Human resource

management

Submitted to: Submitted by:

Prof. Luxmi Malodia Manpreet kaur (12)
(UBS, Panjab university) Mugdhaa (13)
Naresh (14)
Corporate culture is often defined as the collection
of shared values, visions, customs, traditions and
internal goals that contribute to make every
company unique.
Management (or managing) is the administration of an , organization whether it
is a business, a not-for-profit organization, or government body.

Cultural management includes the planning, processing,

monitoring, and controlling of management functions in an
international and cross-cultural context.

Cultural management addresses the minimization of cultural

conflicts for an increased organizational efficiency.
ORGANIZATIONS MAY DERIVE THE FOLLOWING BENEFITS
FROM DEVELOPING STRONG AND PRODUCTIVE CULTURES

 Better aligning the company towards achieving

its vision, mission, and goals
 High employee motivation and loyalty
 Increased team cohesiveness among the
company's various departments and divisions
 Promoting consistency and encouraging
coordination and control within the company
 Shaping employee behavior at work, enabling
the organization to be more efficient
 Here are 6 common culture shocks that
can derail any business , and basically
this is time when an organisation needs
culture management ;these are as
follows:

1. A merger, acquisition, or restructure

2. Change in leadership or organizational
strategy
3. Hyper growth
4. Diversity & Inclusion initiatives
5. Issues with engagement, performance, or
turnover
6. Defining or refreshing organizational values
CULTURE MANAGEMENT
PROCESS
Step One: 
Define the desired
culture. 
What is the culture that
will most effectively
support the achievement
of long-term goals?
 Step Two: 
Identify the current culture. 
What is the culture that is
currently influencing
employee behavior? This step
requires the collection of
input from employees
throughout the company
regarding their perceptions of
the current culture.

Step Three:
 Identify and analyze
differences or gaps
between the desired
culture and the current
culture.
 Step Four: 
Develop a culture
management plan which
identifies objectives and
goals to build on the
strength of the current
culture while closing the
gap between the current
and desired culture.
Step Five: 
Communicate.
The culture management
plan should be
communicated
throughout the company.
All employees should be
accountable for culture
management goals.
 Step Six: 
Regularly review progress of the
plan and employee performance.
The plan should be reviewed and
if necessary, updated at least
quarterly.
 MODEL OF CULTURAL DIMENSIONS
 Hofstede’s model of culture dimensions

Dr Geert Hofstede, a Dutch researcher, conducted a classical study during the period 1967-73 while

working as a psychologist for IBM. he studied the attitudes and work related behaviour of the

employees working for IBM and its subsidiaries.

No. of countries : 70

No. of employees 1,16,000

Initially, he identified four dimensions that could distinguish one culture from another. Later, he added

fifth and sixth dimensions, in cooperation with Drs Michael H. Bond and Michael Minkov. Hofstede,

Bond and Minkov scored each country on a scale of 0 to 100 for each dimension.

When Hofstede analyzed his database of culture statistics, he found clear patterns of similarity and

difference along the four dimensions. And, because his research focused solely on IBM employees, he

could attribute those patterns to national differences, and minimize the impact of company culture.

.
1. Power-Distance Index (PDI):
This refers to the degree of inequality that exists – and is accepted – between people
with and without power.

A high PDI score indicates that a society accepts an unequal, hierarchical distribution of
power, and that people understand "their place" in the system. A low PDI score means
that power is shared and is widely dispersed, and that society members do not accept
situations where power is distributed unequally.

Application:

According to the model, in a high PDI country, such as Malaysia, team members will not
initiate any action, and they like to be guided and directed to complete a task. If a

manager doesn't take charge, they may think that the task isn't important .
The culture management strategy for this dimension can thus be
detailed as follows:
2. Individualism Vs. Collectivism:
This refers to the strength of the ties that people have to others within their community.

A high IDV score indicates weak interpersonal connection among those who are not part
of a core "family." Here, people take less responsibility for others' actions and outcomes.

In a collectivist society, however, people are supposed to be loyal to the group to which
they belong, and, in exchange, the group will defend their interests. The group itself is
normally larger, and people take responsibility for one another's well-being.

Application:

Central American countries Panama and Guatemala have very low IDV scores (11 and
six, respectively). In these countries, as an example, a marketing campaign that
emphasizes benefits to the community would likely be understood and well received, as
long as the people addressed feel part of the same group.
The culture management strategy for this dimension can thus be detailed as
follows:
3. Masculinity Vs. Femininity:
This refers to the distribution of roles between men and women. In

masculine societies, the roles of men and women overlap less, and men

are expected to behave assertively. Demonstrating your success, and being

strong and fast, are seen as positive characteristics.

In feminine societies, however, there is a great deal of overlap between

male and female roles, and modesty is perceived as a virtue. Greater

importance is placed on good relationships with your direct supervisors, or

working with people who cooperate well with one another.

Application:

Japan has the highest MAS score of 95. Therefore, if a company opens an office

in Japan, it should recognize that it is operating in a hierarchical and traditionally

patriarchal society. Long hours are the norm, and this, in turn, can make it harder for

female team members to gain advancement, due to family commitments.

