Cultural Dimensions

1. Cultural Dimensions

2. Levels of Culture • Manifest • Expressed values • Basic assumptions

3. Frameworks • Kluckhohn & Strodtbeck- Variation in Values Orientation • Bigoness & Blakely’s Dimensions • Hofstede’s Dimensions • Hall’s Culture Context • Trompenaars’ Seven Dimensions

4. Kluckhohn & Strodtbeck Values orientation Variations Relation to nature Subjugation Harmony Mastery Time orientation Past Present Future Basic human nature Evil Neutral/Mixed Good Activity orientation Being Containing/ Doing controlling Relationships among Individualistic Group Hierarchical people Space orientation Private Mixed Public

5. Bigoness & Blakely Pleasantness Good Citizen Competent Good Thinker (Cheerful,loving, (Responsible, (Capable, (Imaginative, helpful) polite, obedient) courageous) intellectual) Australia (n=36) 12.7 10.9 5.6 8.3 Brazil (n=30) 11.7 10.1* 4.7* 6.8* Denmark (n=37) 11.9 11.5 5.2 8.6 France (n=32) 13.1* 11.3 5.6 7.8 Great Britain (n=89) 12.5 11.7 6.2 7.7 Germany (n=106) 13.0* 10.8 5.5 8.0 Italy (n=31) 12.2 11.7 5.2 6.7* Japan (n=20) 10.0* 9.8* 6.2 7.5 Holland (n=31) 12.2 11.8 5.4 7.5 Norway (n=46) 11.5 11.4 5.2 8.0 Sweden (n=69) 12.8 12.0 4.5* 8.1 USA (n=42) 12.1 11.5 6.7* 7.7 Overall 12.3 11.3 5.6 7.9

6. Hofstede’s Dimensions of Cultural Differences: • Individualism versus collectivism • -concern for self vs. others • Power distance • -acceptance of unequal power distribution • Uncertainty avoidance • -preference for structure • Materialism versus concern for others (Masculinity/Femininity) • -tough vs. tender • Long-run versus short-run orientation (Bond) • -future vs. past/present

7. Collective PAK COL TAI PER VEN THA SIN HOK GRE PHI JAP IND IC NZL CAN NET GBR USA Individual AUL Low High Power Distance

8. Hofstede Dimension Scores for 10 Countries PD IC MF UA LT USA 40L 91H 62H 46L 29L Germany 35L 67H 66H 65M 31M Japan 54M 46M 95H 92H 80H France 68H 71H 43M 86H 30L Netherlands 38L 80H 14L 53M 44M Hong Kong 68H 25L 57H 29L 96H Indonesia 78H 14L 46M 48L 25L West Africa 77H 20L 46M 54M 16L Russia 95H 50M 40L 90H 10L China 80H 20L 50M 60M 118H From Hostede, 1993 Academy of Management Executive

9. Hall’s Culture Context • High-context • China, Egypt, France, Italy • Low-context • Australia, Canada, England, United States

10. Trompenaar’s Seven Dimensions of Culture • Universalism vs. Particularism • Individualism vs. Collectivism • Neutral vs. Affective Relationships • Specific vs. Diffuse Relationships • Achievement vs. Ascription • Relationship to Time

11. Culturally Based Differences in Management Style Culture provides values that guide acceptable managerial behavior and leadership styles. Transplanted managers may need to adopt some of the characteristics of thenational stereotype of an effective leader in the local culture.

12. United StatesEmotional,egalitarians ChinaLow-profile,tough negotiators GermanyTechnically expert,authoritarians FranceElitist,authoritarians JapanFormal,consensus seekers Culturally Based Differences in Management Style: Stereotypes

13. Multicultural Managers and Organizations • The Multicultural Manager • Has the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. Respects and values the cultural differences. • Has the ability (e.g., is bilingual) to conduct business in a diverse, international environment. • Has a cultural sensitivity in being aware and interested in why people of other culture act as they do. • Is not parochial in assuming that the ways of one’s culture are the only ways things should be done. • Is not ethnocentric in assuming that the superiority of one’s culture over that of another culture.

