Understanding Underlying Assumptions in Society and Organizations

1. NOTE 3A UNDERLYING ASSUMPTION ASMA (SOCIETY & ORGANIZATION)

2. ANGGAPAN DASAR (UNDERLYING ASSUMPTION) 1. DALAM MASYARAKAT (SOCIETY) 2. DALAM ORGANISASI (ORGANIZATION)

3. ANGGAPAN DASAR (DALAM MASYARAKAT)(UNDERLYING ASSUMPTION - SOCIETY)

4. ANGGAPAN DASAR DALAM SESEBUAH Masyarakat DAN IMPIKASINYA KEPADA DIMENSI NILAI • (UNDERLYING ASSUMPTION - SOCIETY)

5. PERKAITAN ANTARA ANGGAPAN DASAR DENGAN NILAI DALAM MasyarakatKolektivisma DAN MasyarakatIndividualisma • Anggapan Dasar akan membentuk nilai yang akan dipegang dan seterusnya akan memacu mengenai ritual yang akan diamalkan, simbol yang digunakan dan wira yang akan disanjung.

6. ANGGAPAN DASAR MASYARAKAT Kolektivisma • We • Harmony • Relationship • Hierarchy • Shame • High context communication • Polychronic time orientation • Religious/Spritual

7. UNDERLYING ASSUMPTIONS and VALUES 1. HARMONY Live in harmony with nature and co-exist with the non-physical aspects of the unseen world Less likely to challenge existing boundaries Difficult to be friends with those we disagree with Status quo Flexible Accommodating Conflict avoidance Cooperation Ketenteraman 2. MASTERY /CONTROL Firm Demanding Assertive Confrontational Competitive Take control over environment and harness forces of nature to meet one’s needs Challenge existing boundaries Can be friends with those we disagree with @asma

8. UNDERLYING ASSUMPTIONS and VALUES 3. RELATIONSHIP More sensitive to feelings, Not wanting to hurt others, Easy to get along with -it is important to recognize that the basis of doing business with another person is to first build good and friendly relationships. Only then will the task get done. - believe that it is only by understanding and having a "feel" for the other party that they are able to live and work smoothly with them -social competencies (being friendly, accommodating, etc) are more valued than cognitive competencies. 4. Task - when doing business with another person it is important to agree on a written contract. -Cognitive competencies (critical thinking, problem solving, etc) are more valued than social competencies. -the task is the boss; relationships are secondary in nature. Critical thinking, Detailed and specific, Contractual agreement @asma

9. UNDERLYING ASSUMPTIONS and VALUES 5. HIERARCHY Work, duties and responsibilities are distributed according to seniority Superiors addressed and respected Tolerance of differences in status and wealth Subordinates accept directions from superiors without questions Respect for elders Status and power Protocol and ceremonies Politeness Bersopan 6. EQUALITY Most competent will be rewarded Superiors addressed on first name basis Differences in status and wealth minimised Subordinates not afraid to question instructions of superiors Meritocracy Egalitarian Less ceremonies @asma

10. UNDERLYING ASSUMPTIONS and VALUES 7. SHAME External locus of control: Rely on external sanctions (group, family, and team and authority) to get things done Concern with “ what will people say” if they do something wrong Truth depends on values, and religious teachings Face saving Group accountability Malu 8. GUILT Internal locus of control: Do things own volition and guided by inner conscience Not concerned with “what others may say about me” Has a code of ethics - absolute sense of right and wrong Independent Autonomous Personal accountability @asma

11. UNDERLYING ASSUMPTIONS and VALUES 9. HIGH CONTEXT What you see is not what you get - need to consider the context Implicit and indirect Behaviour and person cannot be separated Guarded in stating views and opinions Indirect Not so specific Time waster Face saving Collective agreement Berliku liku 10. LOW CONTEXT Direct Specific Time saver Factual Data-oriented Say what you mean mean what you say explicit meaning and direct Behaviour is separated from the person Not afraid to speak up when they have something to say @asma

12. UNDERLYING ASSUMPTIONS and VALUES 11. POLYCHRONIC Time as flexible and part of life Do many things at one time Circuitous, non-sequential Non-linear Punctuality and deadlines are not absolute Diffused Analog Flexible Multi tasking 12. MONOCHRONIC Time as a scarce and finite resource Do one thing at a time Sequential Linear oriented Punctual and adhere to schedules and meeting datelines Displaced Digital Focus on targets Timeliness Efficiency driven @asma

13. UNDERLYING ASSUMPTIONS and VALUES 13. WE -Collectivism Our way Part of a group with common grounds - ethnicity, language, religion Group achievement more important than personal goals Value cooperation, interdependence and collaboration and communal responsibility We: Related self Communitarianism Concern for welfare of others Obedience, Loyalty, Duty, Sacrifice Kita, Kami 14. I- Individualism My way I: Separated self Self-reliance Self-actualization Self-esteem Privacy Autonomy Competition Unique and independent individuals Personal goals more important than group goals Value competition, achievement, and independence @asma

14. UNDERLYING ASSUMPTIONS and VALUES 15. RELIGIOUS Important to combine both religious and material dimensions in one’s life Workplace ethics are guided by one’s religion Religious commitments be blended with productive work Religious Work is a form of worship 16. SECULAR Religion is separated from work matters Workplace ethics influenced by code of conduct and set of principles Work targets more important than meeting religious commitments Work and religion not to be mixed @asma

