Chapter 8 - Managing Organisational Culture

Performance secular equality objectivity verbal

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Indirectness Good manners Sense of belonging Respect authority Respect others Harmony Protocol conscious Preserving face Hospitality Tolerance Rapport Building Code switching Common grounds Shared experience Trust Consultative Individualistic Informalities Individual performance Secular Equality Objectivity Verbal Articulateness Directness Specificity Proper English Conflict resolution upfront Achievement oriented Verbal articulateness SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE What one culture reveres, the other may not SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996 Strong Cultures Strong Can be disastrous when managers or owners behave unethically Can also be a source of competitive advantage – Facilitators of mutual adjustment in the organization – Is also a form of informal organization that facilitates working of the organiza...
View Full Document

{[ snackBarMessage ]}

Ask a homework question - tutors are online