Management Work and Society

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

The most famous researcher of prevailing cultures in different countries goes by the name of Geert Hofstede. “He conducted one of the most comprehensive studies of how values in the workplace are influenced by culture” (). With the help of his research team, Professor Geert Hofstede created a model of national culture consisting of six dimensions. “The cultural dimensions represent independent preferences for on state of affairs

Dr. Hofstede performed a comprehensive study of how values in the workplace are influenced by culture. In the 1970’s, as a Dutch researcher Dr. Geert Hofstede, collected and analyzed data from 116,000 surveys taken from IBM employees in forty different countries around the world. From those results, Hofstede developed a model that identifies four primary dimensions of differentiate cultures. These include: Uncertainty Avoidance (UA), Masculinity-Femininity (MAS), Individualism-Collectivism (IND), Power and Distance (PD). After a further study of the Asian culture by researcher Michael Bond in 1991, Hofstede added a fifth dimension in his theory, Long- and Short-term time orientation (LTO), also referred to as the Confucian Dynamism. His research has framed how cultural differences can be used in professional business transactions. Geert Hofstede 's dimensions analysis can assist the business person in better understanding the intercultural differences within regions and between countries.

Culture is an important criterion for organisations to determine their strategies of management and leadership. This essay aims to outline Hofstede’s cross-cultural framework, identify similarities and differences in comparison with the Chinese Value Survey (CVS) and discuss how differences in individualism-collectivism and long-term/short-term orientation among employees could affect management and leadership. The finding is that Hofstede’s framework and CVS differ from cultural background and respondents; oppositely, the countries researched and outcomes are similar, and parts of the contents are related. The essay also suggests that individualism-collectivism and long-term/short-term orientation would influence

This lack of effort when facing challenge is likely to depress their performance. On the other hand, under a learning orientation, individuals will experience an adaptive pattern and they are more likely to increase effort when encountering difficulty and this effort is likely to increase performance. Keywords: Cultural Values, Goal Orientation, Organizational Behaviour, Human Resources Much research in organizational behavior has often ignored the impact of national culture on the individual (Boyacingler and Adler, 1991). This is not surprising since national culture’s influence in organizational behavior occurs at such a deep level that people are not usually aware of its influences (Triandis, 1983). For example, even though it is clear that values and goals of societies differ, most theories on work motivation have been made in the US with a US perspective (Boyacingler and Adler, 1991). This may encumber the generalizability of some of these motivation theories to a global environment because, as Hofstede (1980) affirms, even when some principles in motivation may be almost universal, the way managers implement them depend on individual differences in values and goals. These differences are determined by local conditions (Hofstede, 1980), and can be analyzed through the predominance of specific cultural dimensions. This paper contributes to fill the void of culture in many

This essay will first discuss the nature of Hofstede’s cultural framework and compare it with other culture frameworks. In the second part my personal score for each of the Hofstede’s cultural dimensions will be presented, followed by discussion on how my individual scores relate to the benchmarks suggested by Hofstede for my cultural background. The third section will address the issue of cross-cultural management and give suggestion to an Australian friend who is going to work as a manager in Shanghai.

The term “Organization Culture” refers to the value and behaviors that contribute to the unique social and psychological environment of an organization. Organization culture that includes the organization expectation, experiences and values that hold together and expressed its self-image, working, interaction with the other country and future expectation. Based on shared attitudes, beliefs, customs and written and unwritten the rules that have been develop over time and are considered valid. It also called corporate culture and it’s shown in the ways the organization conduct its business, treat the employees and wider the community. Other than that, freedom is allowed in decision making that develop the new ideas

By 2010 the model was completed after a final two more dimensions were added, named pragmatism and indulgence. The research carried out was conducted by Michael Minkov, who studied modern World Values Survey data taken from population samples nationally. Author Robert R.McCrae supports Hofstede’s dimensions by believing that they ‘represent a well-validated operationalization of differences between cultures as manifested in dominant value systems’ (McCrae, 2004). However, as studied on the Geert Hofstede website, only 6 dimensions are needed and necessary in defining culture attributes, resulting in pragmatism being dropped because of overlapping of meanings with long-term orientation.

Individuals in organizations face different reason for why they do their job the way they do. Effective leaders are able to find what motivates these individuals and get them to go in the direction that they need to go. Without the proper human resource from the organization’s leaders, culture and behavior could become affected in a way that is not in favor for growth.

“With increasing globalization, organizational culture will be more important than national culture”. Discuss and critically evaluate this statement.

A wise Professor named Geert Hofstede established one of the best studies that put into account a countries culture and how values in the workplace can affect them. Today I will look at a particular country that is quite similar to the United States. The country I have chosen is the United Kingdom. The United Kingdom encompasses England, Wales, and Scotland (which combined make up Great Britain) and Northern Ireland. Before looking at how United Kingdom numbers there first needs to be a description of what is in fact being numbered. Hofstede created five cultural dimensions. In each dimension whether it marked high or low can help a business

Some of the most influential research on cultural values has been done by Geert Hofstede. His empirical studies of work-related values have been extended to 74 countries. He has identified five major dimensions along which cultural values vary: high vs. low power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance vs. uncertainty acceptance, and short-term vs. long-term orientation.

Based on Geert Hofstede book titled Long-term Orientation (LTO) Cultures and Organizations: Software for the Mind, Third Edition, There are five dimensions of National Culture. Before, it was just a four dimensions but research by Michael Bond and colleagues among students in 23 countries led him in 1991 to adding a fifth dimension.