2. Internal direction versus outer direction
In an internal direction, people believe they can attain their goals by controlling their environment in which they work. Here, people acquire their skills and take control of their learning. People here are open about disagreements and differences and engage in constructive conflicts. In an outer direction, oriented organisation, people believe that the environment that they work in controls them by making them achieve their goals. They avoid conflicts and they regularly need assurance that they are doing a well at their jobs. Clifford Chance being an outer-direction oriented culture provides its employees and staff with the resources to perform their jobs. Feedback on these resources are provided …show more content…
Information in this organisation is provided accurately and promptly. This is particularly important when a project needs immediate attention. The firm’s attitude towards dress code very explicit. As far as holidays are concerned, vacations are mandatory. This organisation is very observant and strictly adheres to the calendar and public holidays in the various locations and people are encouraged to take some time off to observe these holidays. For example, Muslims in different locations observing the Friday prayer hour and other necessary prayer times during the fasting periods.
Analysis of CC cultural diversity management
Clifford Chance has a workforce with great cultural diversity. This heterogeneous workforce has caused this organisation to embrace diversity management as an essential strategy for running its business and expanding its global presence. The CC management teams (Executive Leadership Group – ELG, and the Partnership Council) appreciate and interact with a diverse group of people and understand the local markets in which the company operates. The ELG consists of some senior partners and the Regional Managing Partners from the different regions. The group is made of thirteen partners; eleven males and two females.
The ELG is responsible for the Firm's day-to-day …show more content…
The is a high-power distance between the partners and associates and non-legal staff. The most senior partners have the highest status; the associate aim and hope of becoming partners in the future. Just like it is with the organisational culture, the individualism level is high with a high respect for privacy. The management and senior partners don’t mix their private life with work life. Achievement is very important, there is a strong feeling of superiority and huge importance is attributed to status. At CC, the management score is high on masculinity. CC management believes in the creation of sustainable relationships during any negotiation process. To CC, developing familiarities and cultivating trust (which help to establish mutual predictability), is very important. A high level of uncertainty-avoidance is also noted with some bureaucratic functioning during approval
In an internal direction, people believe they can attain their goals by controlling their environment in which they work. Here, people acquire their skills and take control of their learning. People here are open about disagreements and differences and engage in constructive conflicts. In an outer direction, oriented organisation, people believe that the environment that they work in controls them by making them achieve their goals. They avoid conflicts and they regularly need assurance that they are doing a well at their jobs. Clifford Chance being an outer-direction oriented culture provides its employees and staff with the resources to perform their jobs. Feedback on these resources are provided …show more content…
Information in this organisation is provided accurately and promptly. This is particularly important when a project needs immediate attention. The firm’s attitude towards dress code very explicit. As far as holidays are concerned, vacations are mandatory. This organisation is very observant and strictly adheres to the calendar and public holidays in the various locations and people are encouraged to take some time off to observe these holidays. For example, Muslims in different locations observing the Friday prayer hour and other necessary prayer times during the fasting periods.
Analysis of CC cultural diversity management
Clifford Chance has a workforce with great cultural diversity. This heterogeneous workforce has caused this organisation to embrace diversity management as an essential strategy for running its business and expanding its global presence. The CC management teams (Executive Leadership Group – ELG, and the Partnership Council) appreciate and interact with a diverse group of people and understand the local markets in which the company operates. The ELG consists of some senior partners and the Regional Managing Partners from the different regions. The group is made of thirteen partners; eleven males and two females.
The ELG is responsible for the Firm's day-to-day …show more content…
The is a high-power distance between the partners and associates and non-legal staff. The most senior partners have the highest status; the associate aim and hope of becoming partners in the future. Just like it is with the organisational culture, the individualism level is high with a high respect for privacy. The management and senior partners don’t mix their private life with work life. Achievement is very important, there is a strong feeling of superiority and huge importance is attributed to status. At CC, the management score is high on masculinity. CC management believes in the creation of sustainable relationships during any negotiation process. To CC, developing familiarities and cultivating trust (which help to establish mutual predictability), is very important. A high level of uncertainty-avoidance is also noted with some bureaucratic functioning during approval