7. Hofstede’s Four Value Dimensions (2 of 2) Dimension Description Individualism The tendency of people to fend for themselves and their family In countries that value individualism, individual initiative and achievement are highly valued and the relationship of the individual with organizations is one of independence Masculinity The extent to which assertiveness and materialism is valued In highly masculine societies, there is considerable job stress and conflict between job and family roles
8. Cultural Values (1 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions North America (USA) Individualism Low Medium Masculine Japan Collectivism High and Low High Masculine and Feminine Amae (mutual dependence) China Collectivism Low Low Masculine and Feminine Emphasis on tradition, Marxism, Leninism, and Mao Zedong thought
9. Cultural Values (2 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions Europe: Anglo Germanic West Slavic West Urgic Near Eastern Balkanic Nordic Individualism Medium individualism Collectivism Medium/high individualism Low/ medium Low High Low Low/medium Medium/high High Low/medium Masculine Medium/high masculine Medium masculine Feminine
10. Cultural Values (3 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions Europe: (cont’d) Latin Europe East Slavic Individualism Medium/high individualism Collectivism Low/medium High Low Low/medium High Medium Masculine Medium masculine Masculine
11. Cultural Values (4 of 4) Region / Country Individualism-Collectivism Power Distance Uncertainty Avoidance Masculinity-Femininity Other Dimensions Africa Collectivism High High Feminine Colonial traditions; tribal customs Latin America Collectivism High High Masculine Extroverted; prefer orderly customs and procedures
12. A society’s values have an impact on organizational values because of the interactive nature of work, leisure, family, and community.
13. Organizational culture – what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.
17. H O M E Methods Intervening Conditions Outcome The Evolution of a Positive Culture Cohesive organizational culture Develop a sense of history Create a sense of oneness Promote a sense of membership Increase exchange among members Elaborate on history Communications about and by “heroes” and others Leadership and role modeling Communicating norms and values Reward systems Career management and job security Recruiting and staffing Socialization of new staff members Training and development Member contact Participative decision making Inter-group coordination Personal exchange
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20. Changing Culture Intervention Points Hiring and socialization of members who fit in with the culture Culture Removal of members who deviate from the culture Cultural communications Justifications of behavior Behavior 3 2 1 4 5 Managers seeking to create culture change must intervene at these points.
21. Socialization and Culture Socialization – the process by which organizations bring new employees into the culture.
22. The Process of Organizational Socialization Careful selection of entry-level candidates Start Deselect Humility-inducing experiences promote openness toward accepting organizational norms and values Teaches the new entrant that he/she doesn’t know everything about the job or company In-the-trenches training leads to mastery of a core discipline Extensive and reinforced on-the-job experience Rewards and control systems are meticulously refined to reinforce behavior that is deemed pivotal to success in the marketplace Adherence to values enables the reconciliation of personal sacrifices Reinforcing folklore Keeping alive stories that validate the organization’s culture Consistent role models Reward and recognize individuals who have done the job well 1 2 3 4 5 6 7
26. Mentor – a friend, coach, advisor or sponsor who supports, encourages, and helps a less experienced protégé.
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29. Phases of the Mentor Relationship Initiation Cultivation Separation Redefinition
30. Cultural Diversity Diversity – the vast array of physical and cultural differences that constitute the spectrum of human differences. The managerial challenge will be to identify ways to integrate the increasing number and mix of people from diverse national cultures into the workplace.
