leadership & culture. 2011 (5)

8/13/2019 Leadership & Culture. 2011 (5)

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Leadership & Culture: A

suitable case forinterpretation.
http://da.mod.uk/Home


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culture Values, norms, guiding beliefs, andunderstandings that are shared bymembers of an organization.


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A Recoll ection: L evels of Cul ture

Personality

Culture

Human Nature

Specific toIndividual

Specific togroup orcategory

Universal

Inherited andLearned

Learned

Inherited


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BEHAVIOURSWhat You See

Cultural StereotypesDoing Business

SYSTEMS & OPERATIONSHow Business is Organised

Management Philosophy/StyleHR Strategies/Personnel Mgmt

CULTURAL BEDROCKBeliefs and ValuesPolitical Influences

Socio-Economic Frameworks

The Iceberg Model of Inter-Cultural BusinessAnalysis

The Water Li ne

Sha l lowWaterLevel

DeepWaterLevel


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The Cultur al Web

Stories Symbols

Structures

Powerstructures

Controlsystems

Rituals/routines Paradigm


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M ani festations of cul tur eThe cul tur al Web

Routinebehaviours

The way that things are donesignals what is importantand valued:

What behaviour do routines

encourage?


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M anifestations of cul tur eThe cultural Web

Training programmes

Assessment criteriaSalutingHandshakes

Routinebehaviours

Rituals


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Told to outsiders and joiners

TrafalgarRelevant military history

Routinebehaviours

Rituals

Stories


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Military rich in symbolsLogosFlagsTitlesUniforms

Routinebehaviours

Rituals

Stories

Symbols


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Symbols & the M ilitary

HMS Victory

Battle of Trafalgar 1805

Understoodonly byInsiders


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Staff movement,intellectual property &

corruptionPerformance metricsReward systemse.g.(Japanese and

loyalty, Indonesian?)

Routinebehaviours

Rituals

Stories

Symbols

Controlsystems


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Centralisation, delegation

& initiativeMilitary hierarchy/chainof commandJointery??

Routinebehaviours

Rituals

Stories/

Heroes

Symbols

Control

systems

Power/

Organisationstructures


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The Cultural- Web "how we do things around here"

Stories - The past events and people talked about inside and outside the company.Who and what the company chooses to immortalize says a great deal about what it values,and perceives as great behaviour.

Rituals and Routines - The daily behaviourand actions of people that s ignal acceptablebehaviour. This determines what is expected tohappen in given situations, and what is valuedby management.

Symbols - The visual representations of thecompany including logos, how plush the officesare, and the formal or informal dress codes.

Organizational Structure - This includes both the structure defined by theorganization chart, and the unwritten lines of power and influence that indicate

whose contributions are most valued.

Control Systems - The ways that the organizationis controlled. These include financial systems, qualitysystems, and rewards (including the way they aremeasured and distributed within the organization.)

Power Structures - The pockets of real powerin the company. This may involve one or twokey senior executives, a whole group ofexecutives, or even a department. The keyis that these people have the greatest

amount of influence on decisions, operations,and strategic direction.

Pattern/modelof environment
http://www.amazon.co.uk/gp/reader/1408206935/ref=sib_dp_pt


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The Cul tur al Web Aspir ed To

PARADIGMPOWER

ORGANISATION

STORIESSYMBOLS

Successful Hay teamsWorking hardFun place to workBig change managersSalary levels

Informal interaction stylesHaving an office but others

use itFew consultants in the officeConferences at prestigious

locationsOpen, untidy work area s

Consultants are with clientsExcellent induction processesBottom up communicationWith less memosFewer meetingsInfo flows across depts/networksImpromptu gatherings

and parties

Client focusCore business = HR

consultancyHigh expertise in HRTeam oriented

Based on:Client managementExpertiseInterpersonal networks

Meeting billing/selling targets:otherwise high autonomy

Team targetsTeam incentivesMeeting quality objectives

Clear matrixFlexible, responsive toclientsClear accountabilitiesInformal networks

POWER

ORGANISATION

RITUALS &ROUTINES

CONTROLS


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Using Cultur e Webs to I denti fy

