Cultural Diversity Lesson 6

8/3/2019 Cultural Diversity Lesson 6

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Cultural Diversity

Dr. Shohail Choudhury


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Layout

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For CulturalDiversity

OrganisationalCulture

MulticulturalOrganisation

diversity inworkplace

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Hofstedes five valuedimensions

Project Globe

Hofstedesarguments

Case Study

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For Cultural DiversityArguments in favour of cultural diversity in organisations

To be successful inworking with andgaining value fromdiversity requires asustained, systemicapproach and long-term commitment.

Cultural diversity builds strength for dealing with global markets.

Ethnic diversity builds strength for dealing with diverse customers.

Diverse work teams are high in creativity and innovation.

Diverse workforces attract new highly talented members.

Success isfacilitated by a

perspective thatconsiders diversity

to be

an opportunity foreveryone in anorganization tolearn from each

other how betterto accomplishtheir work and

an occasion thatrequires a

supportive andcooperative

organizationalculture

as well as groupleadership and

process skills thatcan facilitate

effective groupfunctioning.

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Organisational Culture

How open the organization is to someone who can do the jobInclusivity

A shared set of beliefs, values and patterns of behavior commonto group of people

Culture

Organization based on pluralism and operates with respect for

diversity

Multicultural Organisation

Groupings of people based on shared demographics and jobidentities

Organisational Subcultures

The belief that ones sub-cultural group or membership issuperior to all others

Ethnocentrism

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Characteristics of aMulticultural Organisation

Members of minority and majority culturesinfluence key values and policies.

Pluralism

Minority-culture members are well represented atall levels and in all responsibilities.

Structural integration

Mentoring and support groups assist careerdevelopment of minority-culture members.

Informal networkintegration

Training and task force activities support goal ofeliminating culture-group biases.

Absence of prejudice anddiscrimination

Members of minority and majority cultures avoiddestructive conflicts.

Minimum inter-groupconflict

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Managing diversity in workplace

Building an inclusive work environment that allowseveryone to reach their potential

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Culture and structureHofstedes findings

One of the important studies

Attempted to study impact cultural differences on

management

Conducted by Geert Hofstede, first in the late 1960s

and continuing through the next three decades.

The original study was based on an employee survey involving

116,000 IBM employees in 40 different countries.

The survey asked people of their preferences in terms of management

style and work environment.Hofstede five value dimensions on which countries differed.

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Hofstedes five value dimensionsDiversity among global cultures

The degree to which a society accepts unequaldistribution of power

Power Distance

The degree to which a society tolerates risk anduncertainty

Uncertainty Avoidance

The degree to which a society emphasizes individuals andtheir self-interestsIndividualism-collectivism

The degree to which a society values assertiveness andmaterialism

Masculinity-femininity

The degree to which a society values short term or longterm goalsLong Term Orientation

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Global cultures and value dimensions

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Project Globe

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Hofstedes argumentsGiven the value differences, Hofstede questioned whether American theories

could be applied abroad and discussed the consequences of cultural differencesin terms of motivation, leadership, and organisation.

Hofstede argued, organisations in countries with high

power distance would tend to have

More levels of hierarchy.

A higher proportion of supervisory personnel (narrow span of control).

More centralised decision making.

Status and power would serve as motivators.

Leaders would obeyed as authorities.

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Characteristics of a Multicultural Organisation

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Hofstedes arguments

In countries with high uncertainty avoidance

Organisation more formalised.

Greater amount of written rules and organisation.

Greater importance attached to specialisation in terms of technicalcompetence.Managers would avoid risk and would be motivated by stabilityand security.The role of leadership would be more one of planning, organising,

coordinating, and controlling.

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Hofstedes arguments

In countries with high collectivist orientation

Preference for group as opposed to individual decision making.

Consensus and cooperation more valued than individual initiative and effort.

Motivation derives from sense of belonging, and rewards are based on beingpart of the group (loyalty and tenure).

The role of leadership is to facilitate team effort and integration, to foster asupportive atmosphere, and to create necessary group culture.

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Hofstedes arguments

In countries ranked high on masculinity

Management style is likely to be more concerned with task accomplishmentthan nurturing social relationships.

Motivation will be based on accumulation of money and things rather thanquality of life.

The role of leadership is to ensure bottom-line profits in order to satisfyshareholders.

In a more feminine cultures, the role of the leader would be to safeguardemployee well-being, and to demonstrate concern to social responsibility.

Hofstedes also found country clusters.

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Characteristics of a Multicultural Organisation

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Case Study

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Thank you!

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Documents

Cultural Diversity Lesson 6