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Culture and Management

Culture and Management. Definitions of culture (see text) key concepts: assumptions levels of culture (onion skin metaphor) Caveats regarding culture Cultural frameworks An Integrated framework Culture and Management: Implications. BEWARE: Caveats regarding cultural frameworks.

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Culture and Management

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  1. Culture and Management • Definitions of culture (see text) • key concepts: assumptions • levels of culture (onion skin metaphor) • Caveats regarding culture • Cultural frameworks • An Integrated framework • Culture and Management: Implications

  2. BEWARE: Caveats regarding cultural frameworks • The ecological fallacy • Variations exist in all cultures: Culture as “normal distribution” • Stereotypes: Culture vs. personality • Multiple cultural identities • National, industry, corporate, regional, gender, function (discipline) • Our own cultural blinders (self-reference) • Don’t overplay the culture card • Remember history, politics, economics, technology • Try to understand cultural paradoxes (Osland & Bird) • Anomalies are important--the devil is in the details • Cultural trumping

  3. Cultural frameworks 1 • Kluckhohn & Strodbeck, 1961 • Relation to nature • Relationships among people • Belief about basic human nature • Mode of human activity • Orientation to time • Use of space • Hofstede, 1980 • Individualism/collectivism • Uncertainty avoidance • Power distance • Masculinity • Long term orientation (1988 with Michael Bond)

  4. Cultural frameworks 2 • Hall & Hall, 1995 (based on 1960) • Culture as communication • High/low context • Fast/slow messages • Space • Time (polychronic/monochronic) • Trompenaars, 1993 • Relationships with people • universalism vs. particularism • individualism vs. collectivism • neutral vs. emotional • specific vs. diffuse • achievement vs. ascription • Attitudes toward the environment • Attitudes toward time

  5. A proposed integrated framework: (Phillips& Boyacigiller, 1996)* • Free will/determinism • Personal relationships • Truth • Time/space • Communication • Purpose of life/work * Based on the works of Kluckhohn & Strodbeck, Hofstede, Hall & Hall & Trompenaars

  6. A proposed integrated framework: (Phillips& Boyacigiller, 1996) • Free will/determinism • control/subjugation/harmony • mutability • Personal relationships • individualism/collectivism • specific/diffuse • power differences • ascription/achievement • good/evil • Truth • universalism/particularism • rules/relationships • uncertainty avoidance

  7. A proposed integrated framework: (Phillips& Boyacigiller, 1996) • Time/space • past/future/present • Communication • monochronic/polychronic • personal/private • Purpose of life/work • being/doing • masculinity/femininity

  8. Culture and Management • The importance of assumptions • Process assumptions “about a communication or interaction situation” (e.g. the communication has no relat. to past events; the other person is making the same assumptions that you are) • Content assumptions “deals with things, concepts and facts.” (e.g. assumptions about hierarchy and status, the role of the individual vs. the group, the role of govt.) • The difficulty of unearthing our own assumptions and those of the other (Schein quote)

  9. Culture and management • Despite all the problems of cultural analysis: patterns exist • The goal: learn how to learn about culture • Australian cigarette box example • Goal: to figure out how to use our knowledge of cultural differences to achieve cultural synergy and intercultural effectiveness.

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