阿克苏诺贝尔多元文化环境与公司文化课件.pptx
What is Culture?,A system of values and norms sharedamong a group ofpeople and, whentaken together,constitute a designfor living.,What is Culture?A system of va,What is Culture?,Culture can be defined as a system of orientation in an organization consisting of basic, unconscious attitudes, of values, and of the corresponding artifact. Such values +ve or -ve may be reinforced implicitly or explicitly over a period of time. It influence the behavior, communication, acting and judgements of the fellow colleagues.,What is Culture? Culture can,Norms and Values,Norms:Social rules and guidelines that prescribe appropriate behavior in particular situations.Folkways:Routine conventions of everyday life.Mores:Central to functioning of society and its social life.,Values:Abstract ideas about what a group believes to be good, right, and desirable.The bedrock of culture.Have emotional significance.Freedom.,Norms and ValuesNorms:Values:,Determinants of Culture,Determinants of CultureCulture,Hofstede,Study (IBM) is a general way to look at differences between cultures.4 dimensions:Power distance.Individualism versus collectivism.Uncertainty avoidance.Masculinity versus femininity.But:Assumption of one-to-one relationship between culture and nation-state.Research may be culturally bound.Respondents worked within a single company.Work is beginning to look dated (1967-1973).,HofstedeStudy (IBM) is a gener,Work Related Values for Selected Countries,Work Related Values for Select,Culture and Ethics,Do the “right” thing.Thomas Donaldsons Three Principles:Respect for core human values (human rights), which determine the absolute moral threshold for all business activities.Respect for local tradition.The belief that context matters when deciding what is right and what is wrong.,Culture and EthicsDo the “righ,The Organization and Culture,Organizational CultureValues, beliefs, behaviors, customs, and attitudes that help the members of the organization understand what it stands for, how it does things, and what it considers important.MulticulturalismThe broad issues associated with differences in values, beliefs, behaviors, customs, and attitudes held by people in different cultures.DiversityWhen members of a group differ from one another along dimensions such as age, gender, or ethnicity.,The Organization and CultureOr,Trends in Diversity and Multiculturalism,Reasons for Increasing Diversity and Multiculturalism,Trends in Diversity and Multic,How Diversity and MulticulturalismPromote Competitive Advantage,How Diversity and Multicultura,Diversity and Competitive Advantage,Diversity promotes competitive advantage by:increasing organizational systems flexibility.bringing added creativity.increasing the market scope of products.broadening the resources acquisition basis.adding a diversity of viewpoints to problem-solving decision-making processes.decreasing the cost of doing business.,Diversity and Competitive Adva,Multiculturalism and Conflict,Sources of ConflictPersonnel actions being attributed to diversity status.Misunderstood, misinterpreted, or inappropriate actions between people or groups.Cultural differences in work hours, personal styles, interpersonal relations, and conflict.Fear, distrust, or individual prejudices.,Multiculturalism and ConflictS,Managing Diversity and Multiculturalism in Organizations,Individual StrategiesUnderstanding the nature and meaning of diversity and multiculturalism.Developing empathy in understanding the perspective of others.Developing tolerance of fundamental cultural differences.Having a willingness to communicate and discuss diversity and multiculturalism issues.,Managing Diversity and Multicu,Managing Diversity and Multiculturalism in Organizations (contd),Organizational ApproachesOrganizational PoliciesActively seek a diverse and varied workforce.Positive responses to diversity problems.Mission statement of commitment to diversity.Organizational PracticesSupport networks, structured benefits packages, flexible working hours, and diversity in work groups and teams.Diversity and Multicultural TrainingTraining that enables organization members to function in a diverse and multicultural environment.Organizational CultureIncorporating into a culture the valuation of diversity.,Managing Diversity and Multicu,“An organizations capacity to execute its strategy depends on its “hard” infrastructure-its organization structure and systems-and on its “soft” infrastructure-its culture and norms.”,Amar Bhide,“An organizations capacity t,What Makes Up a Companys Culture?,Beliefs about how business ought to be conductedValues and principles of managementWork climate and atmospherePatterns of “how we do things around here”Oft-told stories illustrating companys valuesTaboos and political dontsTraditionsEthical standards,What Makes Up a Companys,Where Does Corporate Culture Come From?,Founder or early leaderInfluential individual or work groupPolicies, vision, or strategiesTraditions, supervisory practices, employee attitudesOrganizational politicsRelationships with stakeholdersInternal sociological forces,Where Does Corporate Culture,How Is a Companys Culture Perpetuated?,Selecting new employees based on how well their personalities “fit” inSystematic indoctrination of new employeesSenior employees reinforcement of core valuesStory-telling of company legendsCeremonies honoring employees who display cultural idealsVisibly rewarding those who follow cultural norms,How Is a Companys Culture,Forces and Factors Causing Culture to Evolve,Internal crisesRevolutionary technologiesNew challengesArrival of new leadersTurnover of key employeesDiversification into new businessesExpansion into different geographic areasRapid growth adding new employeesMerger with or acquisition of another companyGlobalization,Forces and Factors Causing,Culture and Strategy Execution: Ally or Obstacle?,Culture can contribute to - or hinder - successful strategy executionRequirements for successful strategy execution may - or may not - be compatible with cultureA close match between culture and strategy promotes effective strategy execution,Culture and Strategy Execut,Why Culture Matters: Benefits of a Good Culture-Strategy Fit,Strategy-supportive cultures Shape mood and temperament of the work force, positively affecting organizational energy, work habits, and operating practices Provide standards, values, informal rules and peer pressures that nurture and motivate people to do their jobs in ways that promote good strategy executionStrengthen employee