Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 1 Culture: management cross-...

download Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 1 Culture: management cross- culture Concepts & Implications

of 36

  • date post

    26-Dec-2015
  • Category

    Documents

  • view

    217
  • download

    2

Embed Size (px)

Transcript of Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 1 Culture: management cross-...

  • Slide 1
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 1 Culture: management cross- culture Concepts & Implications
  • Slide 2
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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.
  • Slide 3
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 3 Internal Assessment (Cont d) 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.
  • Slide 4
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 4 Internal Assessment (Cont d) 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.
  • Slide 5
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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.
  • Slide 6
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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. : . : .
  • Slide 7
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 7 Types of Culture Macro-culture, at people level Organization Culture, related to the internal culture of the organization. : .
  • Slide 8
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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
  • Slide 9
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 9 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
  • Slide 10
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 10 Investigates of Blue-type: criticisms 1- Machine-like 2- Overly structure, managed and controlled 3- planning religion 4- Doing thinks right > Doing right things 5- De-motivating for individuals
  • Slide 11
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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
  • Slide 12
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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.
  • Slide 13
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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?
  • Slide 14
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 14 1- : . 2- : . 3- : .
  • Slide 15
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 15 4- : . 5- : . 6- . .
  • Slide 16
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 16 7- : . 8- : .
  • Slide 17
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 17 9- : . 10- : .
  • Slide 18
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 18 11. : . 12. : .
  • Slide 19
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 19 13- : - - - . 14- : - - - . 15- : - - - .
  • Slide 20
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 20 . .
  • Slide 21
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 21 : : ( )
  • Slide 22
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 22 1. : . 2. : . 3. : . 207 : . .
  • Slide 23
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 23 American perception of the French Superiority Attitude Class system: managers are princely group-workers are serfs The French don t manage people they just dictate. They never fire anyone, employees stay for life They demean and insult their employees in front of peers
  • Slide 24
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 24 American perception of the French They don t 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
  • Slide 25
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 25 American perception of the French The French abide by gentlemen s 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.
  • Slide 26
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 26 American perception of the French French are more talkative and emotional
  • Slide 27
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 27 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
  • Slide 28
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 28 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
  • Slide 29
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 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
  • Slide 30
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 30 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;
  • Slide 31
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 31 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.
  • Slide 32
  • Culture, Concepts & Implications Prof. Dr Majed El-Farr 2009 32 Factors influence managerial behavior in Arab World 1.The distinctive characteristics of Arab o