View
217
Download
0
Category
Preview:
Citation preview
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 1/52
Organizational Structure &Organizational Structure &
CultureCulture
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 2/52
Organizational StructureOrganizational Structure
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 3/52
What is OrganizationalWhat is Organizational
Structure?Structure?
DefinesDefines how job tasks are formallyhow job tasks are formally – – DividedDivided
– – GroupedGrouped
– – CoordinatedCoordinated
Six key elementsSix key elements – – Work specializationWork specialization
– – DepartmentalizationDepartmentalization
– – Chain of commandChain of command
– – Span of controlSpan of control
– – Centralization & decentralizationCentralization & decentralization
– – FormalizationFormalization
Controls, coordinates & motivates employeesControls, coordinates & motivates employees
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 4/52
Work SpecializationWork Specialization
Degree to which tasks in organization areDegree to which tasks in organization aresubdivided into separate jobssubdivided into separate jobs
Efficiency gainsEfficiency gains
– – Payment related to skillPayment related to skill--level requiredlevel required – – Increase in performance in specific taskIncrease in performance in specific task
– – Encouraging creation of special inventionsEncouraging creation of special inventions
Efficiency lossesEfficiency losses
– – BoredomBoredom – – FatiguesFatigues
– – StressStress
– – Poor qualityPoor quality
– – High absenteeism & turnover High absenteeism & turnover specialization
P r o d u c t i vi t y
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 5/52
DepartmentalizationDepartmentalization
The basis by which jobs are grouped together The basis by which jobs are grouped together
Possible waysPossible ways – – By functions performedBy functions performed
E.g., engineering, accounting, personnel….E.g., engineering, accounting, personnel…. – – By type of productBy type of product
E.g., fuel, waxes, chemicalsE.g., fuel, waxes, chemicals
– – On basis of geographyOn basis of geographyE.g., western, southern, midwestern, eastern…E.g., western, southern, midwestern, eastern…
– – On basis of processOn basis of processE.g., Casting, press, tubing, finishing, inspect, pack, ship….E.g., Casting, press, tubing, finishing, inspect, pack, ship….
– – By type of customer By type of customer E.g., Service retail, wholesale, government customersE.g., Service retail, wholesale, government customers
Large companies might combine the forms!Large companies might combine the forms!
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 6/52
The Chain of CommandThe Chain of Command & Span of & Span of
ControlControl
Chain of commandChain of command – – Line of authority from top of the organization to lowest partLine of authority from top of the organization to lowest part
– – Specifies who reports to whomSpecifies who reports to whom
– – Each managerial position is given its place & degree of Each managerial position is given its place & degree of
authorityauthority
– – Unity of command principle preserves unbroken line of Unity of command principle preserves unbroken line of
commandcommand
Span of ControlSpan of Control
– – Number of subordinates a manager directsNumber of subordinates a manager directs
– – Wider spans more efficient in terms of costsWider spans more efficient in terms of costs
– – When span too large, performance suffersWhen span too large, performance suffers
– – Small spans make communication complex & encourageSmall spans make communication complex & encourage
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 7/52
Centralization & DecentralizationCentralization & Decentralization
CentralizationCentralization
– – degree to which decision making is concentrateddegree to which decision making is concentratedat a single pointat a single point
– – Only with respect to formal authorityOnly with respect to formal authorityDecentralizationDecentralization
– – Degree to which decision discretion lies withDegree to which decision discretion lies withlower lower--level employeeslevel employees
– – Advantages:Advantages:More quick in taking actionMore quick in taking action
More people provide input in decision makingMore people provide input in decision making
Employees less likely to feel alienated from decisionEmployees less likely to feel alienated from decisionmakersmakers
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 8/52
FormalizationFormalization
Degree to which jobs are standardizedDegree to which jobs are standardized
The more formalized,The more formalized,
– – The more rules, procedures, job descriptionsThe more rules, procedures, job descriptions
– – The less discretion job incumbent has over The less discretion job incumbent has over What is to be doneWhat is to be done
When it is to be doneWhen it is to be done
How it is to be doneHow it is to be done
– – The more consistent & uniform outputThe more consistent & uniform output
Degree of formalization can varyDegree of formalization can varybetween & within organizations!between & within organizations!
