1 / 30

THE MEANINGS DIMENSIONS OF CULTURE

galvin
Download Presentation

THE MEANINGS DIMENSIONS OF CULTURE

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. 1 1/2/2007 THE MEANINGS & DIMENSIONS OF CULTURE

    2. 2 1/2/2007 MUSTANG JEANS (MANAGER’S HOT SEAT)

    3. 3 1/2/2007 GROUP DISCUSSION How effective was Michael’s new approach to the situation? What specific things should Michael have done to bring about a successful resolution to the situation? How well did Michael handle this situation? What could or should have been done differently? Throughout the interchange between Michael and the Japanese manager, what do you think went through the mind of the latter?

    4. 4 1/2/2007 How Cultures Affect Management Approaches Centralized Decision Making Risk Averse Individual Rewards Informal Procedures High Organizational Loyalty Co-operation Encouraged Decentralized Decision Making Risk Seeking Group Rewards Low Organizational Loyalty Competition Encouraged

    5. 5 1/2/2007 THEORETICAL PERSPECTIVES HOFSTEDE’S VALUE SURVEY MODEL TROMPENAARS’ CULTURAL DIMENSIONS RONEN & SHENKAR’S COUNTRY CLUSTERS THE GLOBE STUDY

    6. 6 1/2/2007 Hofstede’s Dimensions of Culture Power Distance (Large or Small) The extent to which less powerful members of institutions accept that power is distributed unequally Large (Mexico, South Korea, India) blindly obey order of superiors hierarchical organizational structure Small (U.S., Denmark, Canada) decentralized decision making flat organizational structures

    7. 7 1/2/2007 Power Distance Index

    8. 8 1/2/2007 Uncertainty Avoidance (High or Low) The extent to which people feel threatened by ambiguous situations High( Germany, Japan, Spain) high need for security strong beliefs in experts Low (Denmark, UK) willing to accept risks less structuring of activities

    9. 9 1/2/2007 Uncertainty Avoidance Index

    10. 10 1/2/2007

    11. 11 1/2/2007 Individualism Index

    12. 12 1/2/2007

    13. 13 1/2/2007 Masculinity Index

    14. 14 1/2/2007 COUNTRY EXAMPLES NEW ZEALAND - INDIVIDUALISTIC, LOW UNCERTAINTY, EQUALITY & MALE VALUES ITALY - INDIVIDUALISTIC, LOW UNCERTAINTY, & EQUALITY (QUALIFIED) AND MALE VALUES SINGAPORE - COLLECTIVIST, HIGH UNCERTAINTY, LOW MASCULINITY, RELATIVELY HIGH POWER DISTANCE JAPAN - COLLECTIVIST, HIGH UNCERTAINTY AVOIDANCE & MASCULINITY, RELATIVELY HIGH POWER DISTANCE

    15. 15 1/2/2007 Hofstede - Caution! Assumes one-to-one relationship between culture and the nation-state Note that many nation-states contain various cultures (often extremely different from each other). The research may have been culturally bound. Survey respondents were from a single industry (computer) and a single company (IBM).

    16. 16 1/2/2007 APPLYING TO MANAGEMENT PROCESSES PLANNING & DECISION-MAKING - individualism & collectivism? STRUCTURING & ORGANIZING - high or low uncertainty avoidance? STAFFING & DIRECTING - masculinity & femininity? COMMUNICATING & CONTROLLING - power distance?

    17. 17 1/2/2007

    18. 18 1/2/2007

    19. 19 1/2/2007

    20. 20 1/2/2007 Time Past or Present-Oriented Vs. Future-Oriented Past or present-oriented : emphasize the history and tradition of the culture Venezuela, Indonesia, and Spain Future-oriented: emphasize the opportunities and limitless scope that any agreement can have U. S., Italy, and Germany

    21. 21 1/2/2007

    22. 22 1/2/2007

    23. 23 1/2/2007

    24. 24 1/2/2007 EURO DISNEYLAND

    25. 25 1/2/2007 CASE QUESTIONS: 4 GROUPS (EACH ANSWERING ONE) Using Hofstede’s four cultural dimensions as a point of reference, what are some of the main cultural differences between the US & France? In what way has Trompenaars’s research helped explain cultural differences between the US & France? In managing its Euro Disneyland operations, what are three mistakes that the company made? Explain. Based on its experience, what are the three lessons the company should have learned about how to deal with diversity? Describe each.

    26. 26 1/2/2007 COUNTRY CLUSTERS STUDY BY SIMCHA RONEN & ODED SHENKAR DEVELOPED CLUSTERS OF COUNTRIES STUDIED COUNTRIES WITHIN A CLUSTER ARE CONSIDERED SIMILAR WITH REGARD TO THEIR CULTURAL VALUES CLUSTERS ARRANGED IN APPROXIMATE ORDER OF CLUSTER SIMILARITY

    27. 27 1/2/2007 A Synthesis of Country Cultures

    28. 28 1/2/2007 GLOBE PROJECT: JUST COMPLETED Built on previous work of Hofstede and Ronen & Shenkar – especially Hofstede 6 of their 9 dimensions are from Hofstede Focus on leadership – goal was to develop an empirically based theory to describe, understand & predict the impact of specific cultural variables upon leadership & organizational processes Large study – 170 scholars with a sample of 17,000 managers in three industries located in many countries

    29. 29 1/2/2007 CULTURE & COMPETITIVE ADVANTAGE VALUE SYSTEMS & NORMS OF A COUNTRY INFLUENCE THE COSTS OF DOING BUSINESS IN THAT COUNTRY. INFLUENCES WHICH COUNTRIES WILL BE THE MOST VIABLE COMPETITORS IMPLICATIONS FOR THE CHOICE OF COUNTRIES IN WHICH TO LOCATE PRODUCTION & DO BUSINESS

    30. 30 1/2/2007 ASSIGNMENT FOR 6/2/2007 TOPIC: Managing across Cultures Cross-Cultural Conflicts in the Corning-Vitro Joint Venture: read the case (pp. 211-215) & the simulation (pp. 553-556)

    31. 31 1/2/2007 PROCEDURE Read both case & simulation pages prior to class Divide the class into four groups: Vitro (supports keeping JVs), Vitro (against keeping JVs), Corning (supports keeping JVs), Corning (against keeping JVs) At the beginning of class, the Vitro and Corning groups will meet separately to decide whether or not the joint venture should be kept or dissolved (must be a collective decision) – 30 minutes Also need to formulate a position to bring forward to the partner Then two representatives from each side meet to inform the other of their decision, state their position, and come to a decision – be sure to reflect cultural differences between the Mexican & U.S. cultures in your negotiation – 15 minutes Wrap-up & general discussion of managing in different cultures

More Related