Culture &

Organisation
-ANONYMOUS

Introduction
1.

Culture is learned, not inherited. It derives from one's social

environment.

2.

Historical perspective by Max Weber on German, French

and American.

3.

Culture operates an organization and organization

features operates the structure, it is recognizable
nationally. Structure can be basically classified as:

Mechanistic ~ favours more centralized.

Organic ~ decentralized.

Hofstedes Findings
Dimensions of culture

Power distance:
-more levels of hierarchy and centralized decision
making when power distance is high.
-Countries such as Malaysia, Panama, Philippines
rank high in terms of high power distance.

Individualism:
- Consensus and Cooperation has less value.

- It doesnt contribute to improvise group culture.

-USA, Australia, Britain are top 3 places under
individualism.

Dimensions Continued

Masculinity:
-Nurturing social relationships.
- Ensures bottom line profits to satisfy share holders and set
targets.
- Japan, Australia & Venezuela rank high.

Uncertainty Avoidance:
- Written rules and procedures
- Planning, organizing, coordinating and controlling.
- Greece and Finland stands on top.

Hofsteads map

From the graph

In quadrant 1, high hierarchy- centralized but less

formalized, uncertainty avoidance is low, most of them
are Asian countries.

In quadrant 2, less formalized, less hierarchy and

decentralized. Nordic and Anglo countries stands here.

In quadrant 3, high formalized, less hierarchy and

decisions are decentralized also known as Germanic
cluster.

In quadrant 4, companies tend to be mechanistic with

high centralization and formalization, most of them are
Latin countries.

Laurents Concepts
Political system
- Managers play vital
role.
-

Power is more prioritized

than attaining specific
objectives.
Latin European
managers are more
inclined towards power
in order to get job done
in the organizations.

Nordic and Anglo

managers oppose such
type of system.

Role Formalization
-

Detailed, well-defined
roles and functions.
Clarify complex
situations and tasks.

Nordic and Anglo

managers argue that
defining roles and
functions is harder in
this complex world.

Interferes with
maintaining flexibility
and achieving
coordination.

Management types..
Viking Management
Decentralized
Avoids conflict
Coordinated by values not
rules
Goal formulation, long
range objectives.

Brazilian Management
Centralized decision
making.
Personal relationships are
prioritized.
Short term oriented
Flexible and adaptable.

Indonesian Management
Family oriented
Friendly and helpful.
Tolerant
Decisions based on
compromise.

Laurent findings..

French and German are resistance to matrix

structures and violated the principle of unity of
command.

Management in Europe reject team approaches.

Companies in Singapore, Hong Kong, Japan

have performed well in industries such as banking
and has hierarchy remaining firmly in a place.

Confucian dynamism by Five Asian Dragons:

China, Hong Kong, Taiwan, Japan, South Korea
transplanted their culture of hard work, thrift and
respect for ones social network for fast changing
markets.

Best Practices

Companies must inculcate participative

management.

They must get adapted easily to foreign systems

whenever necessary, to succeed.

Facilitating and developing must be improvised

rather than directing and controlling.

Instead of being more authoritative like a boss,

the model of being a coach scores more.

THANK U
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