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 9/52
Organization ChartsOrganization Charts
A pictorial record showingA pictorial record showing
– – Formal relationsFormal relations
– – How the company is supposed to beHow the company is supposed to be
Organigraphs (Mintzberg & van der Heyden,Organigraphs (Mintzberg & van der Heyden,
1999)1999) – – Graphical representations of organizationsGraphical representations of organizations
– – Showing the way in which people organize at workShowing the way in which people organize at work
– – Less formal authority, rather relationships &Less formal authority, rather relationships &
proacessesproacesses
E l f O i tiE l f O i ti
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 10/52
Examples of OrganizationExamples of Organization
Charts ICharts I
E l f O i tiE l f O i ti
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 11/52
Examples of OrganizationExamples of Organization
Charts IICharts II
Matrix Structure
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 12/52
OrganigraphsOrganigraphs -- ExamplesExamples
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 13/52
Why Do Structures Differ?Why Do Structures Differ?
Contingency approach to organizationContingency approach to organization
structure: To be effective, organizationstructure: To be effective, organizationmust adjust structure consistent withmust adjust structure consistent with
– – The type of environment it works inThe type of environment it works in
– – The technology it usesThe technology it uses – – Its sizeIts size
– – Its strategyIts strategy
– – Other contextual factorsOther contextual factors
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 14/52
Links Between Strategy &Links Between Strategy &
StructureStructure
Structure should follow strategy or bothStructure should follow strategy or bothdevelop together?develop together?
Strategic choicesStrategic choices
– – Innovation strategy (“prospector”)Innovation strategy (“prospector”) --> organic> organicstructure, flexible structurestructure, flexible structure
– – Cost minimization strategy (“defender”)Cost minimization strategy (“defender”) -- >>mechanistic structuremechanistic structure
– – Imitation strategy (“analyzer)Imitation strategy (“analyzer) --> mechanistic> mechanistic
& organic; matrix structures& organic; matrix structures
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 15/52
Strategic Choice &Strategic Choice &
EnvironmentsEnvironments
Decisions about structure are based onDecisions about structure are based onpersonal beliefs & political decisions bypersonal beliefs & political decisions bysenior managerssenior managers
Evidence for thisEvidence for this
– – In same environments, firms with differentIn same environments, firms with different
structures successfulstructures successful – – Managers can create their own environmentsManagers can create their own environments
– – Environments can be perceived differentlyEnvironments can be perceived differently
– – Political factors coPolitical factors co--determine structural choicesdetermine structural choices
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 16/52
Links of Structures With EmployeeLinks of Structures With Employee
Performance & SatisfactionPerformance & Satisfaction
SpecializationSpecialization – – higher productivity & less satisfactionhigher productivity & less satisfaction – – But: Individual differences & differences in types of task!But: Individual differences & differences in types of task!
– – The higher educated, the less satisfaction from specialized jobThe higher educated, the less satisfaction from specialized job
No supported relationship between span of control andNo supported relationship between span of control and
performanceperformance – – Some people like to work aloneSome people like to work alone
– – Some people prefer security of boss availableSome people prefer security of boss available
– – Manager Manager´́s satisfaction increases with number of subordinatess satisfaction increases with number of subordinates
Centralization linked with job satisfactionCentralization linked with job satisfaction – – Less centralized organizationsLess centralized organizations – – more participatory decisionmore participatory decision
makingmaking – – more satisfactionmore satisfaction
– – Again dependent on individual characteristicsAgain dependent on individual characteristics
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 17/52
Organizational CultureOrganizational Culture
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 18/52
The ConceptThe Concept
Definitions (!)Definitions (!) – – H & B: “...the collection of relatively uniform & enduring values,H & B: “...the collection of relatively uniform & enduring values,
beliefs, customs, traditions & practices that are shared by anbeliefs, customs, traditions & practices that are shared by anorganizationorganization´́s members, learned by new recruits, & transmitteds members, learned by new recruits, & transmittedfrom one generation of employees to the next.”from one generation of employees to the next.”
