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kambam vedantan
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definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Features of organisations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisations as systems ,[object Object],[object Object]
Organisational role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organising as ,[object Object],[object Object],[object Object],[object Object]
WHY ORGANISATIONS EXIST ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organisation structure-key components –defining OS ,[object Object],[object Object],[object Object]
Organization design alternatives ,[object Object],[object Object],[object Object],[object Object]
Departmental grouping options ,[object Object],[object Object],[object Object],[object Object]
Functional structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Divisional structure –product structure or strategic business unit. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Geographical structure. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Matrix structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Emerging Organizational structures. ,[object Object],[object Object]
contd ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Successful Velcro organiztsns have ,[object Object],[object Object],[object Object],[object Object],[object Object]
An organisation chart indicates how departments are tied together along the principal lines of authority An organisation chart shows formal authority Relationships & omits the many significant informal & informational relationships The effectiveness of organisation is Influenced by the organisation culture
Nature of culture Culture is understood as the customs, Beliefs, norms & values that guide the behavior of the people in a society & that are passed on from one generation to the next.
Core elements of culture ,[object Object],[object Object],[object Object],[object Object]
Levels of culture ,[object Object],[object Object],[object Object],[object Object]
Organisational culture ,[object Object]
Key elements of orgn., culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Orgn culture underlying values ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
illustrations of OC & mgmt practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Orgn culture & mgmt practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How orgnl culture is created ,[object Object],[object Object],[object Object],[object Object],[object Object]
Culture & orgnl effectiveness. ,[object Object],[object Object],[object Object]
Culture & orgnl effectiveness. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Managing orgnl culture. ,[object Object],[object Object],[object Object]
Some ways of managing orgn culture ,[object Object],[object Object],[object Object],[object Object]
multiculturism ,[object Object],[object Object],[object Object],[object Object],[object Object]
Multicultural manager characteristics. ,[object Object],[object Object],[object Object],[object Object]
Multicultural manager characteristics. ,[object Object],[object Object],[object Object],[object Object]
Cultural predispositions. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ethnocentric policy justifications & disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
polycentricism ,[object Object],[object Object],[object Object],[object Object],[object Object]
Polycentricism advantages & draw backs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
regiocentricism ,[object Object],[object Object]
geocentricism ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cultural dimensions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Hofstede’s model ,[object Object],[object Object],[object Object],[object Object],[object Object]
Hofstede’s-five dimensions of basic cultural values. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Power distance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Power distance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Power distance-behavioural traits manifestations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Uncertain avoidance . ,[object Object],[object Object],[object Object],[object Object]
Uncertain avoidance countries – norms , beliefs-accept that ,[object Object],[object Object],[object Object],[object Object],[object Object]
Manifestations of countries with high uncertainty avoidance cultures. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Categorization of countries based on their power distance(PC) & uncertainty avoidance.(UA) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individualism ,[object Object],[object Object],[object Object],[object Object]
Values & beliefs which are accepted by countries high on individualism. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effect of individualism on orgn’s ,[object Object],[object Object],[object Object],[object Object]
masculinity ,[object Object],[object Object],[object Object]
Norms ,values & beliefs of high masculine cultures. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In highly masculine societies ,[object Object],[object Object],[object Object]
Individualism is manifested by ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Country classification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for managers on foreign assignment ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cross cultural communication ,[object Object],[object Object],[object Object]
Communication dimensions contd ,[object Object],[object Object]
Effective communication across cultures practical aspects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership across cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contd. ,[object Object],[object Object],[object Object]
Leadership traits & behaviours & their acceptability ,[object Object],[object Object],[object Object]
Some highlights of globe findings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leaders role & cultural impact. At head quarters. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leaders role & cultural impact. At subsidiary ,[object Object],[object Object],[object Object],[object Object],[object Object]
Dimensions of multicultural management Multicultural mgmt motivation leadership communication HR practices teams Work values
Motivation across cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Successful motivational strategies. ,[object Object],[object Object],[object Object],[object Object]
Work values & the meaning of work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
National context & work motivation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Needs & national context . ,[object Object],[object Object],[object Object]
Hofstede’s dimensions of national cultur & motivators at work. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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  • 17. An organisation chart indicates how departments are tied together along the principal lines of authority An organisation chart shows formal authority Relationships & omits the many significant informal & informational relationships The effectiveness of organisation is Influenced by the organisation culture
  • 18. Nature of culture Culture is understood as the customs, Beliefs, norms & values that guide the behavior of the people in a society & that are passed on from one generation to the next.
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  • 68. Dimensions of multicultural management Multicultural mgmt motivation leadership communication HR practices teams Work values
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