15. DIMENSI ANGGAPAN DASAR DAN NILAI DALAM KEPELBAGAIAN BUDAYA ORGANISASI • dimensi anggapan dasar dan nilai dalam organisasi pelbagai budaya Malaysia. • Berasaskan kepada 8 ciri-ciri masyarakat Kolektivisme berbanding Individualisme

16. NOTA:ANGGAPAN DASAR (UNDERLYING ASSUMPTION) 2. DALAM ORGANISASI(UNDERLYING ASSUMPTION - ORGANIZATION)

17. ANGGAPAN DASAR DALAM SESEBUAH ORGANISASI DAN IMPIKASINYA KEPADA DIMENSI NILAI

18. PERKAITAN ANTARA ANGGAPAN DASAR DENGAN NILAI DALAM ORGANISASI • Ddidalam sesebuah ORGANISASI, anggapan Dasar akan membentuk nilai yang akan dipegang dan seterusnya akan memacu mengenai ritual yang akan diamalkan, simbol yang digunakan dan wira yang akan disanjung.

19. 8 ciri-ciri masyarakat Kolektivisme:- • Harmoni adalah lebih penting daripada kawalan • Pentingkan berorientasi hubungan daripada berorientasi tugas • Pentingkan konsep hierarki daripada samarata. • Pengaruh malu melebihi dari rasa bersalah

20. 8 ciri-cirimasyarakatKolektivisme:- (samb:) 5. Komunikasi berdasarkan kepada konteks yang tinggi 6. Penekanan kepada masa polikronik daripada masa monokronik 7. Pentingkan semangat kekitaan (kita & kami) (kolektivisme) berbanding saya (diri sendiri) 8. Keagamaan lebih penting dari sekular

21. 1. Harmony is more important than control Values Status quo Friendly Accommodating Tolerant Flexible Compromising Conflict avoidance Cooperation Face saving Implications for leadership behaviours Promote collaborative behaviors in resolving conflicts Seek Agreement as it is more important than disagreement Recognise the Importance of building harmonious relationships Some challenges Set a climate where people can feel safe and secured when they show disagreement Take charge – even when there are objections Become more problem-centred in our approach Build a culture of constructive conflict or debate yet maintain harmony and a sense of togetherness @asma

22. 2. More relationship-oriented than task driven Values Personable Tolerant Friendliness Accommodating Compromising Implications Build relationships before getting down to task Pay attention to sensitive issues as they may fremain covert Is generous with time Some challenges Encourage the quiet ones to share their views Learn to manage conflict and at the same time preserve Build allies based on knowledge and expertise Make the task the boss. @asma

23. 3. More hierarchical than egalitarian Values Respect for elders Status and power Protocol and ceremonies Politeness Implications Be decisive as others may look at you for directions and vision Recognise that discussions on certain issues can be difficult across hierarchical lines as the parent and child relationship of dependency makes negotiation on an adult to adult basis difficult Some challenges Encourage subordinates to be open about their constructive criticisms Be more approachable with subordinates Appoint visionary and integrative leaders who can set direction and align people Minimise excessive protocol - waste of time and energy and of low value added @asma

24. 4. Driven by shame than guilt Values Face saving Malu Group accountability Implications Take care of face - Concern with face saving: giving, getting, showing, losing Encourage giving and receiving of feedback Encourage people to learn and be personally driven to get things done. Promote self initiative and not wait for instructions @asma Attack ideas not the person

25. 5. High Context form of communication Values Indirect Not so specific Time waster Face saving Collective agreement Implications Take care of people’s feelings Focus on how things are said - facial expressions Tendency to suffer in silence Methods of conflict resolution are so controlled - suppressed anger, often channelled through symbolic aggression, gossip, name calling, backbiting,character assassination, gestures, silence of contempt, slander, paranormal aggression like black magic, witchcraft, sorcery and sudden outburst of hysteria like amok Use flowery language, “poison pen” letter and engage third party to resolve conflict Triangular form of giving feedback Personalised feedback - unwilling to separate person from behaviour Avoid open discussions on “unsuitable” topics. Tendency not to discuss matters too openly for the sake of preserving harmonious relationships Restriction in upward flow of critical and honest feedback Not willing to speak up - never know what the other person is thinking and not saying Be more specific and detailed oriented. Know the context in which we are functioning @asma

26. 6. Polychronic time than monochronic Values Diffused Right brain Analog left brain Flexible Multi tasking Implications Not always punctual Accommodating to changing deadlines React to multiple demands Look at clock time in terms of building relationships Be more monochronic towards time and work output Be ruthless with time but gracious with people. @asma

27. 7. A More Related (we) Self than separated (I) We: Related self Communitarianism Concern for welfare of others Interdependence Obedience Loyalty Duty Sacrifice Implications Promote feelings of interdependence, collaboration, sharing with others Can be difficult to maintain privacy, confidentiality Less inclined to be too different – downplay uniqueness and individual strengths Groupthink - members may not be so vocal Togetherness - like to do things in groups, teamwork, cronyism May not be too vocal in expressing strong opinions and true feelings Need to be more decisive Develop individual competencies and get reinforcement from the group. Focus on skills in working together as well as becoming a functional individual contributor. @asma

28. 8. Religious than secular Values: Religious Work is a form of worship Implications Belief in a Supreme Being Religious practices are observed at workplace Integration of work and non-work matters No separation of work from religious matters Can abuse time given Tolerance of less scientific thinking Fengshui, fortune telling, position of shrines at workplace For Muslims: Social segregation between genders among Muslims Forms of greetings differ Understand the concept of aurat,haram, halus, wajib, sunat Food and ceremonies : halal food, kosher Use religion as a force of social change Regard work as a passion and joy @asma