Thursday, 16 Janyary 2019

Relationships
Between Culture
And SHRM
PRESENT BY:
FIRSTA MUHAMMAD
MAGA BANIA

PPM SCHOOL OF MANAGEMENT

Mapping diagram of
the Relationships
Between Culture
and SHRM
 What is Culture?

A pattern of shared basic assumptions that the group learned as it solved its
problems of external adaptation and internal integration, that has worked well
enough to be considered valid and, therefore, to be taught to new members as the
correct way to perceive, think and feel in relation to those problems.

Organisational culture refers to the pattern of beliefs, values and learned ways of
coping with experience that have developed during the course of an organisation’s
history, and which tend to be manifested in its material arrangements and in the
behaviours of its members.
 TYPOLOGIES OF
NATIONAL CULTURE

Converging
or
Diverging

???
 TYPOLOGIES OF
NATIONAL CULTURE

Hofstede's
Dimensions
Power Distance
Individualism/colletivism
Masculinity/Femininity
Uncertainty Avoidance
Confucian Dynamism
TYPOLOGIES OF
NATIONAL CULTURE

Trompenaars and
Hampden-Turner
Dimension
Relationships with People
Attitudes to Time
Attitudes to the Environment
Trompenaars and
Hampden -Turners
dimension of
Cultural Diffrence
 A Comparison of Hofstede's and Schein's
Representations of Organisational Cultures
 INTEGRATION

Martin (1992) DIFFERENTIATION

Frameworks for Understanding
Organisational Culture

FRAGMENTATION
TYPOLOGIES OF
ORGANISATINAL CUTURE POWER

ROLE
Structural Views
TASK

PERSON
TYPOLOGIES OF
ORGANISATINAL CUTURE
RATIONAL IDEOLOGICAL CULTURE
OR OR
'MARKET' CULTURE 'ADHOCRACY'

Competing
Values

CONSENSUAL
THE HIERARCHICAL
OR
CULTURE
'CLAN' CULTURE
TYPOLOGIES OF
ORGANISATINAL CUTURE

The External Environment

DEAL AND KENNEDY TYPOLOGY

OF ORGANISATIONAL CULTURE
TYPOLOGIES OF
ORGANISATINAL CUTURE

Johnson and
Scholes Cultural
Web
STRATEGIES FOR MANAGING
Working out the desired culture

Ensuring that the HR strategy and desired

Frameworks culture match

for Cultural Identifying gaps between actual and

Alignment desired culture

Taking steps to move the actual culture to

the desired culture
STRATEGIES FOR MANAGING

Strategies for Cultural Alignment:

top-down or bottom-up?
TOP-DOWN APPROACHES BOTTOM-UP APPROACHES

TEAMWORK

THE NEED FOR

COMMITMENT

THE NEED TO DEVELOP

NEW COMPETENCIES
STRATEGIES FOR MANAGING

Design
Parametes
for Cultural
Change
 Case Study
Corporate Culture and Group Values at
Dicom Group PLC
Dicom Group plc is the global market leader
in the information capture market, providing
document imaging scanning hardware and
software, and associated support services.

Founded in Switzerland in 1991 by Otto

Schmid, Dicom Group grew rapidly during the
1990s via a combination of acquisitions and
organic growth and now employs over 840
people across the subsidiary companies.
 VISION

The Dicom team will be the world leader in

enabling organisations to automate their
business transactions by accelerating the
collection, transformation and delivery of
mission critical documents

MISSION
• We care for our customers better than anyone else in our industry.
• We are a premier business partner of the world’s leading system integrators, software
developers, IT resellers and OEMs [original equipment manufacturers].
• We only compete with superior products and services in fast-growing information technology
sectors in which we can achieve and maintain a dominant market share.
• We hire the highest calibre employees available and continually invest in their development.
• We constantly aim to achieve attractive returns for our shareholders.
• To us respect, integrity and loyalty constitute very important values, reflected in a co-operative
relationship with the society and the environment in which we operate.
 1. Drawing on the information given in this case,
construct a cultural web for Dicom Group.
--> Global market leader in the information capture market.
--> Dicom Family - To make money is to have fun doing it.

Glorify story on how the CEO Open Place Office

appreciate everyone

Training program, Flat Organizations

recruitment and fast
promotion

Performace Appraisals and Treated as Patner

Management
 2. Assess the extent to which Dicom Group’s culture is
aligned to its vision and mission.

VISION AND MISSION IMPLEMENTATION

Acceleration and transformation Requires loose but motivating culture

Continously motivating the employees to

Maintain market share
outcompete the competitors (Standartd!)

The need to always be challanged for

Hired employee with highest calibre
career and personal development

Integrity and respect in treating the

Integrity and respect
employee
3.To what extent do you consider that Dicom Group’s
culture exhibits characteristics identified by Hofstede and
by Trompenaars and Hampden-Turner for Switzerland?
HOFSTEDE TROMPENAARS

Paricularistic as it doesnt run by

Flat organizations
rules, but by togetherness

Moderate individualism as working Middling individualism as it regards

as a big group of team individuals, but working with commonality

Moderate uncertainty avoidance, Middling emotional as showing emotion

thus always be promoted hence with certain burden

Mid term confucian Middling achivement and middling specific