F orces Bl ocking and F acili tating Change

The cultural web STORIES SYMBOLS

PARADIGM POWER

CONTROLS ORGANISATION

Rivalry/competition withinorganisation

Lone rangers Working hardFun place to work

Salary levels

Rushing about looking busyHaving an office (but others

use it)Conferences at prestigious

locationsOpen untidy work areasJob evaluation terminology

Core business-job evaluationIndividualism and autonomyGeneralist HR expertiseInstitutionalized incremental

change

Based on access to clientsPlus position, expertise and interpersonal networks

Meeting individual billing andselling targets

Control job evaluationprocedures

Financial incentives

Complex matrixFlexible, responsive to clientsInformal networksBut unclear accountabilities

Using culturewebs to identifyforces blockingandfacilitatingchange.

Hay Managem entConsul tan ts used

culture webs as ameans ofidentifyingrequired changesin culture

Consultants are with clientsMinimal induction processImpromptu gatherings and

partiesMany meetingsLittle bottom-upcommunication

Non-communicationby memo

RITUALS ROUTINES


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Beliefs, values and assumptions underpin cul ture

Routinebehaviours

Rituals

Stories/

Heroes

Symbols

Control

systems

Power/

Organisationstructures

Beliefs, valuesand assumptions


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Cultural change as most challenging

National culture

Organisationalculture

Functionalcultures

Functionalcultures

Functionalcultures

Zones ofuncomfortable

debate

BUT!


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Levels of Values

UniversalSocietal

Individual


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The Cultural Balance

Your cultural normsOthers cultural

norms

You do not sign the contract as speedily aswe would like.

Your organisation is very hierarchical andproduces much bureaucracy

Young people are promoted early on in theircareers in my company

We express our emotions openly duringbusiness meetings

I like to do presentations with interactiveparticipation

but I understand that you prefer to build agood relationship first.

but I realise that your status and authority isvery important in your society.

but I appreciate that you value wisdom throughage and experience in yours.

but I am aware that you keep your feelingsprivate.

but I know that your style is more aboutlistening and giving tangible respect.


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Key dimensions of cultureTrompenaars

Relationship with natureRelationships with people

Universalism v particularism

Individualism v collectivismAffectivityDiffuse v specific

Ach ievement v ascriptionRelationship with time

AdlerHuman nature

Relationship with natureIndividualist/collectivist

Human activity (being/doing)Space (private/public)

Time (past/present/future

HofstedeUncertainty avoidance

Power distanceInvidualism/collectivism

Masculinity/femininity

HallSpace

(personal/physical)

Time(monochronic/polychronic)

Language(high content/low content)

Friendships

ScheinRelationship with nature

Human activityHuman nature

Relationships with people

TimeTruth and reality

Kluckhohn and StrodtbeckRelationship with time

Human activity, Human nature

Relationships with people. Time


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Geert HofstedeDimensions of Culture :

Power Distance

Individualism vs.collectivismMasculinity versusfemininity

Uncertainty avoidanceLong versus short termorientation


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Societal Context

S ocietal culture dimensions:

Tolerance of ambiguity (attitudes to risktolerance)Power distanceIndividualism vs. collectivism

Masculinity v FeminityTime consciousness (future orientation)


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The Hofstede/TrompenaarsCultural Dimensions

Dimension Refers to

Power Distance

Individualism/Collectivism

Universalist/Particularist

Specific/Diffuse

Neutral/Emotional

Uncertainty Avoidance

Short Term/Long Term

Achievement/Ascription

Attitudes to Time

autocracy/democracy; distribution of influence

Focus on individual or group

Principles of right/wrong; personal relationships

Legal processes; personaltrust

Objective interactions; emotional expressions

Attitude to risk, uncertainty, ambiguity

Perspective on investment returns/results

Status; performance

Emphasis on past, present, future

Motivation from self oroutside world


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Hofstedes Findings for Thailand, the UK and Switz.

Country PowerDistance

Uncertainty Avoidance

Individualism Masculinity

Thailand 64 64 20 34

UK 35 35 89 66

Switzerland 34 58 68 70


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Globe Project - F undamental Questions:

Are there leader behaviours, attributes, and organizational practices that

are universally accepted and effective across cultures ?