At the same time, Japan is a culture where all children (male and female) learn the value

of competition and winning as part of a team from a young age. Therefore, female team

members are just as likely to display these notionally masculine traits as their male

colleagues.

By comparison, Sweden is a very feminine society, according to Hofstede's model. Here,

people focus on managing through discussion, consensus, compromise, and

negotiation.
[Link] Avoidance Index (UAI)
This dimension describes how well people can cope with anxiety.

In societies that score highly for Uncertainty Avoidance, people attempt to make life as predictable

and controllable as possible. If they find that they can't control their own lives, they may be tempted

to stop trying. These people may refer to "mañana," or put their fate "in the hands of God."

People in low UAI-scoring countries are more relaxed, open or inclusive.

Hofstede argues avoiding uncertainty is not necessarily the same as avoiding risk. He says that you

may find people in high-scoring countries who are prepared to engage in risky behavior, precisely

because it reduces ambiguities, or in order to avoid failure.

Application:

In Hofstede's model, Greece tops the UAI scale with 100, while Singapore scores the lowest with

eight.
5. Long Vs. Short Term Orientation:
This dimension was originally described as "Pragmatic Versus Normative (PRA)." It

refers to the time horizon people in a society display. Countries with a long-term

orientation tend to be pragmatic, modest, and more thrifty. In short-term oriented

countries, people tend to place more emphasis on principles, consistency and truth, and

are typically religious and nationalistic.

Application:
The U.S. has a short-term orientation. This is reflected in the importance of short-term

gains and quick results (profit and loss statements are quarterly, for example). It is also

reflected in the country's strong sense of nationalism and social standards.

6. Indulgence Vs. Restraint:
Countries with a high IVR score allow or encourage relatively free gratification of
people's own drives and emotions, such as enjoying life and having fun. In a
society with a low IVR score, there is more emphasis on suppressing gratification
and more regulation of people's conduct and behavior, and there are stricter
social norms.

Application:
According to the model, Eastern European countries, including Russia, have a
low IVR score. Hofstede argues that these countries are characterized by a
restrained culture, where there is a tendency towards pessimism. People put little
emphasis on leisure time and, as the title suggests, people try to restrain
themselves to a high degree.
• MODEL ILLUSTRATING PROGRESSIVE VS
STATIC CULTURES

Lawerence Harrison and Samuel

Huntington classified the culture of
nations into 2 types:
1) Progressive
2) Static
Each culture is measured using 10
different values, attitudes and mindsets.
Progressive culture
 • RENAISSANCE MODEL OF CULTURE CHANGE
A HR consultancy based in America developed a culture change model using

leadership and training strategies to successfully manage the culture transition

following the merger of Glaxo and the Wellcome foundation to form Glaxo

Wellcome in 1995.

There are basically 4 phases described by this model:

Phase 1:
1. CASE STUDY: CULTURE MANAGEMENT OF FACEBOOK
 Facebook is a company that has exploded in growth
as well as being synonymous with unique company
culture.
 Facebook has created conference rooms, has
separate buildings, lots of outdoor roaming space for
breaks and has management (even CEO Mark
Zuckerberg) working in the open office space
alongside other employees.
 Facebook offers, as do many similar
companies, lots of food, stock options,
open office space, on-site laundry, a
focus on teamwork and open
communication, a competitive
atmosphere that fosters personal
growth and learning and great benefits.
2. CASE STUDY: CULTURE MANGEMENT OF ADOBE
 Adobe is a company that goes out of
its way to give employees challenging
projects and then provide the trust and
support to help them meet those
challenges successfully.
 Adobe doesn’t use ratings to establish
employee capabilities, feeling that that
inhibits creativity and harms how teams
work. Managers take on the role of a coach,
more than anything, letting employees set
goals and determine how they should be
assessed.
 Continual training and culture that
promotes risk taking without fear of penalty
are part of Adobe’s open company culture.
3. CASE STUDY : CULTURE ANALYSIS BY KFC
TO EVALUATE THE CASE STUDIES SHOWS THAT THE
COMPANIES:

 give their employees the freedom to manage their

own work schedule and encourage creativity
 are not just selling a product but promoting values
and a lifestyle
 It's not just about perks, it's also about helping
employees find a healthy balance between work
and their personal lives
 Are adopting new communication tools and
encouraging faster feedback is essential for
supporting a more autonomous and innovative
work style
 THE CEO'S ROLE IN CULTURE
MANAGEMENT

 Be the link between culture and

success.
 Get personally involved in
culture change.
 Be careful of what you tolerate.
 REFERENCES

1) HUMAN RESOURCE MANAGEMENT IN PRACTICE WITH 300

MODELS, TECHNIQUES AND TOOLS BY KANDULA AND
SRINIVAS R
2)HUMAN RESOURCE MANAGEMENT BY K ASWATHAPPA
3) WWW. [Link]
4) [Link]
5) [Link]
6) [Link]
THANK YOU