Professional Documents
Culture Documents
Lecture objectives
What is culture
The
sum total of the beliefs, rules, techniques, institutions, and artifacts that
characterize human populations (Rugman and Collinson, 2006, p. 153)
the
The
the
And,
Elements of culture
Language
Under lying values, social organisation and how we
think and act
Language
Religion
the work and social customs (from the days of the week on which
people work to their dietary habits)
politics and business.
Organisational
or Corporate culture
Religion
Organisational culture: naturally occurring phenomena that all
organisations posses (Brown, 1998)
Or
Ways
Organisational
or Corporate culture
Religion
Organisations are considered to be home to and carriers of several cultures
at levels that include function, organisation and business unit, profession
and occupational group, ethnic group, project-based network, regional
institution, geographical and economic region, ideology and religion.
Corporate
Promoting
(innovative,
Second
The third level: basic, taken for granted assumptions that individuals hold about
societies and organisations and how they function. Thus, concern human
behaviour, notions of reality and relationship between a people and their
environment
The idea is that across these levels, cultural differences dictate contrasting ideas
and practices about what is good management in general and HRM in particular
Work attitudes
for example: work ethics, organization commitment, etc.
Achievement motivation
the desire to accomplish objectives and achieve success
Ethics
standards of conduct and morality.
Religion
Cultural issues
in strategic management
Masculinity
Indulgence: the extent to which people try to control their desires and impulses.
(Hofstede, 1980, 1991, 2001)
Tendency
Cultural
The
Crucially,
Why
Avoid
Brewster, C, Sparrow, P, and Vernon, G (2011) International Human Resource Management 2nd edition. London,
CIPD Publishing (chapters 2 & 3)
Child, J. (2005), Theorizing about organisation cross-nationally, in Scullion, H. and Lineham, M., International
Human resource management, Palgrave Macmillan, pp. 26 - 54
Earley, P.C., & Singh, H. 2000. Innovations in international and cross-cultural management. Thousand Oaks: Sage.
Hampden-Turner, C and Trompenaars, F. (1997), Ridding the waves of culture: Understanding Diversity in Global
Business, London: McGraw Hill
Hofstede, G. (1980) Cultures Consequences: International differences in work-related values, London, Sage
Hofstede, G. (1991) Cultures and Organisations: Software of the mind, London, McGraw-Hill
Rugman and Collinson, International Business, 4th Edition, Pearson Education, 2006, (Chapter five).
Saidy Khan, A. and Ackers, P. (2004) Neo-pluralism as a Theoretical Framework for Understanding HRM in SubSaharan Africa Internal Journal of HRM, 15(7) (pp. 1330-1353).
Sparrow, P., Harris, H. and Brewster, C. (2004) Globalising Human Resource Management, London: Routledge.
Trindis, H. C. The many Dimensions of Culture, Academy of Management Executive, vol. 18, no. 1 (2004), pp. 88-94.