The Kluckhohn-Strodtbeck Framework

Executive Summary:

The culture of an organization is defined as the pattern of public conduct against the rules and regulations of the organization which set to achieve the aim and objectives of the organization.

Deep understanding of this concept should be reached by well plan strategies and followed with good operational maps. Those points should accomplished practices with time to form methods of thinking and ways to carry out work and decision-making and others aspects. This should be reflected in the values of the employees and their behavior that is felt by the clients with the organization. Clearly, the management types and their training should be considered and the employees themselves should be eager to understand the concepts

The 5 basic value orientations studied were: human nature, man-nature, time, activity, and relational orientations. Results of the tests were sufficiently conclusive to warrant according the value-orientation theory an independent status in studies of human behavior. They studied a given culture by asking questions. Kluckhohn- Strodtbeck framework is for studying cultural differences along six dimensions, such as focus on past of future events and belief in individual or group responsibility for personal well-being.

Hofstede framework is for studying cultural differences along four dimensions, such as individualism versus collectivism and equity versus inequality. (John, Kenneth & Jerry, 2007) However, the research process proved that Hofstede framework has five dimensions now. Geert Hofstede (1980) in Culture 's consequences: International Difference in work-related values proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity. This volume comprises the first in-depth discussion of the masculinity dimension and how it can help us to understand differences among

Democratic management involves extensive communication from both managers and subordinates. This management style can be particularly useful when various specialized skills are needed to complete a project. Democratic management can only be successful when decision-making processes are streamlined and managed properly. With democratic management, subordinates tend to participate more and have higher job satisfaction.

4.3 Persuasive Management Style

Persuasive management styles share certain characteristics with autocratic management. Persuasive managers will control all decision making but they will spend more time with subordinates. This is done in order to make employees understand the benefits of the decisions made by management. Persuasive managers are not necessarily more inclusive of their employees but they tend to be more aware of subordinates.

4.4 d-Laissez-faire Management