culture

national culture

shared beliefs, values, practices that you are born into, totally immersed, and slow changing

national culture examples

language, time concept, social/organizational, religion, power distance, collectivism/individualism, and masculinity/femininity

organizational culture

shared beliefs, values, and practices within an organization that you are socialized into, are temporarily engaged, and are faster changing

organizational culture influence

guide behavior, influences and is influenced by organization’s structure, helps assess career opportunities and where you might fit into an organization, helps assess how to succeed

organizational culture examples

views of leadership, management styles, decision making, monitoring, time management, employee motivation, role of religion in the workplace

purpose of organizational culture

creates distinctions between organizations, creates a sense of identity, commitment to something larger than self, social glue, sense making and control

observable culture

artifacts, such as rituals, ceremonies, language, and physical space

rituals

programmed routines of daily organizational life (executive visits, greetings)

ceremonies

planned activities conducted specifically for the benefit of an audience (awards, birthdays)

language

style of communication that conveys meaning and captures the unique voice and identity of the organization (jargon, acronyms, mottos)

physical space

buildings, office space, decor that convey emphasis on values (teamwork, flexibility, environmental)

non observable aspects of culture

values and assumptions

organizational values

principles that the organization holds as a collective, defining what the firm believes to be right or wrong

espoused values

explicitly states values and norms (mission statements, brochures, career websites)

enacted values

values and norms as they are performed in the organization, tells you about the real values of the organization, mismatch between stated principals and behaviors produces a different set of attitudes

strengthening culture

actions of founders and leaders, selection and socialization of employees, align artifacts and symbols, bring rewards in line with culture

actions of founders and leaders

model the culture through decisions, actions, language, and memorable events

selection and socialization of employees

hiring people whose values are consistent with the culture

socialization

process by which new employees learn about the organizational culture

align artifacts and symbols

build spaces that reflect the culture, celebrate milestones that match company values

bring rewards in line with culture

reward employees for culturally consistent behaviors

social orientation: individualism/collectivism

degree of interdependence a society maintains among its members

individualism

loosely knit society, low interdependence, emphasis on individual achievements and rewards

aspects of individualism

self actualization, individual rewards, competition, speaking your mind, tasks above relationships, high mobility, stand out from crows

collectivism

tightly-knot society, high interdependence, emphasis on group or team level achievements and rewards

aspects of collectivism

harmony is the ultimate goal, group rewards, cooperation, conformity, relationships above all, lower mobility (loyalty)

power distance index

degree to which the less powerful members of a society and organizations accept and expect that power is distributed unequally

low power distance

participative leadership, democratic decision making, decentralized authority, flatter organization structure

high power distance

directive leadership, authoritarian decision making, centralized authority, taller organization structure

goal orientiation

distinguishes between certain preferences and values relating to life in general, the strength of the demarcation of gender roles

masculine dominant values

success, money, material things, competition, rigid gender roles

feminine dominant values

quality of life, caring for others, cooperation, flexible gender roles

aspects of masculinity

live to work, shorter vacations, preference for higher pay, admiration for the strong, win-lose conflict management, distinct social gender roles, top down decisions

aspects of femininity

work to live, longer vacation, preference for work life balance, sympathy for the weak, more win-win conflict management style, minimized social gender roles, democratic decisions

uncertainty avoidance

the degree to which members of a society feel uncomfortable with uncertainty and ambiguity

high uncertainty avoidance

more rules, seek security, and a sense of safety

aspects of high uncertainty avoidance

high formalization, breaking rules not OK, more resistance to change, turnover is less likely, uncertainty is a threat, what is different elicits fear and suspicion

low uncertainty avoidance

less rules, more innovation

aspects of low uncertainty avoidance

low formalization, breaking rules is OK, less resistance to change, turnover more likely, uncertainty is normal, what is different elicits curiosity

time orientation: monochronic vs. polychronic

the way cultures perceive time, which can influence punctuality, willingness to wait, communications, work styles, and interactions

monochronic

time is more rigid, segmented in precise units, scheduled, managed, and things are done one at a time

polychronic

time is fluid and perceived in large flexible sections, plans and schedules are easily changed, and multiple tasks are done at once

high vs. low context communication

explicit and implicit communication

low context

explicit communication, "say what you mean”, primary goal of communication is to exchange information, facts, and opinion, little room for interpretation

high context

implicit communication, “read between the lines,” primary goal of communication is to form relationships, nonverbal cues and context are needed to decode meaning, what is unsaid is important

implications of high low context communication

business meetings with new contacts focus on relationships fist, high context cultures tend to avoid saying “no” directly.