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

Factors Influencing Managers’ Styles of Management

It has been specified by Roskin (1989: p.19) that there is a well-established perspective concerning the factors on which the success of management styles relies on, which are as follows:

• the individual personality of the manager himself (Trait theory revisited);

• the individual followers, the kind of people they are and the kind of work they do, and

• the particular situation and circumstances on any given day or hour (Owens, 1973 cited in Roskin, 1989). Continue reading

Impact of Leadership on Organizational Success

Business organizations are, in no doubt, continually facing new challenges in this present first paced rapidly changing hostile business environment (Basu, 2001). A number of issues triggered business environment to change at a tremendous pace, which involved economic development, shifting political standpoints, changes in people’s perceptions, needs & wants, technological advancement, vigorous business environment, extreme competition, changes in business strategies, changes in leadership and management styles and so on (Maheshawri, 1997). As a result, businesses are forced to change their 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: http://www.thunderbird.edu/wwwfiles/sites/globe/pdf/process.pdf. Continue reading

An Overview of Organization Culture & National Culture

There is a significant difference in the way people, groups and nations perceive and act, think and express their feelings and these are highly influenced by their culture (Hofstede and Hofstede 2005). Trice and Beyer (1993) define culture as a set of values, assumptions, beliefs, and artifacts instilled in the behavior of the people of an organization or of a country and are shared. Pothukuchi et al. (2002: 244-245) point out that 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