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Organizational Culture
Chapter 9 of Human Resource Management in a Business Context
(3rd Edition 2007) by Alan Price - published by Cengage
Contents
Objectives
The purpose of this chapter is to:
- Introduce the concept of culture at international, national and organizational levels
- Describe and evaluate theoretical approaches to culture, especially that of Hofstede
- Evaluate the contribution of Deal and Kennedy to the debate on corporate culture
- Discuss how cultures may be managed
Sections
- Culture and international HRM
- International comparisons
- Ethnocentrism and cultural differences
- Cultures and standards
- Psychology and culture
- Culture and business behaviour
- Cultural training
- National and organizational cultures
- Corporate culture
- The Deal and Kennedy model of corporate culture
- Corporate culture and people management
Summary
We commenced this chapter by recognizing that international HRM can be considered
analytically and that differences between national cultures are important to that
analysis. However, descriptions of cultural differences tend to be stereotypical and
do not pay sufficient attention to the diversity found in regions such as Asia. We
discussed the work of Hofstede (1994) on dimensions such as cultural complexity, power
distance, individualism, assertiveness and uncertainty avoidance. We extended our
discussion to cover corporate culture with an account of Deal and Kennedy's (1982)
model and more recent debates on the subject.
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Human Resource Management in a Business Context, 3rd edition
Human Resource Management in a Business Context provides an international focus on the theory and practice
of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources,
key concepts, review questions and case studies for discussion and analysis.
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