Transcript Comparative Culture

QUESTION
Before we start, I like to
ask you a couple of
questions!
IS THIS A RUDE GESTURE?
THE “CORNA” (AKA “HOOK ‘EM HORNS” )
THE “CORNA” (IN U.S.A.)
 Presence
of Devil
 Satanic salute (1960s)
 Nowadays means
“rock on”
 Occasionally
used by
baseball players to
indicate “two outs”
INDIA (HINDUISM)
Known
as the “Karana Mudra”
Removal of troubles like sickness or
negative thoughts or evil
“CUCKOLD”

Known in Albania, Argentina, Brazil, Colombia,
Cuba, Czech Republic, Greece, Italy, Portugal,
Spain, Slovakia and Uruguay as: (saying it
politely!)
“your
wife is cheating on you”
QUESTION
So, why the confusion?
What’s the difference?
ORGANIZATIONAL
CULTURE &
INNOVATIONAL
LEADERSHIP
Dr. Massoud Moslehpour
OUTLINE
 Pioneers
of cultural studies
 What is culture?
 What is paradigm?
 Perspectives
 National and corporate culture
SO, WHAT’S THE BIG DEAL?
Why do we need to learn about
culture?
 Isn’t knowing the language
enough?
 Let
 The
me give you an
example!
story of the marketing
manager!
EXPERTS
 Edward
T. Hall
 Geert Hofstede
 Fons Trompenaars
EDWARD T. HALL
1
9
1
4
Born
in Webster
Groves,
Missouri
U.S.A.
EDWARD T. HALL
1
Earned Ph.D. in
9
Anthropology from
4
2 Columbia University
1
9
4 Reed)
6
Married (Mildred Ellis
1
9
Director of Government
5
Training
Program
at the
0 Foreign Service Institute,
∫
Washington, D.C.
5
5
2
0 Edward T. Hall
0 Died (age 95)
9
GEERT HOFSTEDE
1
Born in
9 Haarlem,
2 the
Netherlands
8
GEERT HOFSTEDE
1
9
5
5
Married
(Maaike A. van den Hoek)
4 sons
10 grandchildren
1 great-grandchild
GEERT HOFSTEDE
1
9
6
7
Doctor of Social
Science (Ph.D.; cum
laude). Thesis:
"The Game of
Budget Control"
FONS TROMPENAARS
1
9 Born in
the
5 Netherlands
3
FONS TROMPENAARS
PhD
University of
1 Pennsylvania thesis:
9
8
3
“The
Organization
of Meaning and the
Meaning of
Organization”
WHAT IS CULTURE?
Culture is primarily a system for
creating, sending, storing and
processing information.
Edward T. Hall
WHAT IS CULTURE?
It is the collective programming of
the mind which distinguishes
the members of one group or
category of people from another.
Geert Hofstede
WHAT IS CULTURE?
Culture is the way in which a
group of people solves problems
and reconciles dilemmas
Fons Trompenaars
SO…. SIMPLY….
"Culture is a system for
differentiating between
in-group and
out-group people."
IN SHORT, CULTURE…
Helps
us…
 categorize and classify our experiences;
 define our world and our place in it.
 separate ourselves from others
Prevents us from…
 appreciating commonalities
 seeing shared values
CULTURE
Our
culture is our world and our
world is based on our
Paradigms
PARADIGM
par-a-digm
n.
An example that serves
as pattern or model

Excerpted from American Heritage
Talking Dictionary. Copyright
1997.
WHAT’S PARADIGM?

Let me tell you a story!
PURPOSE
The
purpose of my presentation is very simple:
there is no
one best way of doing
things (for you & others).
I hope to show you that
REALLY? WHY?
You may be wondering….
Why?
Because there are different
perspectives!
WHAT IS PERSPECTIVE?

Perspective* is a way of regarding situations,
topics, a
mental view, or the state of
one's ideas
angle, aspect, attitude, broad view, mindset,
viewpoint, vista, way of
looking
*Dictionary.com
PERSPECTIVES
An English professor wrote
these words on the blackboard,
"woman without her man is nothing"
and asked the students to
punctuate it correctly.
WHO IS CORRECT?
The men wrote:
"Woman, without her man,
is a nothing."
The women wrote:
"Woman: Without her, man
is nothing."
NATIONAL CULTURES AND
CORPORATE CULTURE
CULTURE IN GENERAL:
shared beliefs
A complex system of
, norms
and values; the implicit mechanism of coordination and
patterns of interaction and
expectations of conduct that are
collaboration;
implicitly and automatically
rewarded or punished
CULTURE IN MANAGEMENT
An
intangible asset, a key strategic resource,
and a source of sustainable competitive
advantage.
Not available for others to acquire, nearly
impossible to deconstruct and reproduce.
ORGANIZATIONAL CULTURE
Determined by:

