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©2007 by the McGraw­Hill Companies, Inc. All rights reserved.

12

Culture:

Inside and Out

©2007 by the McGraw­Hill Companies, Inc. All rights reserved.

McGraw­Hill/Irwin

A Macro View of Culture

We learn culture through interaction with family, friends, and other members of society.

© Steve Mason/Getty Images

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A Macro View of Culture

• What Is Culture?

◦

communally produced and shared model of reality that communicates how people are expected to behave, think, and feel

• How Do We Learn Culture?

 Culture

◦

learning through a system of shared interaction with other people

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 Socialization

A Macro View of Culture

FIGURE 12.1 Macro View of Culture

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A Macro View of Culture

• A Macro View of Culture

Communication

 Direct and indirect

 Rank, status, and age

 Discussion and debate

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 Working together

Intercultural Writing and Speaking

• Writing from an International Perspective

 Written greetings

 Words to use

 What to include

 Speaking style

 Listening

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 Nonverbal Behavior

A Macro View of Workforce Inclusion and Diversity

 Diversity

◦ people from many different backgrounds and

 Ethnocentrism

perspectives

◦ belief that one’s own culture is superior to

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others

A Macro View of Workforce Inclusion and Diversity

• Race/Ethnicity

◦

inherited biological characteristics of a group such as skin color, facial features, and other physical variations

 Race

◦

ethnic heritage and related cultural characteristics of a given group

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 Ethnicity

A Macro View of Workforce Inclusion and Diversity

• Race/Ethnicity (continued)

 Hand gestures

 Eye contact

 Physical space

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– Nonverbal Cultural Differences

A Macro View of Workforce Inclusion and Diversity

• Age

1. older phased out by younger, cheaper workers

2. younger not taken seriously

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Stereotypes about age can damage productivity

A Macro View of Workforce Inclusion and Diversity

• Socioeconomics

• Gender

– Gender Differences

 Communicating professionally

 Communicating socially

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Women and Men

A Macro View of Workforce Inclusion and Diversity

• Sexual

Orientation

• Physical

Disabilities

Workers with disabilities are an important part of a diverse workforce.

© Keith Brofsky/Getty Images

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A Macro View of Workforce Inclusion and Diversity

• Practice Diversity

Race and ethnicity

Socioeconomics

Gender

Sexual orientation

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Physical abilities

A Micro View of Organizational Culture

 Corporate culture

◦

the way the organization operates, how it is structured, how members are expected to behave, and what the organization believes is important

 Co-cultures

◦

like organizations, are smaller groups that exist within the larger culture and have their own values, beliefs, and codes for behavior

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A Micro View of Organizational Culture

FIGURE 12.2 Micro View of Culture

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Deep Organizational Culture

 Deep culture

◦

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the organization’s identity or personality, what it believes, perceives, and considers important

Deep Organizational Culture

• Values and Beliefs

◦

represent a set of shared principles defining what is important to members of an organization

 Values

◦

feelings or opinions about what is right or true

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 Beliefs

Deep Organizational Culture

• Perspectives and Attitudes

◦

particular way of thinking about the world

 Perspective

◦

learned inclination toward, or perception of, an idea, object, or person

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 Attitude

Deep Organizational Culture

• Vision

◦

organization’s purpose, mission, & future direction

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 Vision

Observable Organizational Culture

 Observable culture

◦

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involves the aspects of culture that can be seen, heard, or directly experienced by people

Observable Organizational Culture

  Norms

◦

a series of behavior codes that guide acceptable conduct

 Unconscious Norms

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 Institutional Rules

Observable Organizational Culture

  Rites and Rituals

◦

various activities, ceremonies, and celebrations— particular performance interactions that convey organizational values

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Observable Organizational Culture

Celebrations and ceremonies reinforce company values and can unite employees as a team.

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© Ryan McVay/Getty Images

Observable Organizational Culture

  Heroes

◦

organizational members who best demonstrate and symbolize company values

  Lore

◦

involves stories or legends shared by members that reveal company history, appropriate conduct, and values

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– How Lore Works

Observable Organizational Culture

• Lore (continued)

1. How does the company feel about rule breaking?

2. Is the boss human?

3. Will I get fired?

4. How does the company deal with obstacles?

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– Themes of Organizational Lore

Observable Organizational Culture

• Practice Organizational Culture

Culture

• customer service • valuing employees

 Values

• meeting project deadlines • observing dress codes

 Norms and rules

• company picnics, retirement dinners, events

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 Rites and rituals

Observable Organizational Culture

• Practice Organizational Culture (continued)

Culture (continued)

• considered outstanding by other employees • well known in the company

 Company hero

• stories told at meetings

during informal conversations on the company grapevine

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 Lore

Questions

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