– – Robbins: “A common perception held by the organizationRobbins: “A common perception held by the organization´́ss
members; a system of shared meaning.”members; a system of shared meaning.” – – Greenberg & Baron: “A cognitive framework consisting of attitudes,Greenberg & Baron: “A cognitive framework consisting of attitudes,
values, behavioral norms, & expectations, shared by organizationvalues, behavioral norms, & expectations, shared by organizationmembers.members.
Basic idea:Basic idea: – – Organizations have “something” giving them a unique identity.Organizations have “something” giving them a unique identity.
DevelopmentDevelopment – – Popular concept since the early 1980s.Popular concept since the early 1980s.
– – Interdisciplinary.Interdisciplinary.
– – Controversial concept!Controversial concept!
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 19/52
The Controversy AboutThe Controversy About
Organizational CultureOrganizational CultureManagement literature likes the conceptManagement literature likes the concept
– – Managers supposed to be able to influence theManagers supposed to be able to influence the
culture of the companyculture of the company
– – Strength of culture has influence on effectiveness of Strength of culture has influence on effectiveness of an organizationan organization
Academic critics state that the concept is of noAcademic critics state that the concept is of no
useuse
Academic supporters disagree aboutAcademic supporters disagree about
– – Concept itself Concept itself
– – Importance as explanatory toolImportance as explanatory tool
“Dark side” of the concept“Dark side” of the concept -- manipulativemanipulative
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 20/52
Organizational CultureOrganizational Culture
Edgar ScheinEdgar Schein´́s model of cultures model of culture
– – One of the most known conceptsOne of the most known concepts
– – Three levels, distinguished byThree levels, distinguished byVisibilityVisibility
AccessibilityAccessibility
The three levelsThe three levels – – Surface manifestationsSurface manifestations
– – ValuesValues
– – Basic assumptionsBasic assumptions
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 21/52
Surface ManifestationsSurface Manifestations
Most visible & accessible formsMost visible & accessible formsVisible & audible behaviour patterns & objectsVisible & audible behaviour patterns & objects – – Visible to employees, customers, visitors!Visible to employees, customers, visitors!
ExamplesExamples – – Artefacts & Physical layout (tools, furniture,Artefacts & Physical layout (tools, furniture,
clothes…)clothes…)
– – Ceremonials, Rites & RitualsCeremonials, Rites & Rituals
– – Courses (introduction, orientation, training)Courses (introduction, orientation, training)
– – Myths, Heroes & StoriesMyths, Heroes & Stories
– – LanguageLanguage
– – Mottoes & SlogansMottoes & Slogans
– – NormsNorms
– – SymbolsSymbols
A
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 22/52
An Amazing
Tie-Free Zone•Casual
•Intense
•Fun
•Different
Amazon.com
“… Bill Bowerman. Who is he? Legendary track
& field coach at the University of Oregon. A
teacher who showed athletes the secrets of
achievement. Co-founder of Nike. Husband,
father, mentor. From him we derive our mission.
Through his eyes we see our future.”
Nike
•Creative
•Challenging
•Frugal
•Energized
•Open
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 23/52
ValuesValues
Things that have personal or organizational worthThings that have personal or organizational worthfor for founders & senior managersfounders & senior managers
– – Based on moral, societal or religious principlesBased on moral, societal or religious principles
Not visible, but individuals can be aware of themNot visible, but individuals can be aware of them
– – Most important factor distinguishing organizationsMost important factor distinguishing organizations
– – Provide common direction for employees & guidelinesProvide common direction for employees & guidelines
for behaviour for behaviour
SourcesSources – – Past experiencesPast experiences
– – Views of the founder Views of the founder
Found in company reports, on websites…Found in company reports, on websites…
Mi f
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 24/52
Delivering on our mission requires great people who are bright, creative, and energetic,
and who share the following values:
· Integrity and honesty.
· Passion for customers, partners, and technology.
· Open and respectful with others and dedicated to making them better.
· Willingness to take on big challenges and see them through.
