TEchNOLOGy TRaNSFER MODEL - Javna agencija

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3 BUSINESS CULTURE universals, in which there are certain behavioural traits and patterns that are shared by all cultures around the world. For instance, classifying relations based on blood relations and marriage, differentiating between good and bad, having some form of art, use of jewellery, classifying people according to gender and age, etc., are common in all cultures of the world. Culture is necessary to establish an order and discipline in the society. It is not only a means of communication between people, but also creates a feeling of belonging and togetherness among people in the society. When we step into a foreign culture, suddenly things seem different. We do not know what to do or say. Using Hofstede’s Cultural Dimensions as a starting point, we can evaluate our approach, our decisions, and actions based on a general sense of how the society might think and react to us. The five dimensions of culture according to Hofstede are: 1. Power/Distance (PD) - This refers to the degree of inequality that exists - and is accepted - among people with and without power. 2. Individualism (IDV) - This refers to the strength of the ties people have to others within the community. 3. Masculinity (MAS) - This refers to how much a society sticks with, and values, traditional male and female roles. 4. Uncertainty/Avoidance Index (UAI) - This relates to the degree of anxiety society members feel when in uncertain or unknown situations. 5. Long Term Orientation (LTO) - This refers to how much society values long-standing - as opposed to short term - traditions and values. 3.3.2 Corporate/business culture and its types Corporate culture is the total sum of the values, customs, traditions and meanings that make a company unique. It represents “the character of an organisation” since it embodies the vision of the company’s founders. The values of corporate culture influence the ethical standards within a company, as well as managerial behaviour. Related to corporate culture it is good to differ strong from week corporate cultures: strong culture is said to exist where employees respond to stimulus because of their alignment to organizational values. In such environments, strong cultures help firms operate like well-oiled machines, cruising along with outstanding performance and perhaps minor tweaking of existing procedures here and there. Unlike strong weak culture is present where there is little alignment with organisational values and control must be exercised through extensive procedures and bureaucracy. Deal and Kennedy’s Corporate Cultures (1982) was inspirational and incorporated five critical elements of corporate culture: 1. The business environment - the orientation of organizations within this environment - for example a focus on sales or concentration on research and development - leads to specific cultural styles. 2. Values - are at the heart of corporate culture. They are made up of the key beliefs and concepts shared by an organization’s employees. 3. Heroes - personifications of the organization’s values, achievers who provide role models for success within the company. (...) Heroes have vision and go against the existing order if necessary in order to achieve that vision. 4. Rites and rituals - ceremonies and routine behavioural rituals reinforce the culture (product launches, sales conferences, employee birthday celebrations...) 5. The cultural network - the carrier of stories and gossip which spread information about valued behaviour and ‘heroic myths’ around the organization. When having corporate culture in mind, it is also possible to get to know it from the other side – from the side of the clients. Therefore Knox and Butzel (2010) list the following elements which help us perceive/get the impressions of culture within certain company or institution: professional growth, rate of turnover, leadership style, dress, length of day, life/work balance, internal communication, values of organization, value for employees, physical plant, reputation of CEO. 29
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS 3.3.3 Scientists/ researchers’ culture vs businessmen’ culture This is how KBB – Technology Transfer Facilitators – participants at the module on Business Culture - perceived the differences between two cultures– the academia and business one: Scientist/Researches Businessmen PhD ARTICLES PATENTS PERFECTIONISM PUBLICATIONS HIERARCHY THEORY GLORY RESEARCH GRANTS INVENTION KNOW – HOW ANALYSIS BEEING RIGHT THINKING SABBATICAL KNOWLEDGE RESEARCH PROJECTS AUTHORITY LIMITED TIME COSTS SUCCESS PRACTICE MANAGING SKILLS CUSTOMERS KNOW HOW MONEY PROFIT NICE CAR LEADERSHIP INNOVATION POWER PUBLIC OPINION VALUE PROPOSITION 3.4 Basics on facilitation 3.4.1 What is facilitation and when to use it “Facilitation: Any meeting of a group of people at which a facilitator structures and manages group processes to help the group meet its goal. Facilitation may also be a meeting between two people: a facilitator and an individual who accepts process help and guidance. (Rees, 1998) According to Sandy Schuman (Schuman, 2005) a group facilitation is helping groups to do better. “Facilitation describes the process of taking a group through learning or change in a way that encourages all members of the group to participate. This approach assumes that each person has something unique and valuable to share. Without each person’s contribution and knowledge, the group’s ability to understand or respond to a situation may be reduced. The facilitator’s role is to draw out knowledge and ideas from different members of a group, to help encourage them to learn from each other and to think and act together.” (Clarke, 2010) “Facilitation is the action of being fully present to one’s self and the other(s) in the micro-moment of interaction and in the context of a process with purpose.” (Catana, 2009) To FACILITATE means to “make easier or less difficult.” 3.4.2 Safe space and field of relaxed communication in facilitation – what it is and why and how to create it Safe space in communication (in meetings, projects, social gatherings, debates etc.) occurs when “the participants are able to contribute fully, without worrying unduly about the activity. They do the content, thinking and debate, the facilitator enables it to happen.” (Haworth, 2010). It is only then when participants feel safe and at ease when we can expect they will be contributing to the objectives of the process 30
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TEchNOLOGy TRaNSFER MODEL - Javna agencija

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