transcript
- 1. Chapter 6: Organizational Cultures and Diversity
Daniel, Kristen, Joseph, Kevin
- 2. Goals and Objectives
In which of the four types of organizational cultures family,
Eiffel Tower, guided missile, incubator would most people in the
U.S. feel comfortable?
Most MNCs need not enter foreign markets to face challenges of
dealing with multiculturalism. Do you agree or disagree?
What are some problems to be overcome when using multiculturally
diverse teams?
What are some basic guidelines for helping make diverse teams more
effective?
- 3. Organizational Culture
The shared values and beliefs that enable members to understand
their roles and the norms of the organization
Important Characteristics
Behavioral regularities
Norms (amount of work)
Philosophy (treatment of customers)
Dos and donts (employee behavior)
Organizational climate (atmosphere at work)
http://www.youtube.com/watch?v=zpjolQ3ta7Y
- 4. Organizational Cultures in MNCs
Shaped by numerous factors including cultural preferences of
leaders and employees
Some MNCs have subsidiaries that (aside from logo and reporting
procedures) wouldnt be easily recognizable as belonging to same
MNC
- 5. Organizational Cultures in MNCs
Four steps in integration of organizational cultures resulting from
international expansion via mergers/acquisitions:
1. Two groups establish purpose, goals, and focus of merger
2. Develop mechanisms to identify most important structures and
manager roles
3. Determine who has authority over resources
4. Identify expectations of all involved participates and
facilitate communication between departments and
individuals
- 6. Four Cultural Types
- 7. Four Cultural Types Family Culture
Strong emphasis on hierarchy and orientation to others
Management takes care of employees, ensures theyre treated well,
and have continued employment
Catalyze and multiply energies of personnel or end up supporting
leader who is ineffective and drains energy and
loyalties
- 8. Four Cultural Types Eiffel Tower
Strong emphasis on hierarchy and orientation to task
Jobs well defined; coordination from top
Culture narrow at top; broad at base
Relationships specific and status remains with job
Few off-the-job relationships between manager and employee
Formal hierarchy is impersonal and efficient
- 9. Four Cultural Types Guided Missile
Strong emphasis on equality in workplace and in task
Culture oriented to work
Work undertaken by teams or project groups
All team members equal
Treat each other with respect
Egalitarian and task-driven organizational culture
- 10. Four Cultural Types Incubator Culture
Strong emphasis on equality and personal orientation
Organization as incubator for self-expression and
self-fulfillment
Little formal structure
Participants confirm, criticize, develop, find resources for, or
help complete development of innovative product or
service
- 11. European Management Characteristics
- 12. Goals and Objectives
In which of the four types of organizational cultures family,
Eiffel Tower, guided missile, incubator would most people in the
U.S. feel comfortable?
Most MNCs need not enter foreign markets to face challenges of
dealing with multiculturalism. Do you agree or disagree?
What are some problems to be overcome when using multiculturally
diverse teams?
What are some basic guidelines for helping make diverse teams more
effective?
- 13. Goals and Objectives
In which of the four types of organizational cultures family,
Eiffel Tower, guided missile, incubator would most people in the
U.S. feel comfortable?
Most MNCs need not enter foreign markets to face challenges of
dealing with multiculturalism. Do you agree or disagree?
What are some problems to be overcome when using multiculturally
diverse teams?
What are some basic guidelines for helping make diverse teams more
effective?
- 14. What are some problems to be overcome when using
multiculturally diverse teams?
Perceptual problems stereotypes are often associated with certain
groups of people
For example, engineers from economically advanced countries are
often perceived as more knowledgeable than those from less advanced
countries.
Inaccurate biases
For example, Japanese companies depend on groups to make decisions,
therefore entrepreneurial behavior, individualism, and originality
are downplayed.
Inaccurate communication language barriers, nonverbal cues, slang
words
- 15. What are some problems to be overcome when using
multiculturally diverse teams? (cont.)
Interpretation errors
For example, many Japanese nod their heads when others talk but
this is not always done in agreement.
Attitudinal problems the groups ability, or inability, to work well
together
Different perceptions of time
For example, many Latin managers refuse to be held to a strict
timetable, because they do not have the same time urgency that U.S.
managers do.
http://www.youtube.com/watch?v=pfmhBT08Nhk
- 16. Stereotypes
What are some stereotypes that you are familiar with?
- 17. Goals and Objectives
In which of the four types of organizational cultures family,
Eiffel Tower, guided missile, incubator would most people in the
U.S. feel comfortable?
Most MNCs need not enter foreign markets to face challenges of
dealing with multiculturalism. Do you agree or disagree?
What are some problems to be overcome when using multiculturally
diverse teams?
What are some basic guidelines for helping make diverse teams more
effective?
- 18. What are some basic guidelines for helping make diverse
teams more effective?
If cross-cultural groups are managed properly, they can be highly
effective; on the other hand, if they are not managed properly,
they can be highly ineffective.
Most effective when they face tasks requiring innovation, far less
effective when they are assigned to routine tasks
http://www.youtube.com/user/mcgrawhill?v=Od6-fYvG1CE
- 19. Guidelines for Managing a Culturally Diverse Team
1. Team members must be selected for their task-related abilities
and not solely based on ethnicity.
2. Team members must recognize and be prepared to deal with their
differences.
3. Because members of diverse teams tend to have more difficulty
agreeing on their purpose and tasks than members of homogeneous
groups, the team leader must help the group to identify and define
its overall goal.
4. Members must have equal power so that everyone can participate
in the process; cultural dominance is always
counterproductive.
- 20. 5. It is important that all members have mutual respect for
each other.
6. Because teams often have difficulty determining what is a good
or a bad idea or decision, managers must give teams positive
feedback on their process and output.
Guidelines for Managing a Culturally Diverse Team
- 21. Managing a Diverse Team
Since we are currently in a diverse class, have you experienced any
effective or ineffective techniques when working with one
another?
- 22. Quiz Question 1
_____ culture is characterized by a strong emphasis on the
hierarchy and orientation to the person.
Guided missile
Incubator
Eiffel Tower
Family
- 23. Quiz Question 2
The family culture is foreign to most managers in:
Venezuela.
Turkey.
the United States.
China.
- 24. Quiz Question 3
Change in the incubator culture is:
fast and spontaneous.
moderate and methodical.
almost nonexistent.
slow and calculated.
- 25. Quiz Question 4
According to Adler, the primary orientation of a global firm
is:
product/service.
strategy.
market.
price.
- 26. Quiz Question 5
In the _____ stage of team development, the focus should be on
building trust and developing team cohesion.
work
reflection
entry
action
- 27. Quiz Question 6
Organizational culture is many things, but it cannot be
characterized as a set of norms that regulate the behavior of the
employees of a firm.
True
False
- 28. Quiz Question 7
Incubator cultures are highly formal, cognitive, rational, and
analytical.
True
False
- 29. Quiz Question 8
A bicultural group is a group in which two or more members
represent each of two distinct cultures.
True
False
- 30. Quiz Question 9
One main benefit of diversity is the generation of more and better
ideas.
True
False
- 31. A Good-Faith Effort Is Needed
What do you think some of the main organizational culture
differences between the two companies would be?
Why might the cultural diversity in the Spanish firm not be as
great as that in the U.S. firm, and what potential problems could
this create?
What would you recommend be done to effectively merge the two
cultures and ensure they cooperate harmoniously? Offer some
specific recommendations.