Culture: management cross-culture

1
Culture management cross-culture

• Concepts Implications

2
Meeting Objectives

• 1- To know your identity better.
• 2- To coop better with multicultural environment.
• 3- To be aware how culture shape business
  identity.
• 4- To realize how org. culture shape management
  behavior.

3
Internal Assessment (Contd)

• Organizational culture can be defined as a
  pattern of behavior developed by an organization
  as it learns to cope with its problem of external
  adaptation and internal integration that has
  worked well enough to be considered valid and to
  be taught to new members as the correct way to
  perceive, think, and feel. Remarkably resistant
  to change, culture can represent a major strength
  or weakness for the firm.

4
Internal Assessment (Contd)

• culture
• cultural products include values, beliefs,
  rituals, ceremonies, myths, stories, legends,
  language, metaphors\images, symbols, heroes, and
  heroines.
• Organizational culture significantly affects
  business decisions and thus, must be evaluated
  during an internal strategic-management audit.

5
What is culture?

• A socially organized process and a collectively
  validated product.
• How we do things around here.
• The glue that hangs every thing together in a
  meaningful way for a particular group of people.
• Culture for a group what personality is for an
  individual i.e. a source of identity.

6
What is culture?

• An heritage deeply rooted in history.
• What a group of people have in common, and that
  distinguishes them from other groups.
• Both a differentiating device and an integrating
  device.
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7
Types of Culture

• Macro-culture, at people level
• Organization Culture, related to the internal
  culture of the organization.
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8
Types of Org. Cultures

• 1- Blue-type culture USA, UK, German, Canada,
  low context culture
• 2- Green-type culture Africa, French, Spain,
  Arab countries, Asian countries. High context
  culture

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Competencies of Blue-type

• 1- Clarity of authority responsibility,
  communication channels.
• 2- Transparency
• 3- Structures processes
• 4- Task focus
• 5- Objectives driven
• 6- Quick decisions decentralized
• 8- Replaceability of individuals

10
Investigates of Blue-type criticisms

• 1- Machine-like
• 2- Overly structure, managed and controlled
• 3- planning religion
• 4- Doing thinks right gt Doing right things
• 5- De-motivating for individuals

11
Competencies of Green-type

• 1- Flexibility Seize opportunities
• 2- Innovation
• 3- People driven Relationship focus
• 4- Long-term horizon
• 5- Encourage cooperation and networking
• 6- Promote commitment and loyalty

12
Pathologies of Green-type

• 1- Confusion and chaos
• 2- Duplication of Efforts
• 3- Over-reliance on hierarchy and status
• 4- Over-centralization
• 5- Overly dependent on specific actors
• 6- Hard to change
• 7- Lack of concern for the short term.

13
Which culture is better (in terms of its
reflection on management?)

• No one can claim that his culture is better from
  another, since all cultures managed to develop
  success economies corporations by practicing
  their own management styles based on their own
  culture.
• What they should do?
• Knowing themselves better and learn from others.
  How happens?

14
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23
American perception of the French

• Superiority Attitude
• Class system managers are princely group-workers
  are serfs
• The French dont manage people they just dictate.
  They never fire anyone, employees stay for life
• They demean and insult their employees in front
  of peers

24
American perception of the French

• They dont adhere to schedules very well.
• No sense of urgency
• Inability to separate personal feelings from the
  actual business.
• Strong chain of command
• More open about globalization
• Lack of objectivity, reports are biased

25
American perception of the French

• The French abide by gentlemens agreement, they
  abide by spirit and intent of the agreement.
• Protocol is important in France,
• In US what does it take to get the job done?
• French use a lot of body language/facial
  expressions, sometimes interpreted negatively.

26
American perception of the French

• French are more talkative and emotional

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Features of Arab Management

• 1- Status and seniority significantly outweigh
  ability and performance
• 2- Low level of delegation
• 3- Authoritarian management style
• 4- Decision-making is pushed upwards
• 5- Decisions are renegotiable at later time
• 6- Absence of Western-style of democratic systems
• 7- Consultative style of decision-making are
  dominant, and conducted on a person-to-person
  basis

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Features of Arab Management

• 8- Management is reactive and crisis oriented
• 9- High level of uncertainty at work
• 10- Strong preference of a person-oriented
  approach rather than a task oriented approach.
• 11- Nepotism is regarded as natural and
  acceptable
• 12- Value loyalty over efficiency
• 13- Punctuality and time are of much less concern
• 14- Patriarchy society, the dominance of the
  father

29
Palestinian Management

• 1- Living under occupation caused uncertainty
• 2- Manager does not plan for long periods of
  time, the focus is on daily operations
• 3- Lack of accuracy in forecasting and analysis
• 4- Centralized and authoritative

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Approaches of Management

1. The American classical school of management
   strongly emphasis on marketing, strategy, and the
   competitive model
2. Japanese approach with its emphasis on management
   science and the disciplines of statistical
   process control, based on the practical
   experience of managing production and operations

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Approaches of Management

• 3) European model with its incorporation of
  several elements including, social, democratic
  practices, philosophy and political process
• 4) The Arab management with its influenced with
  Islam, social and political life in the Arab
  world.

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Factors influence managerial behavior in Arab
World

1. The distinctive characteristics of Arab
   organizations bus. Size, family role, limited
   job market, its influences on employee
   advancement.
2. The cultural dimensions Three factors

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The cultural dimensions

• Traditional religious values influenced
  management behavior in delegation, superiority.
• Arab value system Aspects fatalism versus free
  well, shame versus guilt, dictation by history
  prevent searching for new models.
• Socio-economic and political factors education
  system, role of family, politics.

34
Management characteristics in Gazas
manufacturing establishments

• The results were based on field work
• Question 1, how employees consider their direct
  managers?
• (94) of subordinates perceive their bosses as
  Godfathers
• Question 2, is there an encouragement to the
  employees at your establishment for innovation
  and initiation in order to develop work
  performance?
• (92) said that subordinates were rarely or never
  encouraged to innovate or initiate at work. May
  be attributed to the authoritarian style of
  leadership. 84 said that there is low trust
  between management and subordinates.

35
Management characteristics in Gazas
manufacturing establishments

• Question 3, what is the degree of management
  commitment to decisions made at the
  establishment?
• 68 of research sample said that, all
  made-decisions are renegotiable.
• Question 4, what is the common criteria used to
  evaluate employees performance at your
  establishment?
• 88 of research sample believe that personal
  relations is predominant criteria in judging
  employees performance

36
Management characteristics in Gazas
manufacturing establishments

• Question 5, how does company usually recruit its
  employees?
• The great majority (70) of companies prefer
  relatives and friends in employment.
• Question 6, How do you grade the value of time at
  your establishment
• 74 of research sample do not value time and they
  were not punctual to appointments.