Culture and organizations Flashcards
Hofstede’s dimensions of work-related values
- individualism - collectivism
- power distance
- uncertainty avoidance
- masculinity - femininity
- long- vs. short-term orientation
Smith, Dugan, and Trompenaars’s dimensions of value
- egalitarian commitment vs. conservatism
- utilitarian involvement vs. loyal involvement
- performance orientation
- assertiveness orientation
House, Hanges, Javidan, Dorfman, and Gupta’s dimensions of leadership values
- future orientation
- human orientation
- institutional collectivism
- family collectivism
- gender egalitarianism
- power distance
- uncertainty avoidance
Inglehart’s dimensions of attitudes, values and beliefs
- traditional vs. secular-rational orientation
- survival vs. self-expression values
Culture and person-orientation fit
- person-culture match
- example: workers who were more satisfied and commited had values that were congruent with those of their supervisor
–> implications for personnel selection - social identity associated with employee turnover
- development of new ways of assimilating newcomers into organizations
Normative commitment
Degree to which one’s ties to the organization are bound by duty and obligation
Affective commitment
Level of personal feelings associated with one’s relationship to an organization
Meaning of work
- connect with self-construal differences (means to an end vs. obligation)
- psychological contract
Social loafing
Working less hard because you are in a group effort
Social striving
Working harder because you are in a group setting
How we work
- the way we organize work is not self-evident
- Karl Marx
- Max Weber
Karl Marx
Work structure influences psychological stated
Max Weber
- ideological beliefs create work
- Calvinism: work is a calling, intrinsic value
Kohn
Occupational self-direction = initiative, reflection, decisions
But: labor conditoins and legislation is different
two dimensions in leadership classification
- Task/structure related = performance + succes
- Maintenance/people (psychological support) = job satisfaction + commitment
positions in leadership and culture
- culture bound to differntiate between leadership (and what is effective) in different societies
- common/global technological imperatives and industrial practices harmonize management practices across cultures (modernization/convergence)
Paternalistic leadership
Hierarchical relationship in which superior provides guidance, nurturance, care ands subordinate responds with loyalty
- leader acts as a father figure
Gender in leadership
Sociodemographic gender + ascribed status characteristic
–> similar to culture and minority/majority relations
–> warmth and competence
Most of the research on gender and leadership is descriptive
How to be a culturally competent leader
- eliminate ethnocentrism
- assess in a culturally blind matter
Fair selection procedures - think of inter/intracultural teams
Many of these considerations apply to minority groups and gender representation similarly
Three strategies for politeness
Bottom-up approach
1. affiliative (open, affliliative, and joking)
2. circumspect (uncertain, indrect, avoidant, and apologetic)
3. other-oriented (attentive, concerned, seeking agreement, encouraging, polite, approving, deferential, positive, empathic, and professional)
Cultural similarities for politeness
- strategies used in both settings
- both: affiliatioon with peers, circumspect with superiors (particularly: non-linguistic channel, off-the-record)
Cultural differences for politeness
- other orientations in SOuth Korea dependent on hierarchy, not in US
- High context = more contextual cues in Korea, more linguistic similarities US
Gender and hiring selection
- male was rated more competent and hierable
- male to receive higher starting salary and more mentoring
- both male and female faculty exhibit same bias
- subtle bias toward women
Role of job context
Equally qualified applicants with a dark skin tone received lower job suitability ratings than applicants with a light skin tone, particularly when they were screened for high client contract/low industry status positions and low client contact/high industry status positions
Silver lining of hiriability
Discrimination varies by company size
interpretation: more resources devoted to recruitment, more professionalized HR recruitment process, and greater experience with a diverse staff complement
Interview
- unstructured interviews are biased
- structuring interviews reduces biases
- structuring the interpretation of the responses is also necessary
Structuring interviews
- increase stereotype awareness
- consider moral licencing
- training and selection
Impression management
The consious or unconsious attempt to control images that are projected in real or imagined social interactions
Values
achievement, security and benevolence predict impression management
achievement and security accounted for 19.6% of cross-cultural differences in self-presentation
- Acquiescwnce decreased cross-cultural differences by 52.8%
–> values are similarly related, but means differ
Limitation: self-reported intention
Assessment for jobs
- IQ-test good predictor of performance - but also biased
- assess as broadly as possible
- pre-test instruments via ‘cognitive interviews’ - include qualitative methods and think-aloud protocols
Reducing bias through blind reviews
- blind auditions are based on an appealing premise of pyre meritocracy
- increased gender ratio in orchestras, but these are still the least racially diverse institutions in the US
Facebook and jobs
- recruiter FB ratings unrelated to supervisor ratings
- subgroup differences (female/white higher ratings)
LinkedIn and jobs
- reliability acceptable
- valid cues
General conclusion on culture and organizations
Structure
- Particularly for screening (CV) and interview
- Pictures on a CV?
Broad assessment
- Knowledge, skills, capacities, characteristics
Stay away from Facebook
- LinkedIn predictive, less biased
