The purpose of this memorandum is to present the argument that national culture has an impact on the organizational culture in various ways. It will also seek to justify the contingencies that have to be taken into consideration when researching, making and implementing change initiatives.
Organizational culture in the era of globalization: is to clarify the functioning of organizations critical experiences, details creating the values upon which the strategies course towards the system, establish the example of human relations, determining fundamental attitudes towards the internal and external environment.
The interests for identifying and defining an organizations culture started in 1957 where an organization was address as a social organism. …show more content…
Power distance is defined as the degree to which the less powerful members of organizations and institutions and family accept and expect the power is distributed unequally.
In national culture high power distance means that the individuals will have a prevailing acceptance of large status differences between superiors and subordinates. Individuals with higher status act as superiors within the other individuals whereas the individuals with lower status tend to follow the instructed guidelines. Where as in low power distance all the individuals have similar authority towards their wants and needs possibility of conflicts (Hofstede et al., 1998).
Uncertainty avoidance is second to power distance. Hofstede mentions that uncertainty helps deal with the society’s tolerance for opacity (Hofstede et al., 1998).
According to Hofstede Masculinity focuses on the degree to which tough and assertive behavior is encouraged. Masculinity is compared to femininity shows the differences where values between the two different genders are unequal. Hofstede’s research on IBM showed that women’s values are seen as unequal in the society then of men’s values (Hofstede et al., …show more content…
According to hofstede’s research the individuals with this type of culture respect and obey their elders and the rules and guidance provided to them. Where as in countries where there is low uncertainty the opacity is less threatening and individuals tend to make fewer rules, take more risks, engage more in participative decision-making and favour organic structures (Cummings & Worley, 2001). Fagenson-Eland et al (2004) research shows that the cultures with high uncertainty avoidance are less likely to use culture change
Organizational culture in the era of globalization: is to clarify the functioning of organizations critical experiences, details creating the values upon which the strategies course towards the system, establish the example of human relations, determining fundamental attitudes towards the internal and external environment.
The interests for identifying and defining an organizations culture started in 1957 where an organization was address as a social organism. …show more content…
Power distance is defined as the degree to which the less powerful members of organizations and institutions and family accept and expect the power is distributed unequally.
In national culture high power distance means that the individuals will have a prevailing acceptance of large status differences between superiors and subordinates. Individuals with higher status act as superiors within the other individuals whereas the individuals with lower status tend to follow the instructed guidelines. Where as in low power distance all the individuals have similar authority towards their wants and needs possibility of conflicts (Hofstede et al., 1998).
Uncertainty avoidance is second to power distance. Hofstede mentions that uncertainty helps deal with the society’s tolerance for opacity (Hofstede et al., 1998).
According to Hofstede Masculinity focuses on the degree to which tough and assertive behavior is encouraged. Masculinity is compared to femininity shows the differences where values between the two different genders are unequal. Hofstede’s research on IBM showed that women’s values are seen as unequal in the society then of men’s values (Hofstede et al., …show more content…
According to hofstede’s research the individuals with this type of culture respect and obey their elders and the rules and guidance provided to them. Where as in countries where there is low uncertainty the opacity is less threatening and individuals tend to make fewer rules, take more risks, engage more in participative decision-making and favour organic structures (Cummings & Worley, 2001). Fagenson-Eland et al (2004) research shows that the cultures with high uncertainty avoidance are less likely to use culture change