Ideals of leaders

Ideals of employees
 Technology
 Market
TROMPENAARS ORGANIZATIONAL CULTURE
4 types of corporate
culture:
 Eiffel
Tower
 Family
 Incubator
 Targeted Missile
DETERMINING A CORPORATE CULTURE
 Three



aspects of organizational culture:
relationship between employees
and their organization
The vertical or hierarchical system of authority
defining superiors and subordinates
The general views of employees about
the organization’s purpose and goals and their
places in this.
General
TROMPENAARS' FOUR DIVERSITY CULTURES
Egalitarian
•Fulfillmentoriented
culture
•Projectoriented
culture
Incubator
Guided
Missile
Task
Person
Family
Eiffel
Tower
•Personoriented
culture
•Role-oriented
culture
Hierarchical
Person-oriented culture
 Close face-to-face
relationships, but also
hierarchical
 Power oriented corporate
culture
 Respect the “elders” and
indulge the “youngsters”
Family
Person-oriented culture
Elders determine the pattern,
set the tone and models
 Pressure is moral and social;
rather than legal or
financial
Family
Person-oriented culture
 Diffuse relationship –
Elders are always influential
 Power and authority is
natural
 Japan,
Spain, Italy,
Greece, Turkey, South
Korea, Singapore
Family
Role-oriented culture
 Mostly
found in Western
culture
 Each
function is prescribed in
advanced
 Each manager has clear and
demonstrable function of holding
together the levels beneath
Eiffel
Tower
Role-oriented culture
must obey the boss
because it’s his duty to
instruct you
 You
is defined clearly, so if
the boss goes, almost nothing
changes
 Job
Role and
rule oriented
Eiffel
Tower
Role-oriented culture
Opposite to the “Family” style
Roles are rated for its
complexity and
responsibility and has
salary attached to it
Denmark, Malaysia
Eiffel
Tower
Project-oriented culture
 Egalitarian,
but impersonal and
task oriented
 Must do whatever it takes to
complete the tasks
 Oriented to tasks, typically
undertaken by teams or project
groups
Guided
missile
Project-oriented culture
 Example:
NASA’s space probes to
build a lunar landing module
(140 engineers needed-each one
is equally crucial)
Each
member shares in
problem-solving
Guided
missile
Project-oriented culture
 Change
comes quickly
 More targets, more groups are
formed to “hit” them
 Loyalties to professions and
projects are greater than
loyalties to the company
Norway,
Ireland, US,
UK, Canada
Guided
missile
Fulfillment-oriented culture
Organizations should
serve as incubators for selfexpression and selffulfillment.
 More creative activities
 Encourages innovation
Incubator
Fulfillment-oriented culture
 Organization
with incubator
culture has minimal
structure and hierarchy
centralized on
individualism
 Fueled by hope and
idealism
 More
Incubator
Fulfillment-oriented culture
 Love
what they do
 Expect no profit from it

Leadership is achieved, not
ascribed
 Change is fast and
spontaneous
 Usually suitable for emerging
companies (Sweden)
Incubator
SUMMARY
Family
Eiffel
Tower
Guided
Missile
Incubator
Specific Diffuse,
Specific
Diffuse
tasks in spontaneous
relationships role in
relationships
cybernetic
Relationship
between
to organic
employees
whole to
which one is
bonded
mechanical
system of
required
interactions
system
targeted upon
shared
objectives
growing out of
shared
creative
process
SUMMARY
Family
Status is
Eiffel Tower
Guided
Missile
Status is
Status is
ascribed ascribed achieved
to
Attitude to
authority
parent
figures who
are
and
to
superior
roles who are
close distant
yet
powerful powerful
by project
group
members who
contribute
to targeted
goal
Incubator
Status is
achieved
by individuals
exemplifying
creativity
and growth
SUMMARY
Family
Ways of
thinking
and
learning
Eiffel Tower
Intuitive Logical,
and holistic,
lateral and
error
correcting
analytical,
vertical and
rationally
efficient
Guided
Missile
Incubator
Problem
centered,
professional,
Process
practical
and cross-
disciplinary
oriented,
creative ad
hoc,
inspirational
SUMMARY
Family
Attitudes to Family
people
members
Ways of
changing
“Father”
changes
course
Eiffel
Tower
Guided
Missile
Human
resources
Specialists
Co-creators
and experts
Change
rules and
procedures
Shift aim as
Improvise and
target
attune
moves
Incubator
SUMMARY
Ways of
motivating
and
rewarding
Family
Eiffel Tower
Intrinsic
Promotion
to greater
satisfaction in position,
being loved
larger role.
and respected. Management
Management
by job
by subjective
description
Guided
Missile
Incubator
Pay or credit
for
Participating
performance
and problems
solved.
Management
by objectives
in the process
of creating
new realities.
Management
by enthusiasm
SUMMARY
Family
Turn other
cheek,
Criticism
and conflict
resolution
save
others’
faces, do
Eiffel Tower
Criticism is
accusation of
irrationality
unless there
are
procedures to
arbitrate
not lose power conflicts
game
Guided
Missile
Constructive
task-related
only, then
admit error
and correct
fast
Incubator
Must
improve
creative
idea not
negate it
WHICH COUNTRIES PREFER WHICH
CORPORATE CULTURES?
Trompenaars' Study
• 79-item questionnaire
• Number of respondents: 13,000
• Countries: 42
CONCLUSION

Culture is the way in which a group of
people solves
problems
 Helps us seperate in and out, and
prevents us from seeing the common
 There is no one best way of doing
things

Different perspectives
CONCLUSION
 Corporate culture comes from
national and individual culture
 ONE best way does NOT exists!