Organizational Structure & Culture Organizational Structure What is Organizational Structure? Defines how job tasks are formally – Divided – Grouped – Coordinated Six key elements – – – – – – Work specialization Departmentalization Chain of command Span of control Centralization & decentralization Formalization Controls, coordinates & motivates employees Work Specialization Degree to which tasks in organization are subdivided into separate jobs Efficiency gains – Payment related
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Hence, creating and strengthening of organization culture of a company is a very important process in ensuring company continual success. In this study, the organizational culture of Digi Malaysia was studied using Hofstede’s organizational dimensions. Digi Malaysia is third largest phone service provider in Malaysia after Maxis and Celcom. Being one of three mobile telecommunications operators in Malaysia, DiGi is often regarded as the smallest in terms of market capitalisation and subscriber
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on Hofstede’s individualism-collectivism cultural dimension, Pruitt’s negotiation styles model, and Rahim’s conflict management model, this research examines how national culture influence the way people choose negotiation and conflict resolution handling styles through an empirical study of 87 individuals in the U.S. The respondents were divided in two groups: American, and Ethiopians. The results show that the individualism-collectivism cultural dimension did differentiate the members of the American
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to the so-called "Japanese challenge". In studying the causes of the economic successes of the Pacific, which overtook the U.S. in many ways and Western Europe, there was a hypothesis that the basis is not a system and methods of management, and cultural characteristics, including attitudes toward work. A
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Cultural Differences Hofstede (1984) have determined that Korea's culture is one of the most dissimilar cultures from that of the U.S. According to Hofstede, Korea can be characterized as follows: large power distance, authoritarian, collectivistic, and strong uncertainty avoidance. The U.S. is, basically, at opposite ends of the continuums associated with each of these characteristics. The U.S. has low power distance, is more participatory, is individualistic, and has low uncertainty avoidance
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Hofstede's Framework for Assessing Culture He has found five dimensions of culture in his study of national work related values: • Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal
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Hofstede's Framework for Assessing Culture He has found five dimensions of culture in his study of national work related values: • Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal
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Management (HRM) 4 2.1.1 Best Practice as an Approach in HRM 4 2.1.2 Characteristics of best practice 5 2.1.3 Advantages of Best Practice: 6 3.0 ANALYSIS AND DISCUSSION 9 3.1 Distinct Human Resources Practice: 9 3.2 Hofstede Model of Cultural Dimension: 10 3.2.1 Power Distance: 10 3.2.2 Uncertainty Avoidance: 10 3.2.3 Individualism: 11 3.2.4 Masculinity: 11 3.3 HRM Best Fit Model 11 3.4 Differences between Best Practice and Best Fit 12 3.5 Key Issues in Implementing
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Cultural Challenges Globalization and overseas business expansion has brought about the need for in-depth understanding of cultural differences. When researching and considering cross cultural business ventures, it is important to understand that culture before vocally communicating that wish. Take time to research and understand the audience you are making your sell too. The Situation Steve Kafka, an American of Czech decent is contemplating expanding his franchise, Chicago Style Pizza, into
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human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used
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