Intro To Intercultural Management - pp01

Slide 1.
Part 1
Culture and management
Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, Pearson Education Limited 2015
Slide 1.2
Introduction
Introduces
A theoretical issue in each chapter
Outlines
Research in the field of culture in management
Provides
Some understanding of business culture in
international environment
Helps to develop
Desirable behaviours in a specific cross-cultural
context
Slide 1.3
Chapter 1
Determinants of culture
Slide 1.4
Preface: Organisational culture and ethnography

Role of ethnography in organisational research
Concept 1.1: Facets of culture

Concept of culture
Norms and values
Cultural assumptions in management
Concept 1.2: Levels of cultures

From national culture to culture and management.
Slide 1.5
Culture as organisational methaphor
Table 1.1
Common metaphors for organisations
Source: adapted from Tietze et al., 2003: 39.

Slide 1.6
The concept of culture

What culture is?/is not?
Culture is a code of attitudes, norms and values,
the way of thinking...
Culture determines:
How we see ourselves
How we see the world
Culture is not right or wrong, inherited, about

individual behaviour...
Slide 1.7
Three layers
The concept of culture has three layers:
1) Artefacts and attitudes
Behavioural or explicit level
2) Norms (rules) and values

Every culture has its own system
3) Basic assumptions
Difficult to describe or explain.
Slide 1.8
Comparison of value systems of societies

Four categories (Ruano-Borbalan, 2002)
Traditional society (Arab countries)
Religion plays an important role
Rational society (Germany)

Interests of the individual come first
Society where materialism is predominant

(ex-communist countries)
Post-modern society (Scandinavia)
Tolerant and democratic
Slide 1.9
European culture
What is important in the forming process of a
European culture?
Meeting of diversity
Complementarity of ideas
Interaction and interference within opposite values:
Religion/rationality
Mythical thought/critical thought
Humanism/science
(Morin, 1987)
Slide 1.10
Levels of cultures in a business context

Cultures can develop at different levels:
Culture and nation
National culture
Organisational culture
Corporate culture
Professional culture
Culture and management.
Slide 1.11
Culture and nation

Influence of culture/nation on organisations:
Macro level
Laws and economic institutions
The nation must be considered by organisations
going about their business.
Micro level
The organisation is influenced through a number
of cultural elements relating to:
employeremployee relationships
behaviour among employees.
Slide 1.12
National culture
Elements that contribute to the creation of a
national culture:
Physical environment
History of the nation
Institutions that contribute to the establishment

of a national culture
Family/Religion/Education
Mass communication media
The multinational company as culture-building
institution.
(Tabey, 2003)
Slide 1.13
In organisations, culture affects the way:
Strategy is determined
Goals are established
How the organisation operates.
The personnel of the organisation:

are influenced by their cultural backgrounds;
share their own values and perceptions.
(Schein, 1999)
Slide 1.14
Cultural assumptions in management

Edgar Schein defines culture as:
a set of basic assumptions shared
solutions
to universal problems of external adaptation (how
to survive) and internal integration (how
to stay together) which have evolved over time
and are handed down from one generation to
the next.
(Schein, 2004, p.14)
Slide 1.15
Corporate culture
Corporate culture is a combination of:
National/regional culture
Two differing views about the influence of

corporate culture on a (multi-) national company:
Success depends on it having either
1. A clearly defined corporate culture, or
2. A flexible culture
Internal factors play an important role, in

particular the extent of cultural control.
Slide 1.16
Professional culture
Three professional cultures in management:
Operators
involved in production (goods/services)
Engineers
design and monitor the technology
Executives
senior managers
(Schein, 1996)
The question remains: how do these professional

cultures co-exist?
Slide 1.17
Culture and management

Cross-cultural management
Explains the behaviour of people in organisations
around the world
Describes and compares organisational
behaviour across countries and cultures
Seeks to understand and improve the interaction
of : co-workers, managers, executives, clients,
suppliers and alliance partners.
(Adler, 2002)
Slide 1.18
Conclusion
Chapter 1 shows how difficult it is to give a
definition of the word culture.
Chapter 1 also shows that the individuals in a
group form a culture that can be national,
organisational or professional.

Intro To Intercultural Management - pp01

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Intro To Intercultural Management - pp01

Uploaded by

Copyright:

Available Formats

Slide 1.

Preface: Organisational culture and ethnography

Concept 1.1: Facets of culture

Concept 1.2: Levels of cultures

Culture as organisational methaphor

Common metaphors for organisations

Source: adapted from Tietze et al., 2003: 39.

The concept of culture

Culture is not right or wrong, inherited, about

2) Norms (rules) and values

Comparison of value systems of societies

Rational society (Germany)

Society where materialism is predominant

Levels of cultures in a business context

Culture and nation

Institutions that contribute to the establishment

The personnel of the organisation:

Cultural assumptions in management

Two differing views about the influence of

Internal factors play an important role, in

The question remains: how do these professional

Culture and management

You might also like