Are there leader behaviours, attributes, and organizational practices thatare accepted and effective in only some cultures ?

How do attributes of societal and organizational cultures influence thevarieties of leader behaviours and org. practices that are accepted andeffective ?

Can the universal and culture-specific aspects of leader behaviours,attributes, and org. practices be explained in terms of an underlyingtheory that accounts for systematic differences across cultures ?


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GLOBE : Dimensions of Societal Culture

9 Dimensions:1. Assertiveness is the degree to which individuals in orgs. or

societies are assertive, confrontational, and aggressive in socialrelationships

2. Future Orientation is the degree to which individuals in orgs.or societies engage in future-oriented behaviours such as

planning, investing in the future, and delaying individual or

collective gratification3. Gender Egalitarianism is the extent to which an org. or a

society minimizes gender role difference while promotinggender enquiry and equality of genders

4. Humane Orientation is the degree to which individuals inorgs. or societies encourage and reward individuals for beingfair, altruistic, friendly, generous, caring, kind to others, andexhibiting and promoting altruistic ideals

5. Institutional Collectivism (Collectivism 1) reflects the degreeto which organizational and societal institutional practicesencourage and reward collective distribution of resources and

collective action


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GLOBE : Dimensions of Societal Culture

6. In-Group Collectivism (Collectivism 2) reflects the degree towhich individuals express pride, loyalty, and cohesiveness intheir organisations, families, circle of close friends, or othersuch groups

7. Performance Orientation refers to the extent to which highlevel members of orgs. and societies encourage and rewardgroup members for performance improvement

8. Power Distance is the degree to which members of an org. orsociety encourage and reward unequal distribution of powerwith greater power at higher levels

9. Uncertainty Avoidance is the extent to which members of anorg. or society strive to avoid uncertainty by relying onestablished norms, rituals and bureaucratic practices todecrease the probability of unpredictable future events thatcould adversely affect the operation of an org. or society, andalso to remedy the potential adverse effects of suchunpredictable future events

Categor izat ion of g lo bal leadership com petences in the emp ir ica l research


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g g p p p

GLOB AL LEADERSHIPDIMENSIONS

with competencies

GlobalBusinessExpertise

GlobalOrganizingExpertise

Cross- culturalRelationship

skills

Traits andValues

Global businesssavvy

Technologicalsavvy

Business literacy

Customer orientation

External orientation

Results orientation

Maintain competitiveadvantage Visioning

Cultural sensitivity

Appreciate diversity

Constructive dialogue

Motivate/ reward others

Develop others

Empowering others

Share leadership

Social literacy

Cultural literacy

Inquisitiveness/curiosity

Resourceful

Optimistic

Character/integrity

Energetic

Emotional Intelligence

Resilience to stressTenacious

Stable personal life

Life balance

Personal literacy

Global minded

Open-minded

Thinking agility

Cognitive complexity

Managing uncertainty

Behavioural flexibility

Articulates a tangiblevision

and strategy

Envisioning

Articulates values

Catalyst for culturalChange

Catalyst for strategicchange

Team building

Builds partnerships

Architecting /designing

CognitiveOrientation


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Project GL OBE leadership traits

Universa l ly acceptable t ra i t s Universa l ly unacc eptable t ra i t s Cul tura l ly cont ingent t ra i t s

DecisiveInformedHonestDynamicAdministratively skilledCoordinatorJustTeam builderEffective bargainerDependableWin-win problem solverPlans aheadIntelligentExcellence oriented

RuthlessEgocentricAsocialNon-explicitIrritableNon-cooperativeLonerDictatorial

EnthusiasticSelf sacrificialRisk-takingSincereAmbitiousSensitiveSelf-effacingCompassionateUnique

Wilful


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Cultural dimensions related to change

More disposed to change Less d i spos ed to change

Low uncertainty avoidance Flexibility Mastery Future oriented Internal locus of control Human nature as mutable

High uncertainty avoidance Order Harmony Past oriented External locus of control Human nature as immutable

Factors tha t inf luence im plementa t ion

1. Human nature as trustworthy vs. untrustworthy2. Low or high power distance3. Importance of hierarchy4. Communication styles5. National history


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Societal Clusters by Country Latin America cluster


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Societal Clusters by Country