identification with the company, its performance targets, and strategy,Why Culture Matters: Benefi,Why Culture Matters: Benefits of aGood Culture-Strategy Fit (continued),Strategy-supportive culturesStimulate people to take on the challenge of realizing the companys vision, do their jobs competently and with enthusiasm, and collaborate with others to execute the strategyOptimal condition: A work environment thatPromotes can do attitudesAccepts changeBreeds needed capabilities,Why Culture Matters: Benefi,Types of Corporate Cultures,Types of Corporate Cultures,Characteristics ofStrong Culture Companies,Conduct business according to a clear, widely-understood philosophy Management spends considerable time communicating and reinforcing valuesValues are widely shared and deeply rootedTypically have a values statementCareful screening/selection of new employees to be sure they will “fit in”Visible rewards for those following norms; penalties for those who dont,Characteristics ofStrong Cu,How Does a Culture Come to Be Strong?,Leader who establishes values consistent withCustomer needsCompetitive conditionsStrategic requirementsA deep, abiding commitment to espoused values and business philosophyPracticing what is preached!Genuine concern for well-being ofCustomersEmployeesShareholders,How Does a Culture Come t,Characteristics ofWeak Culture Companies,Many subculturesFew values and norms widely sharedFew strong traditionsLittle cohesion among the departmentsWeak employee allegiance to companys vision and strategyNo strong sense of company identity,Characteristics ofWeak Cult,Characteristics of Unhealthy or LowPerformance Cultures,Politicized internal environmentIssues resolved on basis of turfHostility to changeExperimentation and efforts to alter status quo discouragedAvoid risks and dont screw upPromotion of managers more concerned about process and details than resultsAversion to look outside for superior practicesMust-be-invented here syndrome,Characteristics of Unhealthy,Hallmarks of Adaptive Cultures,Introduction of new strategies to achieve superior performanceStrategic agility and fast response to new conditionsRisk-taking, experimentation, and innovation to satisfy stakeholdersProactive approaches to implement workable solutionsEntrepreneurship encouraged and rewardedTop managers exhibit genuine concern for customers, employees, shareholders, suppliers,Hallmarks of Adaptive Cultu,Types of Culture-Changing Actions,Revising policies and procedures to help drive cultural changeAltering incentive compensation to reward desired cultural behaviorVisibly praising and recognizing people who display new cultural traitsHiring new managers and employees who have desired cultural traits and can serve as role modelsReplacing key executives strongly associated with old cultureCommunicating to all employees the basis for cultural change and its benefits,Types of Culture-Changing A,Symbolic Culture-Changing Actions,Emphasize frugalityEliminate executive perksRequire executives to spend time talking with customersAlter practices identified as cultural hindrancesVisible awards to honor heroesCeremonial events to praise people and teams who “get with the program”,Symbolic Culture-Changing Ac,Substantive Culture-Changing Actions,Benchmarking and best practicesSet world-class performance targetsBring in new blood, replacing traditional managersShake up the organizational structureChange reward structureIncrease commitment to employee trainingReallocate budget, downsizing and upsizing,Substantive Culture-Changing,Establishing Ethical Standards and Values,A culture based on ethical principles is vital to long-term strategic successEthics programs make ethical conduct a way of lifeValue statements serve as a cornerstone for culture-buildingA code of ethics serves as a cornerstone for developing a corporate conscienceApproaches to establishing ethical standardsWord-of-mouth indoctrination and traditionWritten documents,Establishing Ethical Standar,Value Statements and Codes of Ethics,Topics in Value StatementsCustomer importanceCommitment to qualityCommitment to innovationRespect for individual employeeImportance of honestyDuty to stockholdersDuty to suppliersCorporate citizenshipProtecting the environment,Topics in Codes of EthicsHonesty & observing the lawConflicts of interestFairness in marketing practicesUsing inside informationSupplier relationsCorrupt practicesAcquiring information Political activitiesUse of company assetsProprietary informationPricing, contracting, & billing,Value Statements and Codes,Instilling Values and Ethics in the Culture,Incorporate values statement and ethics code in employee training programsScreen out applicants who do not exhibit compatible character traitsCommunicate the values and ethics code to all employeesManagement involvement and oversightStrong endorsement by CEOWord-of-mouth indoctrination,Instilling Values and Ethic,Building a Spirit of HighPerformance into the Culture,Emphasize achievement and excellencePromote a results-oriented culturePursue practices to inspire people to excelDesired outcomeProduce extraordinary results with ordinary people,Building a Spirit of High,Approaches to Building aSpirit of High Performance,Treat employees with dignity and respectTrain each employee thoroughlyEncourage employees to use initiativeSet clear performance standardsUse rewards and punishment to enforce high-performance standardsHold managers responsible for employee developmentGrant employees autonomy to contributeMake champions out of people who excel,Approaches to Building aSp,People Management Practices ThatPromote a Spirit of High Performance,Belief in the worth of the individualStrong commitment toJob securityPromotion from withinManagerial practices that encourage employees to exercise individual initiative and creativityPride in doing the “itty-bitty, teeny-tiny things” right,People Management Practices,CONCLUSION,To build strong corporate working culture we need to :Understand and accept the cultural differences between countries, states, provinces, etc. to avoid conflicts.Manage diversity and multiculturalism within an organization for better efficiency.Identify industrial and organizations needs for the way we should workAnalyze whats the present working culture and implement necessary working culture changing actions when required.Sustain the appropriate culture through proper human resource management policies and practices.,CONCLUSIONTo build strong corp,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,阿克苏诺贝尔多元文化环境与公司文化课件,
