How National Culture Shapes Management Styles in Bangladesh?

Organizational culture involves everything an organization does and everything it makes (Peters and Waterman, 1982). The above statement indicates that organizational culture not only shapes the way managers manage their employees but also depict the way employees behave in a particular manner (White, 1984). The author illustrates this with an example that if the persistent belief of a manager is that only the blue-collar employees is able to operate a machine, in that case the issues such as mutual goal setting, positive feedback, open channel of communication and participation, and innovation are being ignored by the organization as this pointed at the traditional aspects of managers denying to figure out the new ways to manage. Continue reading

A Case Study on Partnering Across Borders: Negotiating Organizational Culture in a German-Japanese Joint Venture

The above case is about a cross border joint venture and in this case a critical analysis is done to see how the national culture of Germany and Japan plays a role in a joint venture setting. This is an interesting and a very good example to understand the impact of national culture on organizational culture. The article is available online at the following URL: Continue reading

The Impact of National Culture on Organizational Culture

The National Culture of a country is highly dominant and shapes the culture of organizations where they function (Lindholm, 2000). England (1983 cited in Thomas, 2008) that national culture influences organizational culture and as such influences the practices of the organizations. According to Hofstede and Hofstede (2005), national culture is distinctive in the way that it significantly differs not only in terms of language, religion and other factors but also in terms of the way people of that nation perceives, behave, act and hold the values in them. Robbins (2003) points out that the formation of an organizational culture stems from the ideologies of the founders of the organizations, the basis of which are the values, beliefs and assumptions of the founders. Continue reading