1. Regardless of whether this environment or cultural impacts on the mNC, when individuals join an MNC, not only do they bring their national culture, which greatly affects their learned beliefs, attitudes, values, and behaviors, with them, but at the same time they enter into an organization culture. Employees of mNCs are expected to “fit in” 2.Observed behavioral regularities as typified by common language, terminology, and rituals. 3.Norms, as reflected by things such as the amount of work to be done and the degree of cooperation between management and employees. 4.There is a widely held belief that organizational culture tends to moderate or erase the impact of national culture. 5.There are three aspects of organizational functioning that seem to be especially important in determining MNV organizational culture: (1) the general relationship between the employees and their organizations; (2) the hierarchical system if authority that defines the roles of managers and subordinates; and (3) the general views that employees hold about the MNC’s purpose, destiny, goals, and their places in them 6.Family culture is characterized by a strong emphasis on hierarchy and orientation to the person. 7.Project-oriented culture: Guided Missile
8. Eiffel Tower Culture is characterized by strong emphasis on hierarchy and orientation to the task. 9.Incubator culture is the fourth major type of organizational culture that Trompenaars identified, and it is characterized by strong emphasis on equality and personal orientation. 10.Attitude toward authority- Status is ascribed to superior roles that are distant yet powerful [Eiffel Tower] 11. Ways of thinking and learning- Problem centered, professional, practical, cross-discipinary [Guided Missile] 12.Global firms need both an internal and an external diversity focus Homogenous groups, in which members have similar backgrounds and generally perceive, interpret, and evaluate events in similar ways 13.Token groups: which...
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