· Self-critical, questioning, and committed to personal excellence and self-improvement.
· Accountable for commitments, results, and quality to customers,
shareholders, partners, and employees.
Microsoft
New Orleans Center for Science and Math
In a district of struggling schools and at-risk kids, this
urban high school is a model of achievement. These
students are not merely learning real-world tech skills,
they are realizing dreams they never thought attainable
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 25/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 26/52
Basic AssumptionsBasic Assumptions
Invisible, preconscious, “takenInvisible, preconscious, “taken--for for--granted” understandingsgranted” understandings
Held by individuals with respect toHeld by individuals with respect to
– – Aspects of human behaviour Aspects of human behaviour
– – Nature of realityNature of reality
– – OrganizationOrganization´́s relationship to itss relationship to its
environmentenvironment
Difficult to accessDifficult to access
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 27/52
Creating & Sustaining CultureCreating & Sustaining Culture
Creating CultureCreating Culture
– – Founders of an organizationFounders of an organization – – Experience with environmentExperience with environment
– – Contact with othersContact with others
Keeping a Culture aliveKeeping a Culture alive – – Selection practicesSelection practices
– – SocializationSocialization
– – Top management actionsTop management actions
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 28/52
What is learning?What is learning?
Definition: “ Learning is the process of Definition: “ Learning is the process of acquiring knowledge through experienceacquiring knowledge through experiencewhich leads to an enduring change inwhich leads to an enduring change inbehavior” (H & B)behavior” (H & B)
The result of this process: KnowledgeThe result of this process: Knowledge
Two types of learning:Two types of learning:
– – Procedural learning (learning how)Procedural learning (learning how)
– – Declarative learning (learning that)Declarative learning (learning that)
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 29/52
Behaviourist Vs. CognitiveBehaviourist Vs. Cognitive
ApproachApproach
Behaviourist psychologyBehaviourist psychology Cognitivist psychologyCognitivist psychology
StimulusStimulus--responseresponse Information processingInformation processing
Studies only observable behaviour Studies only observable behaviour Studies mental processes as wellStudies mental processes as well
Behaviour determined by learnedBehaviour determined by learned
sequences of muscle movementssequences of muscle movements
Behaviour determined by memory,Behaviour determined by memory,
mental processes, expectationsmental processes, expectations
We learn habitsWe learn habits We learn cognitive structures &We learn cognitive structures &alternative ways to achieve goalsalternative ways to achieve goals
Problem solving by trial and error Problem solving by trial and error Problem solving involves insight &Problem solving involves insight &
understanding as wellunderstanding as well
Behavior Modification OptionsBehavior Modification Options
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 30/52
Behavior Modification OptionsBehavior Modification Options
ProcedureProcedure OperationalizationOperationalizationPositive reinforcementPositive reinforcement Manager compliments employeeManager compliments employee
each time work is completed oneach time work is completed on
scheduleschedule
Negative reinforcementNegative reinforcement Unpaid overtime continues to beUnpaid overtime continues to bemandatory until work is completedmandatory until work is completed
onschedule, then overtimeonschedule, then overtime
rewardedrewarded
PunishmentPunishment Manager asks employee to stayManager asks employee to staylate when work is not handed inlate when work is not handed in
on scheduleon schedule
ExtinctionExtinction Manager ignores the employeeManager ignores the employee
when work is handed in latewhen work is handed in late
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 31/52
Application: Socialization andApplication: Socialization and
Social LearningSocial Learning
Socialization: “The process through which anSocialization: “The process through which an
individualindividual´́s pattern of behaviour, and their s pattern of behaviour, and their
values, attitudes and motives, are influenced tovalues, attitudes and motives, are influenced to
conform with those seen as desirable in aconform with those seen as desirable in aparticular organization, society or subparticular organization, society or sub--culture.”culture.”
(H&B)(H&B)
Social learning (Bandura)Social learning (Bandura)
– – We learn new behaviours through observing &We learn new behaviours through observing &
copying the behaviour of otherscopying the behaviour of others
– – Without rewards or punishmentsWithout rewards or punishments
– – Still, reinforcement plays a role!Still, reinforcement plays a role!
