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MANAGEMENT INTERNATIONAL

= Tema 3 =

Conf. Univ. Dr. Irina-Eugenia IAMANDI

ASE, REI, 2013

= Tema 3 == Tema 3 = Cultura organizationalaCultura organizationala

CUPRINS:

1. Conceptul de cultura organizationala

2. Internationalizarea firmei in context intercultural

2.1 Dezvoltarea firmei in context intercultural

2.2 Tipologia culturala a firmelor internationale

2.3 Firma in context international si multicultural

1. 1. Conceptul de cultura Conceptul de cultura

organizationalaorganizationala

1. Conceptul de cultura organizationala (1)

CULTURA ORGANIZATIONALA = ansamblul specific de valori, credinte, optiuni, semnificatii, practici, norme si comportamente impartasite la nivelul unei organizatii si care o caracterizeaza dpdv cultural.

Elementele componente:

- Comportamentul firmei

- Normele interne

- Valorile dominante

- “Filosofia” firmei

- Regulile interne

- Climatul organizational.

1. Conceptul de cultura organizationala (2)

Modelul cultural organizational (G. Hofstede): - Cultura orientata spre mijloace vs. scopuri (Means oriented vs. Goal oriented)

- Cultura orientata spre interior vs. exterior (Internally driven vs. Externally driven)

- Cultura cu disciplina a muncii slaba vs. stricta (Easy going work discipline vs. Strict work discipline)

- Cultura locala vs. profesionala (Local vs. Professional)

- Cultura deschisa vs. inchisa (Open system vs. Closed system)

- Cultura orientata spre angajati vs. munca (Employee oriented vs. Work oriented)

- Gradul de acceptare a stilului de conducere (Degree of acceptance of leadership style)

- Gradul de identificare cu organizatia (Degree of identification with your organization).

1. Conceptul de cultura organizationala (3)

Tipologia culturilor organizationale

(F. Trompenaars):

- Cultura de tip familial (Ierarhie + Persoana)

- Cultura de tip piramidal (“Turnul Eiffel”) (Ierarhie + Scop)

- Cultura de tip proiect (“Racheta teleghidata”) (Egalitate + Scop)

- Cultura de tip afirmare (“Incubator”) (Egalitate + Persoana). Variabilele luate in considerare: - Ierarhie vs. Egalitate - Persoana vs. Scop.

1. Conceptul de cultura organizationala (4)

Tipologia culturilor organizationale

(C. Handy):

- Cultura de putere (Power Culture – SO centralizata)

- Cultura de rol (Role Culture – SO functionala)

- Cultura de sarcina (Task Culture – SO matriceala)

- Cultura de persoana (Person Culture – Prevalenta individului). Variabilele luate in considerare: - Asocierea Cultura organizationala – Structura organizationala (SO).

1. Conceptul de cultura organizationala (5)

Tipologia culturilor organizationale

(A. Carmazzi):

- Cultura blamarii (Blame Culture – Individ)

- Cultura multi-directionala (Multi-Directional Culture – Individ Grup)

- Cultura multumirii de sine (Live and Let Live Culture – Individ + Grup)

- Cultura marcii congruente (Brand Congruent Culture Grup)

- Cultura leadership-ului (Leadership Enriched Culture Organizatie).

Variabilele luate in considerare: - Nivelul individual (‘SKILL’) - Nivelul grupului (‘ATTITUDE’) - Nivelul organizational (‘CAUSE’).

1. Conceptul de cultura organizationala (6)

The Organizational Culture Inventory: Culture Clusters (R. Cooke):

- Culturile constructive (Blue) (Constructive Cultures: Achievement; Self-Actualizing;

Humanistic-Encouraging; Affiliative)

- Culturile pasiv-defensive (Green) (Passive/Defensive Cultures: Approval; Conventional;

Dependent; Avoidance)

- Culturile agresiv-defensive (Red) (Aggressive/Defensive Cultures: Oppositional; Power;

Competitive; Perfectionist).

Variabilele luate in considerare: - Satisfacere – Securitate - Sarcina – Individ

1. Conceptul de cultura organizationala (7)

Culture Clusters – The Circumplex (R. Cooke):

1. Conceptul de cultura organizationala (8)

Culture Clusters – The Circumplex (R. Cooke):

http://www.humansynergistics.com/OurApproach/TheCircumplex

2. 2. Internationalizarea firmei in Internationalizarea firmei in

context interculturalcontext intercultural

2.1 Dezvoltarea firmei in context intercultural

Abordarile culturii organizationale

(modele culturale) (K. Fatehi):

- Abordarea etnocentrica

(mentalitatea tarii de origine)

- Abordarea policentrica

(mentalitatea tarii-gazda)

- Abordarea centrocentrica

(mentalitatea globala clasica)

- Abordarea geocentrica

(mentalitatea supranationala).

2.2 Tipologia culturala a firmelor internationale (1)

Etapele dezvoltarii culturale a firmelor internationale:

- Firma monolitica (1.-; 2.-; 3.+; 4.-)

- Firma pluriculturala (1.-; 2.-+; 3.≈-; 4.≈+)

- Firma multiculturala (1.+; 2.+; 3.-; 4.+)

Variabilele luate in considerare:

1. Modul de culturalizare (“-” = asimilare; “+” = pluralism)

2. Gradul de integrare al strainilor (“-” = redus; “+” = crescut)

3. Gradul de discriminare (“-” = redus; “+” = crescut)

4. Gradul de identificare cu organizatia (“-” redus = ; “+” = crescut).

2.2 Tipologia culturala a firmelor internationale (2)

Beneficiile multiculturalismului:

- Reducerea costurilor

- Procurarea de resurse

- Obtinerea de avantaje in planul marketingului

- Stimularea creativitatii

- Luarea de solutii optime

- Instaurarea flexibilitatii organizatorice.

Clasificarea firmelor in functie de stadiile internationalizarii si abordarea culturala:

- Firma nationala

(Internationalizare initiala; Etnocentrism)

- Firma internationala

(Implantare in strainatate; Policentrism)

- Firma multinationala

(Multinationalizare; Centrocentrism)

- Firma globala

(Globalizare; Geocentrism).

2.3. Firma in context international si multicultural (1)

2.3. Firma in context international si multicultural (2)

Influentele culturale in management:

- Decizii centralizate vs. decizii descentralizate

- Siguranta vs. risc

- Motivare individuala vs. motivare de grup

- Proceduri formale vs. proceduri informale

- Loialitate ridicata vs. loialitate scazuta

- Cooperare vs. competitie

- Orientare pe termen scurt vs. termen lung

- Stabilitate vs. inovare.

2.3. Firma in context international si multicultural (3)

Va multumesc pentru atentie!

Conf. Univ. Dr. Irina-Eugenia IAMANDI irina_iamandi@yahoo.com