Wendell M. Umali
Mgmt 201 (SXY)
Prof. Emelita Kempis
Integrated pattern of human knowledge, belief, and
behavior that is both a result of and integral to the
human capacity for learning and transmitting
knowledge to succeeding generation. Encyclopedia
Britannica online
“Culture is the sum of basic assumptions, values ,
norms, attitudes, and conviction of a social unit
that manifest themselves in a multitude of behavior
and artifacts, and which developed over time as a
response to the varied demands placed on this
social unit.” Kutscher/Schnid (2004)
“ Culture is a set of basic assumption - shared
solutions to universal problems of external
adaptation (how to survive) and internal
integration (how to stay together) which has
evolved over time and are handed down from one
generation to the next” Schein (1985)
“The complex mixture of assumptions, behaviors,
stories, myths, metaphors, and other ideas that fit
together to define what it means to be a member
of a particular society” Stoner/Freeman/Gilbert
Learned ...is not inherited or biologically based ; it is
acquired by learning and experience.
Shared …people as group or organization, or society share
culture; it is not specific to individuals.
Trans-generational …is cumulative, passed down from one
generation to the next.
Symbolic …is based on the human capacity to symbolize or
use one thing to represent another.
Patterned …has structure and is integrated; a change in one
part will bring changes in another.
Adaptive …is based on the human capacity to change or
adapt, as opposed to the more genetically driven
adaptive process in animals.
Source: Hodgetts/Luthans (1997)
Artifacts refer to things we can see with our own eyes.
They include the way people dress, the way they organize
their desks, and anything else you can visualize but not
necessarily understand.
Espoused values include decisions we and our employees
make consciously. They include our corporate
philosophies, our personal and group goals, and even the
strategies we devise to meet those goals.
The theory behind basic assumptions and values is that
there are dozens of things we take for granted each day.
This includes the way you perceive your fellow teammates
or employees, what you assume their thoughts and
feelings may be on any given subject and anything else
that you might guess about but really can’t know unless
you ask.
Source: Stoner, Freeman, and Gilbert jr.
National cultures
Cultures are what make countries unique. Each country has different cultural
activities and cultural rituals. Culture is also the beliefs and values of the people in
that culture. Culture also includes the way people think about and understand the
world and their own lives.
For example, some older Japanese people wear kimonos, arrange flowers in
vases, and have tea ceremonies.
Regional or local cultures
Culture can also vary within a region, society or sub group. A workplace may
have a specific culture that sets it apart from similar workplaces. A region of a
country may have a different culture than the rest of the country.
For example, Canada's east coast Maritime region has a different culture than
the rest of Canada, which is expressed by different ways of talking, different types
of music, and different types of dances.
A family may have a specific set of values, morals or beliefs that differ from
other families of the same ethnic background. For example, a family may
emphasize community values.
Source: Stoner, Freeman, and Gilbert jr.
Company cultures
Companies or other organizations (groups of people) can have a separate
culture. Japanese manufacturing companies often have a different culture than
other companies; the workday starts with exercise, and the workers are very loyal
to the company.
Companies in the high-technology sector often have a different culture than
other companies. Software and computer companies sometimes allow employees
to play games during the workday, or take time off work to relax, because these
companies believe that this will help the workers to think better.
Anthropology
Anthropology is studying human beings and how they relate to each other.
Anthropologists believe that people use symbols to communicate (express) their
experiences -- who they are, what they believe, where they started.
Anthropologists call this use of symbols "culture". For example, immigrants
(people who move from one country to another) may keep some of their customs
from their old country. By keeping their culture in this way, they express who they
are and that they came from somewhere else.
Source: Stoner, Freeman, and Gilbert jr.
The set of important understanding, such as
norms, values, attitude, and beliefs shared by
organizational member.
Is a framework that guides day-to-day
behavior and decision making for employees
and direct their actions toward completion of
organizational goal.
Source: Stoner, Freeman, and Gilbert jr.
Formal (overt) aspect
Informal (covert)
aspects
Invisible (harder to change) Visible (easier to change)
◦ Shared values ◦ Group behavior and norms
Important concerns and goals Common or pervasive way of
that are shared by most of acting that are found in a
the people in a group, that group that persist because
tends to shape the behavior group members tend to
, and that often persist over behave in ways that teach
time even with the changes these practices to new
in group members. members , rewarding those
that fit in and sanctioning
those that do not.
Trusted leader or founder has certain personal visions,
goals, beliefs, values and assumptions about how things
should be
He or she initially imposes these and/or selects people on
the basis of them
If the resulting behavior leads to success, the founder’s
beliefs and values will become shared
With continued reinforcement, the group will begin to
treat these beliefs and values as self-evident assumptions
They will be taught to new members as the correct way
to perceive, think and feel
The group will impose them and/or select people on the
basis of them
Ed Schein. Organizational Culture and Leadership..
• Develop a new idea.
• Bring key people together & share a
common vision
• Act of creation of an organization
• Collaborate
Source: L.DINESH M.B.A / internet
Refers to cultural factors such as ethnicity,
race, gender, age, and sexual orientation.
As applied to the work place, the view that
there are many cultural background and
factors that are important in an
organizations, and that people from different
backgrounds can coexist and flourish within
an organization.
Source: Stoner, Freeman, and Gilbert jr.
Gender Issue
Glass ceiling syndrome – even though women and minorities
can get hired in an organization they have difficulty getting
promoted.
Sexual harassment – any unwanted sexual behavior that can
involve words, gestures, sounds, actions or physical touching
Stereotyping – women are stereotyped about maternity and
childcare
Source: Stoner, Freeman, and Gilbert jr.
Racial and ethnic issue
Earning gap – discrepancy between the earning power of
workers of similar educational background but different
races.
Revolving door – difficult to keep minority employees who
feel uncomfortable in the company environment, leading to
addition perceptions that minorities just don’t fit.
Source: Stoner, Freeman, and Gilbert jr.
Other issues
Ageism – manager still fail to place adequate value on older
worker
Sexual orientation – homosexuality
Source: Stoner, Freeman, and Gilbert jr.
Involves the ability to recognize and embrace
similarities and differences among nations
and cultures and then approach key
organizational and strategic issues with an
open and curious mind
Source: Stoner, Freeman, and Gilbert jr.
Source: Stoner, Freeman, and Gilbert jr.
Assumptions about Space
Social distance, Queuing
Assumptions about Time
Norms of punctuality, Interruptions
Assumptions about Status
Respect for hierarchy, Equality
Assumptions about Relationships
Formality v. Informality, Friendships
Assumptions about Agreement
Explicit v. implicit, Contract v. network
Source: Hall & Hall. Understanding Cultural Differences
Self-awareness may be more important than
cultural “training”
Thank you!!!