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Culture: key points

Culture: key points. Defined as a group of people who share common core values, beliefs, assumptions, expectations, perceptions and behaviour. Core cultural competencies Rosalie Tung (1994). Balancing conflicting demands of global integration with local responsiveness

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Culture: key points

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  1. Culture: key points Defined as a group of people who share common core values, beliefs, assumptions, expectations, perceptions and behaviour Unlocking Human Resource Management Chapter 11

  2. Core cultural competenciesRosalie Tung (1994) • Balancing conflicting demands of global integration with local responsiveness • Working in multi-disciplinary, multi-functional and multi-cultural teams • Ability to work with and/or manage people from diverse racial and ethnical backgrounds Unlocking Human Resource Management Chapter 11

  3. Generation cultures: workplace mix • Veterans (born 1922–1943) – early influences are associated with the Great Depression and World War II • Baby boomers (1943–1960) – raised in an era of extreme optimism, opportunity and progress • Generation X (1960–1980) – came of age in the shadow of the boomers • Generation Y or Millennials (1980–2000) – born into the current high-tech economy: digital natives (Zemke, 2000) Unlocking Human Resource Management Chapter 11

  4. Veterans Work assets: • Stable • Detail oriented • Thorough • Loyal to the organisation • Hard working Work liabilities: • Resistant to change • Unwilling to challenge the system • Uncomfortable with conflict • Unforthcoming when they disagree Unlocking Human Resource Management Chapter 11

  5. Baby boomers Work assets: • Service oriented • Driven • Willing to ‘go the extra mile’ Work liabilities: • Not ‘budget minded’ • Uncomfortable with conflict • Reluctant to go against peers Unlocking Human Resource Management Chapter 11

  6. Baby boomers • Good interpersonal skills • Compliant • Team players • Put process ahead of result • Overly sensitive to criticism • Judgemental of those who see things differently Unlocking Human Resource Management Chapter 11

  7. Generation X Work assets: • Flexible • Techno-literate • Autonomous • Unintimidated by authority • Creative Work liabilities: • Impatient • Weak people skills • Sceptical Unlocking Human Resource Management Chapter 11

  8. Generation Y/Millenials Work assets: • Work well in teams • Optimism • Tenacity • Multi-tasking capabilities Work liabilities: • Need supervision and structure • Inexperience • Unable to handle difficult people • Oversensitive to criticism • Low organisational commitment Unlocking Human Resource Management Chapter 11

  9. Cultural changes at workplace • Growing of work–life balance culture • Millennials claim flexible working conditions that fit around their other needs/interests • Changes in workers’ motivation • Changes in the way people are managed • Changes in HRM activities and procedures • Overcoming generations gap • Overcoming male-dominated culture Unlocking Human Resource Management Chapter 11

  10. National cultures and HRM Hofstede (1970s) – four-dimensional model of national cultures • Uncertainty avoidance index (UAI) • Power distance index (PDI) • Individualism (IDV) • Masculinity (MAS) 1988: 5th dimension – short-term vs. long-term orientation (LTO) Unlocking Human Resource Management Chapter 11

  11. Organisational culture • Common organisational values and norms • The way in which ‘we do things around here’ Three levels of organisational culture (Schein, 1988): • Behaviour and artefacts • Organisational values and beliefs • Assumptions Unlocking Human Resource Management Chapter 11

  12. High performance culture (Shinazy, 2006) • Clear and inspiring shared vision – drives the organisation’s mission and is woven throughout all business practices • Leaders as role-models exemplify the culture in their daily professional behaviour • Employees identify leaders as leaders • Celebrating small demonstrations of key aspects of the culture Unlocking Human Resource Management Chapter 11

  13. Learning summary By the end of this chapter you should: • Know culture is a group of people who share common core values, beliefs, assumptions, expectations, perceptions and behaviour • Know organisational culture is a group of people working in an organisation sharing a common perception and core values and beliefs • Know a mix of national and generation cultures at a workplace requires careful management of HRM policies • Know flexible working is a product of growing work–life balance culture • Know high-performing organisational culture is characterised by clear shared vision and role-model leaders Unlocking Human Resource Management Chapter 11

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