Latin Europe clusterIsraelItaly

PortugalSpain

FranceSwitzerland (French/Italian)

Eastern Europe clusterHungaryRussia

Kazakhstan AlbaniaPolandGreece

Slovenia

Georgia

Southern Asia clusterIndia

Indonesia

PhilippinesMalaysiaThailand

Iran

Anglo cluster England

AustraliaSouth Africa (white sample)

CanadaNew Zealand

Ireland

USA

Germanic Europe Cluster Austria

Switzerland (Germanic)Netherlands

Germany (former East)Germany (former West)

Arab cultures clusterQatar

MoroccoTurkeyEgyptKuwait

Sub Saharan African clusterNamibiaZambia

ZimbabweSouth Africa (black sample)

Nigeria

Nordic Europe clusterFinlandSweden

Denmark

Latin America clusterCosta RicaVenezuela

EcuadorMexico

El SalvadorColombia

GuatemalaBolivia

Brazil Argentina

Confucian Asia clusterTaiwan

SingaporeHong Kong

South KoreaChinaJapan


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ASIAN VALUES

Source: Based on material in Koh, 1993

East Asians believein strong families

They believe that thefamily is the building

block of society

East Asiansrevere education

This is a valueheld by all

strata of society

East Asian considerhard work a virtue

The chief reasonthis region is

outcompeting Europe

East Asians believe in thevirtues of saving and frugality

They believe that individuals,families and governments

should lead frugal lives

East Asians do notbelieve in extreme

forms of individualismEvery individual is a member ofa nuclear and extended family,

clan, neighbourhood,community, nation and state

There is an Asian version ofa social contract betweenthe people and the state

Governments have an obligation to treattheir people with fairness and humanityCitizens are expected to be law-abiding,

respect those in authority, work hard,save and motivate their children

to learn and be self-reliant

East Asians want theirgovernments to maintain

a morally wholesomeenvironment in which tobring up their children

In some Asian countries,governments have

sought to make everycitizen a stakeholder

in the country

Good governments in Asiawant a free press

They do not believe that such afreedom is an absolute right the press must act responsibly

East Asians practisenational teamwork

Government, business andemployees work cooperatively

for the good of the nation

Taken together, these 10 valuesform a framework th at has enabled

soci et ies in East Asia to achieveeconomic prosper i ty, p rogress ,harmonious re lat ions be tween

citizens, and law and order


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Organisational Culture. Ed Schein:

A pattern of shared basic assumptions that the group learned as it solved itsproblems of external adaptation andinternal integration , that has workedwell enough to be considered valid and,therefore, to be taught to new

members as the correct way youperceive, think, and feel in relation tothose problems.


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Surface manifestations of organisational culture eg artefacts, ceremonials

Values

Basic assumptions-eg relationship to environment, nature of reality, truth, human activity

and relationships

Scheins three levels of Org. culture


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Culture and Sub Cultures

Navy ARMY

AF

CivilService

DEFENCE


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Types of organisational culture

Charles Handy, building on the work ofHarrison, identified four types oforganisation in terms of their cultureChange involving a move from one typeto another is particularly challenging

Th l lt


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The role culture

This organisation relies on committees, structures, logic andanalysis. There is a small group of senior managers whomake the final decisions, but they rely on procedures, systemsand clearly defined rules of communication.It might even be regarded as bureaucratic but has athoroughness and solidity that make it a reliable and fair

employer. Expert opinions are treated with caution as theyrepresent outsiders to the organisation. As long as theoutside environment is stable, the organisation can handledifficult situations.However, senior managers often do not see the changes that

are coming and, even if they do, they do not know how tomanage them.Change in such a culture comes through a new set ofmanagers being appointed. Strategic planning in a formal waywould characterize such a culture.Examples ?


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The task cultureThe organisation is geared to tackle identified projects ortasks. Work is undertaken in teams that are flexible andtackle identified issues.The teams may be multidisciplinary and adaptable to eachsituation. Power rests with the team, which may containsome experts to facilitate group decisions. Expert opinions are

valued.The culture is flexible and sensitive to change, but it worksbest on small-team issues. It is less capable of large-scalework such as that required in a major factory.Control relies largely on the efficiency of the team with topmanagement having to allow the group considerable day-to-day autonomy.Strategic planning is both flexible and task-oriented but willfocus largely on the task in hand.

