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The Cultural Diversity Of Western Conceptions Of Management 1
1. “The Cultural Diversity of Western Conceptions of Management”by André Laurent Norm Grunsfeld Marco Lei Austin Lee Erin Wright Angelo Zuazo
2. Background Laurent noticed: French managers had a difficult time contemplating alternative management styles In particular, matrix organizational structures directly opposed their view of “single chain of command” structure “Each manager has his own management theory… that in some way guide his potential behavior in organizations”
3. The Study The purpose was not to simply analyze the structure of individual opinions, but to compare how individuals from the same country seem to share a similar managerial ideology.
4. Method of Research A questionnaire consisting of 56 statements to be rated on a 5 point agree/disagreement scale. 60 upper-mid-level managers attending INSEAD executive development program; 40 French, 20 European Between 1977 – 1979: Several more studies were conducted at various INSEAD executive development programs The Presentation Study: 10 Western countries; 9 European, 1 United States 817 Respondents of varied function, education, age, industry Common element: upper-mid-level management
5. The Findings The statistics analysis found 4 Clusters Organizations as: Political systems Authority systems Role formalization systems Hierarchical-relationship systems
6. Organizations as Political systems Some managers see the organization as a political system and this have a profound effect in the organizational behavior of the company Insight into the extent to which managers from different countries tend to interpret their organizational experience in power terms
7. Organizations as Authority systems Different nationalities have a different perception concerning authority and how this is a huge factor in their day to day behavior
8. Organizations as Role formalization systems Focuses on the relative importance of defining and specifying the functions and roles of organizational members
9. Organizations as Hierarchical-relationship systems Differences in management attitudes toward organizational relationships How some countries believe that the managers should have all the answers and that bypassing is no more than subordination.
10. Political Systems France, Italy Highly political Low org. structure Danish, British Less political More org. structure Authority Systems Belgium, Italy, France Hierarchy = Authority Authority regulates relationships U.S., Switzerland, Germany Organizations ≠ Authority Systems Authority regulates tasks, functions Role-Formalization Systems Sweden, U.S., Netherlands Low need for “detailed job descriptions, well-defined functions, and precisely defined roles” Hierarchical-Relationship Systems Sweden, N. Europe, U.S. More likely to bypass authority in time of need Recognize boss may not have all the answers Italy, Latin Countries Less open to matrix structures
11. Contemporary Relevance of the Study The quotes correlate from those of the United States in Laurent’s study. Interview Questions: (US participants) Do you think it is a good strategy to boast your authority around employees so they know you are the top boss? When employees continually causes a small to medium problem that does not affect other employees, how is it best to address the problem? Personal example
12. Dr. Dee Ellington: “Forcing your authority, making it well known that you are the boss is a bad idea.” “One on one. Discuss problems, express opinions, no third parties.” “Managers need to be more hands on, not micromanaging, but more hands on caring more about the employees.”
13. Dr. Marilyn Kaplan: Personal example: “Having a strategic vision is most important for managers to be successful with employees.” Dr. Laurie Ziegler: “One of the most important things managers misconceive is that all employees are the same. America is a low content country; other countries are the exact opposite.”
14. Findings in the Questionnaire Support Laurent’s findings (USA) Organizations are not authority systems Low need for detailed job descriptions, well defined functions, and precisely defined roles Most likely to bypass authority in time of need
15. Contemporary Relevance of the Study German and US managers seem to report a more rational and instrumental view of authority that regulates interaction among tasks and functions. “Leadership styles and cultural values among managers and subordinates: a comparative study of four countries of the former Soviet Union, Germany, and the US” by Alexander Ardichvili and K. Peter Kuchinke, 1999
16. Conclusion Cultural differences in respect to management styles and notions about the role of managers cannot be ignored When directing any employee at the corporation with a different background, it must be explained in terms of their cultural perceptions.
17. Conclusion Without connecting the firm’s managing style to the cultural perceptions of individual managers within the organization, it will be difficult to effectively reach the collective goals of the organization.
18. Conclusion Insight on employees and realizing that not everyone is the same and the world is becoming global is another aspect of the new-faced manager
19. Weaknesses of the article The composition of questions themselves and their aims to isolate specific information The origin of the author as it relates to the countries being evaluated The number of countries evaluated by the questionnaire and The group size and aspect constraints
20. Strengths of the article Studies such as the MNC-A study and the MNC-B continue to show continuity in results. “People from the same culture will act upon similar and familiar assumptions about situations, people, and things in their everyday lives”. Trompenaars, F. (1994). Riding the waves of culture: Understanding diversity in global business. London: The Economist Books (page 3).
