ORGANISATIONAL CULTURES & DIVERSITY
Dr.Sekhar Chattopadhyay
1
Characteristics of Organizational Culture
Observed behavioral regularities Philosophy on treatment of employees/ customers Rules of employee behavior
Norms
Organizational Culture
Dominant values
Organizational climate
Four
Types of Organizational Cultures:
Family Eiffel Tower Guided Missile Incubator
3
Equity
Fulfillment-oriented Project-oriented culture culture INCUBATOR GUIDED MISSILE
Person Emphasis
Task Emphasis
FAMILY Power-oriented culture
EIFFEL TOWER Rule-oriented culture
Hierarchy
4
Family Culture
Strong emphasis on the hierarchy and orientation to the person
Leader is regarded as a caring parent who knows whats best for personnel Leader uses intuitive rather than rational knowledge Leader is motivated by praise rather than money Characterized by traditions, customs, and associations that bind together the personnel and make it difficult for outsiders to become members
Eiffel Tower Culture
Strong emphasis on the hierarchy and orientation to the task -- impersonal and efficient
Jobs are well defined Employees know what they are supposed to do Everything is coordinated from the top (hierarchy structure) Person holding top position could be replaced at any time without having an effect on the work being done
Guided Missile Culture
Strong emphasis on equality in the work place and orientation to the task
Teams and project groups are common Problem centered Focus on work, all committed to goal all team members equal Do whatever it takes to get the job done attitude Individual expertise is important 360-degree feedback systems are common Change comes quickly
Incubator Culture
Strong emphasis on equality and personal orientation
Organizations are the self-expression and fulfillment of individuals Little formal structure, creative work teams Intense emotional commitment to work All are co-creators, work 70 hr work weeks and love it Change is fast and spontaneous Leadership is achieved, not gained by position
Entrepreneurial companies
Managing Multiculturalism and Diversity
Phases
of Multicultural Development
Phase I - Domestic corporations Phase II - International corporations Phase III - Multinational corporations
Phase IV - Global corporations
Phases of Multicultural Development
Phase I Characteristics/ (Domestic Corporations) Activities
Primary orientation
Competitive strategy Importance of world business
Phase II (International Corporations)
Market
Multidomestic Important
Phase III (Multinational Corporations)
Price
Multinational Extremely important
Phase IV (Global Corporations)
Strategy
Global Dominant
Product/service
Domestic Marginal
Product/service
New, unique
More standardized
Few Large, multidomestic Domestic and primary markets
Completely standardized (commodity)
Many Larger, multinational Multinational, least cost
Mass-customized
Competitors Market Production location
None Small, domestic Domestic
Significant (few or many) Largest, global Imports and exports
10
Managing Multiculturalism and Diversity Types of Multiculturalism
Domestic vs Group Multiculturalism
Homogeneous groups Bicultural groups Token groups Multicultural groups
Potential Problems Associated with Diversity
Lack of cohesion Mistrust of others Perceptions and preconceived stereotypes Miscommunication, attitudes and biases
Multicultural teams are potentially very effective or very ineffective
11
Advantages of Diversity
Creativity
Generation of more and better ideas Prevents groupthink Culturally diverse groups can enhance creativity, lead to better decisions, and result in more effective and productive performance
Understanding the Conditions for Effectiveness
More effective when facing tasks requiring innovativeness
12
Highly ineffective
Average effectiveness
Highly effective
Building Multicultural Team Effectiveness
Using the Proper Guidelines
Members must be selected for their task-related abilities Members must recognize and be able to deal with differences Leader must help group to identify its overall goal Members must have equal power and respect each other Managers must provide positive feedback to the team
13
