Facets of Societal and Organisational Cultures and Managers' Work Related Thoughts and Feelings

Abstract

The study is part of the ongoing efforts to identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work related thoughts and feelings. A sample of 674 middle level managers at seven locations in India responded to a questionnaire that was developed from the items that samples of managers had provided in the first phasr of the study.

Four major societal dimensions—hypocrisy, corruption, inaction, and respect to power—were shared across locationr. Three additional dimensions—quick rich disposition, face keeping, and non-work orientation—were differently endorsed at different locations. Organisations were perceived to have eight dimensions: entrepreneurial, exploitative, familial, burtaucratic, growth-oriented, patronising, professional, and parochial. All managers were pasitive about their work, although locations had an impact on how managers rated their achieving brhaviours and job satisfaction.

The seven locations varied in their infrastructural facilities that had a sweeping impact an societal, organisational, and managerial dimensions of beliefs, preferences, and practices. Societal factors had a significant impact on organisational factors, and both affected managers' achieving behaviour and job satisfaction, although some ofthe organisational factors also impactrd on societal factors.

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