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 32/52
Organizational SocializationOrganizational Socialization
“The process through which an individual“The process through which an individual´́sspattern of behaviour, their values, attitudes &pattern of behaviour, their values, attitudes &
motives are influenced to conform with those seenmotives are influenced to conform with those seen
as desirable in a particular organization.” (H & B)as desirable in a particular organization.” (H & B)
New employees learn about the companyNew employees learn about the company´́ss
cultureculture
– – Reduces variability of behavior Reduces variability of behavior
– – Enhances predictabilityEnhances predictability
IncludesIncludes
– – Selection of new membersSelection of new members
– – Instruction in appropriate ways of thinking & behavingInstruction in appropriate ways of thinking & behaving
– – Reinforcement of desired behavioursReinforcement of desired behaviours
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 33/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 34/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 35/52
How to Learn a CultureHow to Learn a Culture
StoriesStories – – Narratives of events about the founders, ruleNarratives of events about the founders, rule
breaking, organizational copingbreaking, organizational coping
– – Anchor the present in the pastAnchor the present in the past – – Provide explanations & legitimacy for currentProvide explanations & legitimacy for current
practicespractices
RitualsRituals – – Repetitive sequences of activitiesRepetitive sequences of activities
– – Express & reinforce key values of organization,Express & reinforce key values of organization,
most important goals & peoplemost important goals & people
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 36/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 37/52
How to Learn a Culture Cont.How to Learn a Culture Cont.
SymbolsSymbols – – Layout of headquarters & officesLayout of headquarters & offices
– – Types of automobiles given to executives....Types of automobiles given to executives....
– – Convey information aboutConvey information about
Who is importantWho is importantDegree of egalitarianismDegree of egalitarianism
Kinds of behavior appropriateKinds of behavior appropriate
LanguageLanguage
– – Special terminology used to describeSpecial terminology used to describeEquipmentEquipment
OfficesOffices
Key personnelKey personnel
Products…Products…
– – Members using this accept the culture & preserve itMembers using this accept the culture & preserve it
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 38/52
Functions of CultureFunctions of Culture
BoundaryBoundary--definingdefining
Conveys sense of identityConveys sense of identity
Facilitates generation of commitment to aimsFacilitates generation of commitment to aims
above self above self--interestinterestEnhances social system stabilityEnhances social system stability
SenseSense--making & control mechanismmaking & control mechanism
No clear link between culture & economicNo clear link between culture & economicperformance found yetperformance found yet
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 39/52
Problems of CultureProblems of Culture
Barrier to changeBarrier to change
Barrier to diversityBarrier to diversity
Barrier to mergers & acquisitionsBarrier to mergers & acquisitions
An illustrationAn illustration – – an experimental study of an experimental study of
cultureculture
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 40/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 41/52
The Link With National CultureThe Link With National Culture
Parallel discussion: Effect of national/societal cultureParallel discussion: Effect of national/societal cultureon organization cultureson organization cultures
– – How do national cultures affect organization culturesHow do national cultures affect organization cultures
Trait lists, like in personality researchTrait lists, like in personality research
– – Example: the US culture:Example: the US culture:
IndividualismIndividualism
Precise timePrecise time
Value of work & performanceValue of work & performanceRespect for diligenceRespect for diligence
….….
Comparative studies: Example: HofstedeComparative studies: Example: Hofstede (1984,(1984,
1986, 1991)1986, 1991)
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 42/52
The HofstedeThe Hofstede--StudiesStudies
CrossCross--cultural studycultural study
116 000 employees of 1 multinational116 000 employees of 1 multinational
companycompany
Located in 40 countriesLocated in 40 countries
Aim: identfy basic dimensions of Aim: identfy basic dimensions of differences between national culturesdifferences between national cultures
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 43/52
The HofstedeThe Hofstede--Studies Cont.Studies Cont.
