阿克苏诺贝尔多元文化环境与公司文化(3)

BusinessUnitWhatisCulture?Asystemofvaluesandnormssharedamongagroupofpeopleand,whentakentogether,constituteadesignforliving.BusinessUnitWhatisCulture?Culturecanbedefinedasasystemoforientationinanorganizationconsistingofbasic,unconsciousattitudes,ofvalues,andofthecorrespondingartifact.Suchvalues+veor-vemaybereinforcedimplicitlyorexplicitlyoveraperiodoftime.Itinfluencethebehavior,communication,actingandjudgementsofthefellowcolleagues.BusinessUnitNormsandValues•Norms:–Socialrulesandguidelinesthatprescribeappropriatebehaviorinparticularsituations.–Folkways:•Routineconventionsofeverydaylife.–Mores:•Centraltofunctioningofsocietyanditssociallife.•Values:–Abstractideasaboutwhatagroupbelievestobegood,right,anddesirable.–Thebedrockofculture.–Haveemotionalsignificance.•Freedom.BusinessUnitDeterminantsofCultureCulture:NormsandValueSystemsEducationEconomicPhilosophyPoliticalPhilosophyReligionLanguageSocialStructureBusinessUnitHofstede•Study(IBM)isageneralwaytolookatdifferencesbetweencultures.•4dimensions:–Powerdistance.–Individualismversuscollectivism.–Uncertaintyavoidance.–Masculinityversusfemininity.•But:–Assumptionofone-to-onerelationshipbetweencultureandnation-state.–Researchmaybeculturallybound.–Respondentsworkedwithinasinglecompany.–Workisbeginningtolookdated(1967-1973).BusinessUnitWorkRelatedValuesforSelectedCountriesPowerDistanceUncertaintyAvoidanceIndividualismMasculinityArgentina49864656Brazil69763849France68867143India77404856Japan54924695Mexico81823069Netherlands38538014U.S.A.40469162China79391655BusinessUnitCultureandEthics•Dothe“right”thing.•ThomasDonaldson’sThreePrinciples:–Respectforcorehumanvalues(humanrights),whichdeterminetheabsolutemoralthresholdforallbusinessactivities.–Respectforlocaltradition.–Thebeliefthatcontextmatterswhendecidingwhatisrightandwhatiswrong.BusinessUnitTheOrganizationandCulture•OrganizationalCulture–Values,beliefs,behaviors,customs,andattitudesthathelpthemembersoftheorganizationunderstandwhatitstandsfor,howitdoesthings,andwhatitconsidersimportant.•Multiculturalism–Thebroadissuesassociatedwithdifferencesinvalues,beliefs,behaviors,customs,andattitudesheldbypeopleindifferentcultures.•Diversity–Whenmembersofagroupdifferfromoneanotheralongdimensionssuchasage,gender,orethnicity.BusinessUnitTrendsinDiversityandMulticulturalism•ReasonsforIncreasingDiversityandMulticulturalismIncreasingdiversityandmulticulturalisminorganizationsIncreasedaware-nessthatdiversityimprovesthequalityoftheworkforceTheglobalizationmovementLegislationandlegalactionChangingdemographicsinthelaborforceBusinessUnitHowDiversityandMulticulturalismPromoteCompetitiveAdvantageResourceacquisitionargumentSystemsflexibilityargumentCreativityargumentCompetitiveAdvantageCostargumentProblem-solvingargumentMarketingargumentBusinessUnitDiversityandCompetitiveAdvantage•Diversitypromotescompetitiveadvantageby:–increasingorganizationalsystems’flexibility.–bringingaddedcreativity.–increasingthemarketscopeofproducts.–broadeningtheresourcesacquisitionbasis.–addingadiversityofviewpointstoproblem-solvingdecision-makingprocesses.–decreasingthecostofdoingbusiness.BusinessUnitMulticulturalismandConflict•SourcesofConflict–Personnelactionsbeingattributedtodiversitystatus.–Misunderstood,misinterpreted,orinappropriateactionsbetweenpeopleorgroups.–Culturaldifferencesinworkhours,personalstyles,interpersonalrelations,andconflict.–Fear,distrust,orindividualprejudices.BusinessUnitManagingDiversityandMulticulturalisminOrganizations•IndividualStrategies–Understandingthenatureandmeaningofdiversityandmulticulturalism.–Developingempathyinunderstandingtheperspectiveofothers.–Developingtoleranceoffundamentalculturaldifferences.–Havingawillingnesstocommunicateanddiscussdiversityandmulticulturalismissues.BusinessUnitManagingDiversityandMulticulturalisminOrganizations(cont’d)•OrganizationalApproaches–OrganizationalPolicies•Activelyseekadiverseandvariedworkforce.•Positiveresponsestodiversityproblems.•Missionstatementofcommitmenttodiversity.–OrganizationalPractices•Supportnetworks,structuredbenefitspackages,flexibleworkinghours,anddiversityinworkgroupsandteams.–DiversityandMulticulturalTraining•Trainingthatenablesorganizationmemberstofunctioninadiverseandmulticulturalenvironment.–OrganizationalCulture•Incorporatingintoaculturethevaluationofdiversity.BusinessUnit“Anorganization’scapacitytoexecuteitsstrategydependsonits“hard”infrastructure--itsorganizationstructureandsystems--andonits“soft”infrastructure--itscultureandnorms.”•AmarBhide“Quote”BusinessUnitWhatMakesUpaCompany’sCulture?•Beliefsabouthowbusinessoughttobeconducted•Valuesandprinciplesofmanagement•Workclimateandatmosphere•Patternsof“howwedothingsaroundhere”•Oft-toldstoriesillustratingcompany’svalues•Taboosandpoliticaldon’ts•Traditions•EthicalstandardsBusinessUnitWhereDoesCorporateCultureComeFrom?•Founderorearlyleader•Influentialindividualorworkgroup•Policies,vision,orstrategies•Traditions,supervisorypractices,employeeattitudes•Organizationalpolitics•Relationshipswithstakeholders•InternalsociologicalforcesBus