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Business Across Cultures Culture for Business Series_2

Tham khảo tài liệu 'business across cultures culture for business series_2', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | THE ORGANIZATION AS A CULTURAL CONSTRUCT In order to approach the answer we need to include the perception of those who perceive this reality. When asking a Singaporean how many levels of authority he had above him and how many below him he answered three above and five below. We were surprised because Fons had interviewed a process operator in Rotterdam with exactly the same job description but in a very much larger refinery. His answer was two levels above him and three below. What accounted for the difference was that an older colleague of the Singaporean was seen as hierarchically senior despite the fact that they had a similar job group level furthermore the fact that a woman was at the same formal level didn t mean much to the interviewee in Singapore. Both internal and external environments are created in the minds of those who observe them. In fact as the systems thinker Russ Ackoff would have put it the contingency theorist observes behavior while a modern systems theorist needs to explain action. If we observe a mouse and see it running for a piece of cheese then we can guess that the cheese is the goal. But it is difficult to check whether the mouse is aware of this goal or has set this goal. It might just be an automatic reaction. And what about a computer Like the mouse - the animal - it seems to be goal-seeking but not goal-setting. And that accounts for behavior rather than action. It is purposive behavior and not purposeful behavior or action. Action is motivated behavior. It is behavior where the individual is not only seeking goals but also setting them. In combining the full spectrum of an individual s range of possible behaviors and to include the environment the organizational scientist has major dilemmas to reconcile. That is why in the early 80s so many alternative methods were developed to help the observer make sense out of all this. Much underlying rationale was about trying to make employees behave in ways deemed to be effective. But 19 .