Examples ?


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The personal culture

The individual works and exists purely for her- or himself . The

organisation is tolerated as the way to structure and order theenvironment for certain useful purposes, but the prime area ofinterest is the individual.Such organisations exist infrequently in business, but mayexist in non-profit institutions.Such individuals are not easy to manage and feel little loyaltyto the organisation.Changes are coped with easily or with difficulty depending onthe inclination of the individual.

Strategic planning is largely meaningless except in a verypersonal sense.

Examples ?

.


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The power culture

The organisation revolves around and is dominated byone individual or a small group . Typically, it can resultfrom an entrepreneur setting up a new company. Itmay be buccaneering and risk taking. All decisions referback to the centre and so do beliefs and work styles.Experts are either overvalued or treated with suspicionand disdain. As the organisation grows in size, it becomesincreasingly difficult for the centre to keep control.Either the organisation changes or it spawns a new

subgroup with its own leader who, in turn, reports backto the original centre.The strategic plan , if it exists at all, reflects the individualat the top, her/his whims, interests and passions.

Examples ?


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Exercise1. Do you recognise these organisational types within

Indonesias defence sector? Give examples.

2. Do all sectors of the Indonesias governmental defencesector belong to the same organisational type?

3. Do you think the culture(s) within Indonesias defencesector need to change? If so, to what and how?

4. How would you set about introducing new sorts ofdesired behaviour?


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L eadership ApproachesPremise : ..leadership is culturally bound

The Traits Approach: (universality of leadership traits ?)- Importance of leaders characteristics - Idea that leaders are born with inherited characteristics Drucker leadership cannot be created, taught or learned moved on More attention now on uncovering personality traits common to people found in leadership positions. e.g. drive, self-confidence, cognitive ability, honesty & integrity supplemented by knowledge of the context

and desire to lead Big 5 = extroversion, emotional stability, agreeableness, conscientiousness and openness to experience valid

across cultures (?)* Leadership is essentially an attribution and that legitimacy may be conferred on leaders in part as a result of

followers culturally influenced perception of the leaders traits The Process - Behavioural Approach:

Doubts about the usefulness of trait theories of leadership Extend analysis to a search for models which identified appropriate leader behaviours Link between leadership as a function of behaviour and preoccupation with leadership style - 2 underlying dimensions:- CONSIDERATION centres on attempts to grow and sustain positive relationships with subordinates,

underpinned by respect and a concern for employees welfare and feelings.

- INITIATING STRUCTURE leaders would orient their behaviour towards the tasks of work withion theoverall concern to achieve organisational goals.Leadership Grid (Mouton & Blake): 5 generic leadership styles

- Impoverished management Country club management

- Authority leadership style Middle-of-the-road style

- Team management


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Global knowledge

Sys temSki l l s

Make ethicalDecisionsInfluence

stakeholdersLeadChangeSpanboundaries

ArchitectingBuildcommunity

Interpersonal skil ls

Mindfulcommunication

Create andbuild trust

Multiculturalteaming

Att i tudes and or ien tat ionsGlobal mindset

Cognitive complexity Cosmopolitanism

Threshold trai tsIntegrity Humility Inquisitiveness Resilience


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The phases of cultural adjustment

M anaging the Expatriate Assignment


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The culture-shocked expatriate . (Source : J. Craig (1979) Culture Shock , Times Books International, Singapore.)

STRATEGIES FOR MANAGING MULTICULTURAL TEAMS


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Creating a sense of purpose What is the teams mission? How explicit should this be?What are the teams goals and objectives? To what extent can they be measured?Who should be a member?What are the teams priorities? (Schedule? Budget? Quality?)

Structuring the taskTo what extent should agenda be structured?To what extent should the rules of the game be clearly

spelled out?What needs to be accomplished? By whom?How should time be managed?How important are deadlines?What happens if deadlines are not met?

Assigning roles and responsibilitiesWho does what? Who is responsible for what?Should a leader be assigned?