14. Protocol Do’s and Don’t’s in Several Countries Great Britain DO say please and thank you often. DO arrive promptly. DON’T ask personal questions because the British protect their privacy. DON’T gossip about British royalty France DO shake hands when greeting. Only close friends give light, brushing kisses on cheeks. DO dress more formally than in the United States. Elegant dress is highly valued. - DON’T expect to complete any work during the French two hour lunch DON’T chew gum in a work setting. Italy DO write business correspondence in Italian for priority attention. DO make appointments between 10:00 and 11:00 or after 3:00. DON’T eat too much pasta, as it is not the main course. DON’T hand out business cards too freely. Italians use them infrequently.

15. Protocol Do’s and Don’t’s in Several Countries Greece DO distribute business cards freely so people will know how to spell your name. DO be prompt even if your hosts are not. DON’T expect to meet deadlines. A project takes as long as the Greeks think is necessary. DON’T address people by formal or professional titles. The Greeks want more informality. Japan DO present your business cards with both hands and a slight bow as a gesture of respect. DO present gifts, American - made and wrapped . DON’T knock competitors. DON’T present the same gift to everyone, unless all members are the same organizational rank.

16. Multicultural Managers and Organizations The Multicultural Organization • Values cultural diversity and is willing to encourage and even capitalize on such diversity. Benefits of a Multicultural Organization • Achieves the benefits of valuing diversity. • Avoids the problems of not managing for diversity: • increased turnover • interpersonal conflict • communication breakdowns

17. MonoculturalExclusion of minorities and women from power NondiscriminationUnfair advantage of majority groupremoved, but no culture change MulticulturalShares power and influence with all; major culture change Developmental Stages for theMulticultural Organization

18. Barriers to Good Cross-Cultural Relations • Perceptual expectations • Predispositions about the appropriate appearance and physical characteristics of individuals. • Ethnocentrism • A belief that one’s culture is the best and judging other cultures by how closely they resemble one’s own culture. • Intergroup rather than interpersonal relations • Stereotyping individuals based on their group membership • Stereotypes in intergroup relations • Assuming an individual’s personal characteristics based on their group membership.

19. Cross-Cultural Processes: Motivation In order to use motivational concepts across cultures, managers must know two key factors: • Which needs the people are seeking to satisfy. • Which rewards will satisfy those needs. Research findings: • A motivational concept that has a good cultural fit with a culture can be successfully applied to that culture.

20. Cross-Cultural Processes: Ethics Global business practices and behaviors create ethical and legal dilemmas for managers: • The choice of which culture’s code of ethics to follow. • Conflicts between individual and organizational responsibilities for ethical behavior. • The ethics of outsourcing when doing so may create a human health or environmental safety hazard in another culture.

21. Cross-Cultural Processes: Negotiations Suggestions for negotiating abroad: • Use a team approach. • Do not push for informality. • Be patient. • Learn to tolerate less than full disclosure of information. • Accept silence as part of negotiating. • Take no for an answer sometimes. • Be adaptable.

22. Cross-Cultural Processes: Conflict Resolution National cultures influence which method of conflict resolution a manager will choose. • Tinsley’s models of conflict resolution: Conflict Resolution ModelCultural Group Membership Deferring to status powerJapanese Applying regulationsGermans Integrating interestsAmericans

23. Diversity Training and Cultural Training • Diversity Training • Attempts to bring about workplace harmony by teaching people how to get along better with diverse coworkers. • Objectives of diversity training: • Fostering awareness and acceptance of individual differences. • Helping participants understand their own feelings and attitudes about people who are different. • Exploring how differences might be tapped as assetsin the workplace. • Enhancing work relations between people who are different from each other.

24. Diversity Training and Cultural Training • Training in Cross-Cultural Relations • Cultural training • A set of learning experiences (e.g., mastering a foreign language) designed to help employees understand the customs, traditions, and beliefs of another culture. • Culture shock • The physical and psychological symptoms that can develop when a person is abruptly placed in another culture. • Cultural training is designed to help expatriates avoid culture shock, which is a major contributor to the high failure rate of overseas assignments.