MULTICULTURAL DIVERSITY

1. MULTICULTURAL DIVERSITY A.Kadir VAROĞLU (Colonel) Assoc. Prof. Of Management Turkish Military Academy Kadir Varoğlu

2. Kadir Varoğlu

3. CONTENTS • The Nature of Cultural Diversity and Multinational Military Environments • The Impact of National Culture Over the Work Behaviours • The Dimensions of National Cultures • The Process of Cross-Cultural Communication • Conclusions Kadir Varoğlu

4. CULTURAL DIVERSITY AND OPERATIONAL UNITY IN MULTINATIONAL FORCES • Different units, speaking multiple languages, steeped in diverse military traditions, and holding different perspectives on soldiering… • How do they operate as coherent, coordinated, and integrated structures? Kadir Varoğlu

5. THE MILITARY IN MULTINATIONAL ENVIRONMENT • Missions and Circumstances • Time frames • Organizational and authority structures • Transient personnel • Non-inclusion of locals Kadir Varoğlu

6. INTEGRATING MECHANISMS • Bureaucratic controls • Internal division of labor • Formal coordinating mechanisms and information flows • Information flows and sharing of knowledge • Cohesion building • The integrating effects of missions • The effects of uncertainty and “foreignness” • The temporariness of the system • Cross-cultural training and acquaintance Kadir Varoğlu

7. THE IMPACT OF NATIONAL CULTURE • Culture is something that shapes behavior or structures one’s perception of the world. • National culture would affect and create individual. • Understanding especially the national culture is vital to create effective working climate when groups are not homogeneous in their cultural perspective Kadir Varoğlu

8. National Sectoral Organization Group individual Onion Diagram of Cultures Kadir Varoğlu

9. THE INFLUENCE OF NATIONAL CULTURE ON ORGANIZATION FUNCTIONING • A person with a parochial perspective; does not recognize other people’s different ways of living and working, nor that such differences have serious consequences. Kadir Varoğlu

10. THE INFLUENCE OF NATIONAL CULTURE ON ORGANIZATION FUNCTIONING • If that happens; in working environments and people coming from multicultural backgrounds, the organizational and managerial effectiveness would decrease. Kadir Varoğlu

11. THREE LEVELS OF UNIQUENESS IN HUMAN MENTAL PROGRAMMING Specific to individual Inheritedand learned PERSONALITY Specificto group or category Learned CULTURE Inherited Universal HUMAN NATURE Kadir Varoğlu

12. WORK BEHAVIOURS CHANGING ACROSS CULTURES • Geert Hofstede found that managers and employees vary on four primary dimensions: • individualism/collectivism, • power distance, • uncertainty avoidance, • masculinity/femininity. Kadir Varoğlu

13. INDIVIDUALISM/COLLECTIVISM • Individualism exists when people define themselves as individuals. • Collectivism is characterized by tight social frameworks in which people distinguish between their own groups and other groups. Kadir Varoğlu

14. INDIVIDUALISM/COLLECTIVISM • highly individualistic cultures ; • USA, Great Britain, Netherlands • moderately individualistics • Austria, Germany • collective cultures; • Turkey, Portugal, Greece “ Kadir Varoğlu

15. POWER DISTANCE • measures the extent to which less powerful members of the organizations accept the unequal distribution of power. Kadir Varoğlu

16. POWER DISTANCE • Small power distance; • Austria, Denmark, Norway • moderate and close to the small power on the continuum; • Canada, Sweden • large power distance cultures. • France, Belgium, Spain Kadir Varoğlu

17. UNCERTAINTY AVOIDANCE MEASURES • the extent to which people in a society feel threatened by ambiguous situations; the extent to which they try to avoid these situations by; • providing greater career stability, • establishing more formal rules, • rejecting deviant ideas and behavior, • accepting the possibility of absolute truths and the attainment of expertise. Kadir Varoğlu

18. UNCERTAINTY AVOIDANCE MEASURES • Masculinityis; • the extent to which the dominant values in • society emphasize assertiveness and the acquisition of money • and things. • Femininity is; • the extent to which the dominant values in society emphasize relationships among people, concern for others and the overall quality of life. Kadir Varoğlu

19. POSITION OF SOME COUNTRIES ON POWER DISTANCE AND INDIVIDUALISM (1)Large power distance Collectivist (4)Small power distance/ Collectivist Collective *PAK *COL *TAI *PER *VEN *THA *CHL *SIN *POR *HOK *YUG *GRE *TUR *MEX *PHI *IRA *BRA *ARG *JAP *IND INDIVIDUALISM *ISR *AUT *FIN * SPA *SAF *FRA *ITA *BEL *GER *NOR *SWI *IRE *SWE *DEN *CAN *NZL *NET *GBR *AUL *USA (3)Small power distance/ Individual (2)Large power distance Individual Individual POWER DISTANCE Low High Kadir Varoğlu

20. POSITION OF SOME COUNTRIES ON POWER DISTANCE AND UNCERTAINTY (4)Small power distance/ Weak uncertainty avoidance (1)Large power distance Weak uncertainty avoidance *SIN Weak *DEN *SWE *HOK *GBR *IRE *NZL *USA *IND *CAN *SAF UNCERTAINTY AVOIDANCE *AUL *PHI *NOR *NET *IRA *FIN *SUI *THA *PAK *TAI *GER *AUT *BRA *ITA *COL *VEN *ISR *SPA *CHL *TUR *MEX (2)Large power distance Strong uncertainty avoidance *ARG *FRA *PER *SAP *BEL *YUG (3)Small power distance/ Strong uncertainty avoidance *POR Strong *GRE High Low POWER DISTANCE Kadir Varoğlu