Based on what criteria?Competence? Interpersonal skills? Hierarchical position?What is the role of leader? To take decisions? Facilitatediscussions? Obtain resources?Who needs to attend meetings and when?

Reaching decisionsHow should decisions be made?By vote? By consensus? By compromise?

Who is expected to make the decision? The leader versus team?

TASK STRATEGIES CULTURAL DETERMINANTS

Task versus relationshipBeing versus doingHierarchy

Individual versus collectiveHigh versus low contextMonochronic versus polychronic

Uncertainty avoidanceMonochronic versus polycronicHigh versus low context

Individual versus collectivePower and statusUncertainty and controlTask versus relationship

Individual versus collectiveHigh versus low context

Hierarchy


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Team Building How is trust developed?How much time for social activities?

Choosing how to communicateWhat is the working language? Who decides?How to address imbalance in levels of fluency?What type of communication technology can be used?What is an effective presentation?

Eliciting participation

How can we ensure participation of all members?To what extent are some members given more credibility than others?Does it appear that the input of some members is being ignored?Who listens to whom?Who interrupts who?

Resolving conflictHow is conflict managed?

Avoided? Confronted?Who accommodates whom? Is collaboration sought?To what extent do we compromise? Is negotiation seen as win/lose,lose/win or win/win?

Evaluating performanceHow and when to evaluate performance?Is evaluation a two-way process?How direct can feedback be?

PROCESS STRATEGIES CULTURAL DETERMINANTS

Task versus relationshipMonochronic versus polychronicHigh versus low context

PowerIndividual versus collectiveHigh versus low contextMonochronic versus polycronic

PowerIndividual versus collective

Task versus relationship

PowerIndividual versus collective

High versus low contextPower

Individual versus collective

HRM MENU: CULTURAL DETERMINANTS


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SelectionWho to hire? How to hire?

Desired behaviours focus on skills/personality?Specialists versus generalists?Necessary qualifications?Level, discipline, or preferred institutions?How important is what you know versus

who you know?

SocialisationWhat kind of initiation rites are acceptable? Team building? What are the messages being sent? Competitions versuscooperation? Individual versus team effort?To what extent will people engage in/reject social events?To what extent should effort be made to ensure

corporate culture is shared? To what extent should the corporate culture be madeexplicit (pins, posters, slogans, etc)?

HRM ISSUES CULTURAL DETERMINANTS

Doing versus beingUncertainty avoidance

Power/hierarchyIndividual versus collectiveTask versus relationship

Task versus relationshipIndividual versus collective

Private versus professional lifeHigh versus low context


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Training

For what purpose?Develop generalist versus specialist perspective?

Acquire company versus skill specific (technical)knowledge?Extent of job rotation?Role of mentorship?Competences versus networking?

How are training needs determined?By company? By individual?Who is sent for training? High -flyers versus rank andfile?

What training methods are most effective?Case approach?Reading and lecture?Experiential exercise?Professor versus student driven?Groupwork?


Uncertainty avoidanceIndividual versus collectivehierarchyTask versus relationship


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Performance appraisal To what extent is individual versus team effort

evaluated?To what extent is goal setting (MBO) useful?To what extent do people expect feedback?

And from whom?To what extent will criticism be accepted?

Compensation and rewardsWho gets what?To what extent should pay be linked to performance?What degree of pay differential is acceptable?To what extent are bonuses effective?To what extent should team versus individuals berewarded?How much of salary should be fixed versus variable?To what extent are financial versus non-financialrewardspreferred?


Individual versus collective

HierarchyBeing versus doingTime monochronic versus

polychronicHigh versus low context

Equity versus equalityDoing versus beingHierarchyControl over natureIndividual versus collective

Uncertainty avoidanceMasculinity versus femininity


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Career development Who gets promoted?

What determines career success?What type of career paths are desirable?Internal versus external hiring?Within functions/across functions?Within company/industry?

Across companies/industries?

Between government and business?To what extent are people mobile? Willing to move?

At what stage are high potentials identified? At entry? After 5 years?


Being versus doing

Individual versus collectiveTask versus relationshipUncertainty avoidance

CULTURE MODELS OF STRATEGY (Exercise)


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CULTURE MODELS OF STRATEGY (Exercise)


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leadership & culture. 2011 (5)

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