Definition of Organizational Culture

Organizational culture is generally understood as all of a company's beliefs, values and attitudes,
and how these influence the behavior of its employees.
Corporate culture refers to the beliefs, attitudes, and values that the organization’s members
share and the behaviors consistent with them (which they give rise to). Corporate culture sets one
organization apart from another, and dictates how members of the organization will see you,
interact with you, and sometimes judge you. Often, projects too have a specific culture, work
norms, and social conventions.
According to Hofstede, Organizational Culture is defined as the way in which members of an
organization relate to each other, their work and the outside world in comparison to other
organizations.

Project Manager’s Checklist

Once the corporate culture has been identified, members should try to adapt to the frequency,
formality, and type of communication customary in that culture. This adaptation will strongly
affect project members’ productivity and satisfaction internally, as well as with the client
organization.
• Which stakeholders will make the decision in this organization on this issue? Will your project
decisions and documentation have to go up through several layers to get approval? If so, what
are the criteria and values that may affect acceptance there? For example, is being on schedule
the most important consideration? Cost? Quality?
• What type of communication among and between stakeholders is preferred? Do they want
lengthy documents? Is “short and sweet” the typical standard?
• What medium of communication is preferred? What kind of medium is usually chosen for this
type of situation? Check the files to see what others have done. Ask others in the organization.
• What vocabulary and format are used? What colors and designs are used (e.g., at Hewlett,
Packard, all rectangles have curved corners)?
Project Team Challenges
In most situations, there is simply no substitute for having a well-placed person from the host
culture to guide the new person through the cultural nuances of getting things done. In fact, if
this “intervention” isn’t present, it is likely to affect the person’s motivation or desire to continue
trying to break through the cultural (and other) barriers. Indeed, optimal effectiveness in such
situations requires learning of cultures in developing countries or international micro-cultures
and sharing perceptions among the culturally diverse task participants on how to get things done.
Project leaders require sensitivity and awareness of multicultural preferences. The following
broad areas should be considered:
• Individual identity and role within the project versus family of origin and community
• Verbal and emotional expressiveness
• Relationship expectations
• Style of communication
• Language
• Personal priorities, values, and beliefs
• Time orientation
There are many interpersonal dynamics and intra-project challenges faced by a globally
distributed team. Individual members and the team itself require important social supports to
mitigate uncertainty, conflict, motivational challenges, culture shock, and the more-
encompassing eco-shock that comes from facing head-on the unfamiliar and diverse situations
consistent with a different cultural and geographically distributed context.
Diverse and globally distributed project teams (i.e., different ethnic cultures, genders, ages, and
functional capabilities), often working on complex projects spanning multiple time zones,
geography, and history, and operating with tight deadlines in cost-conscious organizations, need
to make time and resources available to physically meet each other, and connect (at the very
least) at a formal “kick-off” meeting. Especially when working with team members from high-
context cultures, it is essential to meet face-to-face, discover member’s individual identities and
cultural preferences, share professional knowledge and personal stories, and observe critical
verbal and non-verbal cues (that may not easily be observed online, or on the telephone). This is
key to establishing a safer climate and building trust for stronger relationships among both team
members and management.

Dealing with Conflict

The question isn’t whether, when, or with what frequency conflict will occur among intercultural
team members — or what will create the conflict. If a team wants to overcome (or harness)
conflict for effectiveness and productivity, the question is how to navigate and resolve the
conflicts. Conflict that springs from diversity can actually assist the team in completing complex
problem solving. However, if not navigated successfully, it can create relationship strain and
derail achievement due to increased difficulties in communication and coordination.
As the global marketplace continues its rapid expansion, researchers are increasingly turning
their attention to the issue of conflict management. Differing social and cultural values don’t
necessarily increase the number of conflicts a team will experience, but they can have an impact
on how conflicts are managed and resolved. Cultural awareness is needed for understanding and
appreciating others’ values and behavioral norms. Without that, foreign assignments will become
an overwhelming challenge. Self-awareness and skill development can aid in resolving the
problematic conflict arising from cultural differences to help a team maintain good relations and
remain productive.
Five Methods for Managing Conflict
Conflict has many sources in the workplace. It is borne out of differences and will arise in any
situation where people are required to interact with one another. Dealing with conflict effectively
is a key management skill. This article outlines five different approaches to conflict management
and the situations they are most appropriate for.
1.Accommodation
This is a lose/win situation. The accommodation approach is generally used when one party is
willing to forfeit their position. It is best used in situations where:
 One party wishes to indicate a degree of fairness.
 People wish to encourage others to express their own opinion.
 The issue or problem is more important to the other party concerned.
 It is more important to safeguard the relationship rather than argue about the issue.
2. Compromise
This is a win/lose – win/lose situation, i.e. everyone involved gains and loses through negotiation
and flexibility. Each will win some of what they desire while at the same time giving something
up. The main goal of this approach is to find common ground and maintain the relationship.
Compromise is best used:
 To achieve an agreement when all parties have equal power.
 To reach a temporary resolution in more complicated matters.
 To achieve a settlement when time or other circumstances are constrained.
3.Avoidance
This is a lose/lose situation. Neither party takes action to address the issues involved in the
conflict, meaning that it will remain unresolved. This approach is best used:
 If all concerned feel that the issue is a minor one and will be resolved in time without any
fuss.
 When the parties need a chance to cool down and spend time apart.
 If other people are able to resolve the conflict more effectively than the parties
concerned.
 When more time is needed before thinking about dealing with the issues.
 If the impact of dealing with the situation may be damaging to all parties involved.
4. Competition
This is a win/lose situation. One party attempt to win the conflict through dominance and power.
This approach is best used:
 When all other methods have been tried (and failed).
 In emergency situations when quick, immediate and decisive action is called for.
 In situations where unpopular changes need to be applied and discussion is not
appropriate.
5. Collaboration
This is a win/win situation. It is the most effective but most difficult way of managing
differences. It requires trust and commitment on all sides to reach a resolution by getting to the
heart of the problem. All parties need to be willing to empathize and try to understand each
other’s situation. Collaboration is most appropriate:
 When all parties are willing to investigate alternative solutions together that they may not
necessarily have thought of on their own.
 When trying to get to the source of problems that have continued for a long time.
 When upholding objectives that cannot be compromised on any side while still
preserving the relationship.
 When parties from different backgrounds and experiences are involved.

Chapter -7
Project initiation
The project initiation phase is the first phase within the project management life cycle, as it
involves starting up a new project. Within the initiation phase, the business problem or
opportunity is identified, a solution is defined, a project is formed, and a project team is
appointed to build and deliver the solution to the customer.
the Initiation process guides the project team as they determine and articulate those key aspects
of a proposed project that will help in the decision process.
The business case
A business case is created to define the problem or opportunity in detail and identify a preferred
solution for implementation
The business case includes:
• A detailed description of the problem or opportunity with headings such as Introduction,
Business Objectives, Problem/Opportunity Statement, Assumptions, and Constraints
• A list of the alternative solutions available
• An analysis of the business benefits, costs, risks, and issues
• A description of the preferred solution
• Main project requirements
• A summarized plan for implementation that includes a schedule and financial analysis