21. POSITION OF SOME COUNTRIES ON UNCERTAINTY AVOIDANCE AND GENDER (4)Weak uncertainty avoidance Feminine (1)Weak uncertainty avoidance Masculine Weak *SIN *GBR *DEN *IND *IRE *USA *HOK *PHI *SWE *CAN *SAF UNCERTAINTY AVOIDANCE *NZL *NOR *AUL *NET *FIN *IRA *SWI *THA *GER PAK* *AUT *TAI *CHL *ITA *BRA *ISR *YUG *COL *VEN *FRA *POR *ARG *MEX (3)Strong uncertainty avoidance Feminine *JAP *SPA *TUR *BEL *PER Strong *GRE “MASCULINITY/FEMININITY” Feminine Masculine Kadir Varoğlu

22. NATIONAL AND ORGANIZATIONAL CULTURES • Many People believe that organization culture moderates or erases the influence of national culture. • However, the research results showed that; • employees and managers do bring their national culture to the workplace Kadir Varoğlu

23. CULTURE SHOCK CYCLE High MOOD Low MONTHS IN FOREIGN CULTURE Kadir Varoğlu

24. Positive + Feelings Negative - 1 Euphoria 2 Culture Shock 3 Acculturation 4 Stable State THE ACCULTURATION CURVE Kadir Varoğlu

25. THE NEED FOR CROSS CULTURAL TRAINING Cultural Differences create; • misperceptions, • misinterpretations including categories and stereotypes, • misevaluation, and; • different approaches in leadership applications, • motivational tools, stress management techniques,conflict and negotiation processes, • decision-making attitudes in addition to the communication. Kadir Varoğlu

26. THE COMMUNICATION PROCESS • Communication is the process transmitting thoughts or ideas from one person to another. • The communication process begins with the sender, who has a thought or idea to relay to another person. • The sender expresses this thought in a form he believes the receiver will understand, whether verbal or nonverbal. Kadir Varoğlu

27. COMMUNICATION PROCESS • When the message is encoded, it is then transmitted or sent via a medium such as voice, fax, memo or e-mail. • Once the receiver receives the message, he then decodes or interprets the meaning of the symbols used by the sender to understand or comprehend the meaning of the message. Kadir Varoğlu

28. COMMUNICATION PROCESS SENDER RECEIVER Thought Encoding Transmitting Receiving Decoding Understanding FEEDBACK Kadir Varoğlu

29. CROSS-CULTURAL COMMUNICATION • Communication involves a complex, multilayered, dynamic process through which we exchange meaning • Cross-cultural communication occurs when a person from one-culture sends a message to a person from another culture Kadir Varoğlu

30. CROSS-CULTURAL MISPERCEPTION • No two national groups see the world in exactly the same way. • Perceptual patterns are neither innate nor absolute. They are selective, learned , culturally determined, consistent , and inaccurate. • Perception tends to remain constant. Once we see something in a particular way, we continue to see it that way. Kadir Varoğlu

31. CROSS-CULTURAL MISINTERPRETATION • Since we are constantly bombarded with more stimuli than we can absorb and more perceptions than we can keep distinct, we only perceive those images that may be meaningful. • Categories of perceived images become ineffective when we place people and things in the wrong group. • Cross-cultural miscategorization occurs when I use my home country categories to make sense out of foreign situations. Kadir Varoğlu

32. STEREOTYPES • Stereotyping involves a form of categorization that organizes our experience and guides our behavior toward ethnic and national groups. • Consciously held • Descriptive • Accurate • The first best guess • Modified Kadir Varoğlu

33. SOURCES OF MISINTERPRETATION • Inaccurate perceptions when what actually exists is not seen • Subconscious Cultural Blinders • Lack of Cultural Self-Awareness • Projected Similarity Kadir Varoğlu

34. A’s B’s A’s B’s Description Description Description Description of A of A of B of B PROJECTED SIMILARITY Kadir Varoğlu

35. COMMUNICATION BARRIERS • Language Barriers • Cultural Barriers • Perceptual Barriers • Nonverbal Communication • kinesics • proxemics Kadir Varoğlu

36. ACHIEVING COMMUNICATION EFFECTIVENESS • Improve Feedback Systems • personal • impersonal • Provide Language Training • Provide Cultural Training • Increase Flexibility and Co-operation Kadir Varoğlu

37. CONCLUSIONS • There is need to collect information; • about different cultures of member countries • their implication for effective management. • then; • cultural awareness programs could be designed, • applied for different parties. Kadir Varoğlu

38. THANK YOU FOR YOUR ATTENTION QUESTIONS AND COMMENTS ? Kadir Varoğlu

39. TOUCHING Kadir Varoğlu

40. TOUCHING Kadir Varoğlu

41. BEAR HUGGING Kadir Varoğlu

42. THUMBS UP Kadir Varoğlu

43. “V” FOR VICTORY Kadir Varoğlu

44. BRITISHER “V” FOR VICTORY Kadir Varoğlu

45. ITALIANS AND GREEK BECKONING Kadir Varoğlu

46. YUGOSLAVIA BECKONING Kadir Varoğlu

47. AMERICAN BECKONING Kadir Varoğlu

48. EUROPEAN BECKONING Kadir Varoğlu

49. EUROPEAN GOODBYE Kadir Varoğlu

50. AMERICAN GOODBYE Kadir Varoğlu