Organizational cultures in an international context
8 important questions on Organizational cultures in an international context
Why became culture relevant in management studies
- contextucal changes around 1980/ emergence of Japan as an important competitor
- task related changes / managers increasingly rrealize that success of M&A´s depends on succesfull integration of people and organizations
- academic arguments
- culture affects different managerial roles in daily practice (decision maker, negotiator, leader)
Role 1: Manager as decision maker: howrationalcanyoube ?
- bounded rationality (incomplete information)
- cultural constraints (vigilance, compacency, defensive avoidance, hypervigilance)
- simplifying strategies (availability, representativeness)
Role 2: Manager as negotiator
- language issues
- communication style (explicit/implicit, direct/indirect, silence/verbal)
- non-verbal communications (tone voice, eye contact, facial expressions)
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High context cultures (=HCC):
- §Speaking style focuses on in-group members who share similar experiences.
- complex and implicit messages
- §HCCs are relational, collectivist, intuitive and contemplative.
›Low context cultures (=LCC):
- §Speaking style assumes less ‘contextual clues’ and explicit.
- §LCCs are logical, linear, individualistic, and action-oriented. People like logic, facts and directness.
- §In business relations: explicit contracts are important.
Role 3: Manager as leader
- Leadership depends on schema of cultural differences (Hofstede)
- different behavior can be expected
- culture matters with motivation (content/process theories)
How philips innovate:
Espoused values philips
2. take ownership
3. team up to excel
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