.

Cross-cultural Dimensions

• Power Distance• Uncertainty

Avoidance• Achievement

Orientation• Individualism• Context

Power Distance

• Extent to which members of a society accept that status and power are distributed unequally in an organization.

• Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation.

Uncertainty Avoidance

• The extent to which members of a society tolerate the unfamiliar and unpredictable.

• Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change.

Individualism

• The extent to which people in a society believe they should be responsible for themselves and their immediate family.

• Organizations in these cultures tend to encourage personal initiative, value time and autonomy, and accept competition.

Achievement Orientation

• The extent to which people in a society value assertiveness and the acquisition of material goods

• Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles

Context• The extent to which

meaning in communication is carried in the words.

• Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments.

Cultural and Economic Contexts of International OD Practice

Worldwide Organizations

• Offer products or services worldwide.

• Balance product and functional concerns with geographic issues.

• Coordination must address complex personnel and cross-cultural issues.

• Its competitive position in one national market is affected by its competitive position in other national markets.