ORGANIZATIONAL CULTURES

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ORGANIZATIONAL CULTURES DIVERSITY
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DO YOU BECOME MORE CANADIAN WHEN YOU ARE OUTSIDE
CANADA?
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ORGANIZATIONAL CULTURES

• Family culture
• Strong emphasis on hierarchy and person
  orientation
• Power-oriented with paternalistic leader
• Leader looked to for guidance
• Can catalyze and multiply employees energy
• Reliance on intuition rather than rational
  knowledge
• Eiffel tower culture
• Strong emphasis on hierarchy and task orientation
• Employees know what to do
• Coordination from the top
• Methodic approach to motivating and rewarding
  people and resolving conflict

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ORGANIZATIONAL CULTURES

• Guided missile culture
• Strong emphasis on equality in the workplace and
  orientation to the task
• Work typically undertaken by teams or project
  groups
• Low priority attached to hierarchical concerns
• Employs a cybernetic structure
• Culture may change quickly
• Incubator culture
• Strong emphasis on equality and personal
  orientation
• Organizations are secondary to the fulfillment of
  individuals
• Organization is an incubator for self-expression
  and self-fulfillment
• Participants have intense emotional commitment to
  their work

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Organizational Cultures

• Equity
• Fulfillment-oriented Project-oriented
• culture culture
• INCUBATOR GUIDED MISSILE
• Person Task
• FAMILY EIFFEL TOWER
• Power-oriented Role-oriented
• culture culture
• Hierarchy

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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

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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

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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

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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

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JAPAN
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IN THE INTERNATIONAL SPOTLIGHT JAPAN

• What type of organizational culture is each of
  the three partners likely to have? (Use figure
  7-3 as a guide in answering this question)
• Which of the organizational cultures will be most
  difficult from that of the other two?
• What types of problems might the culturally
  diverse top-management team at headquarters
  create for the joint venture? How could these
  problems be overcome?
• In terms of organizational culture, what is your
  estimate of success for this joint venture?

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HEWLETT-PACKARD INTERNET EXERCISE
RUSSIAN WEB SITE (2000) in English!
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QUESTIONS

• Report on your comparison contrast of the
  product offerings in Europe, the Americas, and
  one from Southeast Asia or India. What are the
  major differences?
• Using figure 7-2 table 7-3 as your guide, in
  what way are national cultures likely to present
  significant challenges to HPs efforts to create
  a smooth-running international enterprise?
• What would you see as two of the critical issues
  with which the management will have to deal?
• What are the steps that you think HP will have to
  take in order to build multicultural team
  effectiveness? What are guidelines that can help
  them do this?
• Compare the strategies of HP and Canon, and try
  to determine if cultural differences between the
  U.S. and Japan have any influence on the
  different strategies of HP and Canon.

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Managing Multiculturalism and Diversity

• Phases of Multicultural Development
• Phase I - Domestic corporations
• Phase II - International corporations
• Phase III - Multinational corporations
• Phase IV - Global corporations

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IKEA MANAGING CULTURAL DIVERSITY
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QUESTIONS

• What types of organizational culture is most
  representative of IKEA family, Eiffel Tower,
  guided missile or incubator?
• In what way has international culture proved to
  be a challenge for IKEA?
• What are three things that IKEA had to learn in
  order to do business effectively in the United
  States?
• How well has the company been able to deal with
  the diversity issue? What else does it still
  need to do?

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ASSIGNMENT FOR 17/2/

• TOPIC Intercultural Communication
• Read chapter 8
• Class Activities
• Internet exercise Working Effectively at Toyota,
  p. 220
• Text exercise The Gulf States, p 221
• Video Coke in Japan
• Integrative Case Will Tokyo Embrace Another
  Mouse? Pp. 245-246