Four (five) dimensionsFour (five) dimensions
– – Power distancePower distance
– – Uncertainty avoidanceUncertainty avoidance
– – IndividualismIndividualism--collectivismcollectivism – – MasculinityMasculinity--femininityfemininity
– – (+ long(+ long--termterm – – shortshort--term orientation)term orientation)
Each dimension represents continuumEach dimension represents continuum
– – Each country can be rated from high to lowEach country can be rated from high to low
– – Placed somewhere along each continuumPlaced somewhere along each continuum
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 44/52
The HofstedeThe Hofstede--Studies Cont.Studies Cont.
Importance of organization culturalImportance of organization culturaldifferences stemming from societal culturaldifferences stemming from societal cultural
differencesdifferences
National & organizational cultures stronglyNational & organizational cultures stronglylinkedlinked
Important for Important for
– – Expatriate managementExpatriate management – – Cross cultural managementCross cultural management
– – Human resource management in differentHuman resource management in different
countries…countries…
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 45/52
The HofstedeThe Hofstede--Studies Cont.Studies Cont.
Power distancePower distance low:low: – – less centralizationless centralization
– – Flatter organization pyramidsFlatter organization pyramids
– – Examples: australia, israel, denmark,Examples: australia, israel, denmark,swedensweden
Power distancePower distance highhigh
– – Greater centralizationGreater centralization – – Tall organization pyramidsTall organization pyramids
– – More supervisory personnelMore supervisory personnel
– – Examples: Mexico, Venezuela, IndiaExamples: Mexico, Venezuela, India
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 46/52
The HofstedeThe Hofstede--Studies Cont.Studies Cont.
FemininityFemininity high:high: – – Gender roles minimizedGender roles minimized
– – More women in more qulified jobsMore women in more qulified jobs
– – Soft, yielding, intuitive skills rewardedSoft, yielding, intuitive skills rewarded
– – Life quality importantLife quality important – – Examples: Thailand, ScandinaviaExamples: Thailand, Scandinavia
MasculinityMasculinity highhigh – – Gender roles clearly differentiatedGender roles clearly differentiated
– – Fewer women in more qualified jobsFewer women in more qualified jobs – – Aggressiveness, competitiveness, decisivenessAggressiveness, competitiveness, decisiveness
rewardedrewarded
– – Stress on careersStress on careers
– – Examples: Japan, Italy, MexicoExamples: Japan, Italy, Mexico
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 47/52
The HofstedeThe Hofstede--Studies Cont.Studies Cont.
CollectivismCollectivism high:high: – – Organization as familyOrganization as family
– – Organization defends employee interestsOrganization defends employee interests
– – Practices based on loyalty, sense of duty, groupPractices based on loyalty, sense of duty, group
participationparticipation
– – Examples: Venezuela, Taiwan, GreeceExamples: Venezuela, Taiwan, Greece
IndividualismIndividualism high:high:
– – Organizations more impersonalOrganizations more impersonal – – Practices encourage individual initiativePractices encourage individual initiative
– – Task prevails over relationshipsTask prevails over relationships
– – Examples: USA, Britain, NetherlandsExamples: USA, Britain, Netherlands
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 48/52
The HofstedeThe Hofstede--Studies Cont.Studies Cont.
Uncertainty avoidanceUncertainty avoidance low:low: – – Less structuring of activitiesLess structuring of activities
– – Fewer written rulesFewer written rules
– – Greater willingness to take risksGreater willingness to take risks
– – Tolerance of deviant persons & ideasTolerance of deviant persons & ideas – – Examples: Denmark, Britain, USAExamples: Denmark, Britain, USA
Uncertainty avoidanceUncertainty avoidance high:high: – – More structuring of activitiesMore structuring of activities
– – More written rulesMore written rules – – Less willingness to take risksLess willingness to take risks
– – More ritualistic behavior More ritualistic behavior
– – Examples: Greece, Portugal, Japan, FranceExamples: Greece, Portugal, Japan, France
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 49/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 50/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 51/52
8/3/2019 Structure and Culture
http://slidepdf.com/reader/full/structure-and-culture 52/52
LiteratureLiterature
H & B chapter 19H & B chapter 19
Robbins chapter 17Robbins chapter 17
Greenberg & Baron chapter 14Greenberg & Baron chapter 14
Recommended