cultural differences in organisat ions ppt

8/2/2019 Cultural Differences in Organisat Ions PPT

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CULTURAL DIFFERENCES

IN ORGANISATIONS

Presented by BABASAB Patil


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Organisational Culture Culture, being the genetic code of an organisation has

significance from various perspectives.

Contribution:

Culture supplements rational management:

Culture communicates to people through symbols,values, physical settings, language and thereby

supplements the rational management tool such as

technology and structure.

Culture facilitates induction and socialization.

Culture promotes code of conduct and customer focus.

Culture contribute to organisational diversity.


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Researches on cultural differences in

organisations

Douglas McGregor theory (1960),

Adler research theory (1986),

Ouchi, Z theory,

Hall research (1976),

Hofstede study (1980),

Sondergaard research (1994),

Schein study (1987),

Connell research (2001),

Indian council of social science research (1995).


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Douglas McGregor theory (1960)

Theory X and Y which is based on managers

assumption about the employees.

Theory X managers do not trust their subordinates and

introduce tight control system, which leads toemployees irrespective behavior.

Theory Y managers who trust employees, give more

autonomy to their subordinates for overall goals and

tasks without exercising close supervision.


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Adler research (1986)

Adler research highlighted about, the

managers develop a more favorable attitudetowards employees with respect to employeeperformance.


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Ouchi, Z theory..

Z theory highlighted societal culture influences the

organisational culture. (study of the cultural differences

between American and Japanese culture)

American culture has specialised career paths, fast

growth, individualised decision making, individualisedresponsibility, explicit control, and concern for work

relationship with employees.

Japanese culture is characterised by slow promotions,

generalised career paths, and job rotation across areas,

group decision making, high degree of trust, collective

responsibility, and concern for social aspects of

employees.


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Hall research (1976)

Research highlighted the difference between high-context

and low context cultures.

In high-context cultures, People depend heavily on the

external environment or situation, and use non-verbal

clues for exchanging & interpreting communications.He mentioned examples of languages such as Arabic,

Japaniese, and chinese in this regard where indirect style

of communication is valued.

In low-context cultures, external environment or situation

has low importance, explicit, direct and blunt

communication is valued and non-verbal clues are

ignored.


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Hofstede study (1980)

His study of culture in sixty countries found major

cultural differences in work related attitudes.

(1.6 lac employees from an American multinational

corporation served as sample)

The study revealed.. the difference in attitudes and behavior of the workforce

and managerial staff belonging to different countries and

these differences had persisted over a period of time.

As an organisation is a subsystem of society, it is very

difficult to change the culture of people in the

organisation because they bring in the culture of their

society, they belong to.


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Hofstede primary dimensions..

He identified four dimensions on which employees andmanagers differed.

1. Individualism/collectivism:Individualism is the focus of people on themselves

and to some.

Collectivism distinguishes between in-group(comprising relatives, caste and organisation) and

other groups.


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2. Power distance orientation

It refers to the superior-subordinate relationship.

The superior inclined to increase the inequality of

power between him and his subordinates and the

subordinates will try to decrease that power distance.

Seniors maintain distance culture with their

subordinates.


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3. Uncertainty avoidance

Hosfsted points out that different cultures differently

and have varying levels of tolerance to uncertainty.

Based on his study he has classified countries having

high uncertainty avoidance.

Here employees in low uncertainty avoidance will

take more risks as compared to high uncertainty

avoidance groups.


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4. Masculinity/femininity

The dominant values in society highlight the

relationship among people, concern for others and

overall quality of life.

To conclude, culture is the minds of one group, which

distinguishes it from other groups.


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Sondergaard research (1994)

Sondergaard has revived 61 researches replicating

Hofstedes method and has reported that before

mentioned dimensions have been largelyconfirmed.


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Schein study (1987)

His work points, Organisational cultures are created

by leaders, and one of the most decisive functions of

leadership may well be the creation, the management,

and if and when that becomes necessary destruction of the culture.


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Connell research (2001),

He found that the organisation size affected a

numbers of variables.


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Indian Council Of Social Science

Research (1995).

ICSSR had made research on work culture in

medium size organisations.

The project undertaken by Sinha and his colleagues

studied 28 medium size organisations based in thatstate has been classified as soft culture, technocratic

culture, and work centric nurturance culture.


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cultural differences in organisat ions ppt

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