MULTICULTURAL INFLUENCES IN HRD (DCE5130) SEMESTER TWO 2015/2016 F2F III (AS PER 20 FEB 2015)

1. MULTICULTURAL INFLUENCES IN HRD(DCE5130) SEMESTER TWO 2015/2016F2F III (AS PER 20 FEB 2015)

2. OBJECTIVES: • At the end of this course, the students are able to: • Identify and elaborate key elements of his/her own culture and other cultures in Malaysia/own country • Analyze and relate key elements of culture (cultural dimension) to the intracultural, intercultural, and crosscultural Malaysian workplace • Discuss and provide solution to issues and challenges in working across cultures,

3. SYNOPSIS: • This course emphasises the influence of multiculture on human resource development, the sensitivity of multiculture on labour force in Malaysia and at the international level, cross-cultural and intercultural management of international corporations).

4. EVALUATION OF MULTICULTURAL INFLUENCES IN HRD(DCE5130) 1. Assignment 1 15% 2. Assignment 2 (Article Review)15% 3. Assignment 3 15% 4. Assignment 4 (Case Study) (Group) 25 % 3. Final exam 30%

5. ASSIGNMENT 1 • What is your understanding of your own value in your culture? • Identify your core value (can be more than one values). • Describe the value/s by using the key elements of culture (underlying assumption, value, symbol, ritual and hero). The assignment should be based on your own observation and experience. Some references may be useful. • (At least 10 pages. 1.5 spacing) • Due date: 2nd Face to Face

6. ASSIGNMENT 2 (Individual) • Search for ONE research article related to multicultural influences in HRD/organization. • Review and discuss your chosen article based on your understanding of cultural dimensions. Please read and compare with the following article (given in the VODPPL): “FACILITATING HARMONY IN DIVERSITY: USING DELIGHTS, PUZZLES AND IRRITATIONS TO MEET THE CHALLENGE OF DIVERSITY” (provided in the file or at www.amauta-international.com/iaf2000/Abdullah2.PDF) • (At least 3 pages. 1.5 spacing) • Due date: 3rd Face to Face

7. ASSIGNMENT 3 • How Malaysian manager manage the organization? (intracultural or intercultural organization? • Select one or two cases/activities on how manager manage the organization from cultural perpective (in terms of leadership, communication, motivating, managing conflict etc.) The assignment can be either based on your own experience or others or a research article. • (At least 10 pages. 1.5 spacing) • Due date: 3rd Face to Face

8. ASSIGNMENT 4CASE STUDY (GROUP ASSIGMENT) • How foreigners manage and need to know about managing in Malaysia (Cross-cultural Organization)? • The students are expected to do a series of interview the foreigners (particular from western countries, Japan, Korea, Taiwan or Africa’s) who worked in Malaysian organizations (company, NGO, government). • At least three foreigners of managerial level should be interviewed. • Focus of the paper is how foreigners manage the organization from the cultural perspective, the issues and problems, their expectation, misunderstanding, etc. • (At least 15 pages. 1.5 spacing) • Due date: Final Exam for Master Program

9. FINAL EXAM •  Focus will be given on the ability of students to analyse key dimensions/elements of own culture and other cultures, and relate and propose solutions to issues and challenges in the multicultural workplace contexts.

10. COURSE CONTENT Part 1: Key elements of My Own Culture and other cultures in Malaysia Part 2 Relating at the intra cultural, intercultural, cross cultural Malaysian workplace • 4 PARTS • . Part 3 Issues and challenges in working across cultures, namely: - when Malaysians go abroad to work - when foreigners come to live and work in Malaysia.

11. Part 3Issues and challenges in working across cultures, namely:- when Malaysians go abroad to work - when foreigners come to live and work in Malaysia. COURSE CONTENT • . o An awareness and understanding of values and underlying assumptions of people from different cultures in business settings (Americans, Japanese, Australians, Canadians, Germans, Swedes, etc) o A knowledge of work practices as observed in different cultures: concept of time, completed staff work, ethics, work relationships, protocol, etiquette and sensitivities as observed by each culture o Acquire appropriate skills, strategies and techniques to interact with the host culture for business and social purposes o Issues and challenges of international management o Managing cross cultural interactions in business settings

12. PROJECT PAPER/CASE STUDY • How foreigners manage and need to know about managing in Malaysia (Cross-cultural Organization)? • The students are expected to do a series of interview the foreigners (particular from western countries, Japan, Korea, Taiwan or Africa’s) who worked in Malaysian organizations (company, NGO, government). • At least three foreigners of managerial level should be interviewed. • Focus of the paper is how foreigners manage the organization from the cultural perspective, the issues and problems, their expectation, misunderstanding, etc.

13. KEY ELEMENTS OF CULTURE: Americans Symbols Eagle - freedom, strength, individuality, Flag. Big Mac, Disney, Coke Rituals Holidays. Independence Day, Thanks giving, Going to Church on Sundays Heroes Founding fathers, Martin Luther King, Athletes, Entertainers Values Task orientation, Individualism, Punctuality, Money, Privacy, Competitiveness, Underlying assumptions: Man’s relationship with Nature Control, Mastery Man’s relationship with people Individualism, Task driven, Monochronic time, Low context, Guilt, Equality Man’s relationship with God Secular

14. CULTURE OF ORGANIZATION • Consists of five cultural dimensions • VALUES form the heart of the org- have to communicate to all employees – if incongruent with their culture – managers takes long time to internalized them.

15. TYPES OF CULTURAL INTERFACE AT THE Malaysian WORKPLACE INTRA CULTURAL Within one ethnic group Kelantan library INTER CULTURAL With different ethnic groups within a country e.g. Malays, Chinese Indians and Others National library CROSS CULTURAL Between two different cultures e.g. Malaysian and Americans Lincoln library

16. VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE Malays Chinese Indians Malays and Chinese and Indians and Others Malaysians and Anglo- Americans Joking relationship Closeness Polite, friendly Simple Indirect INTRA CULTURAL Rapport building Code switching Common grounds and history Share experience and meaning INTER CULTURAL CROSS CULTURAL Direct and to the point Proper English Formal English Specificity Punctuality, Timeliness Efficiency, Effectiveness CROSS CULTURAL

17. MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS Jaga Maruah(Preserving Face) Budi Bahasa(Language of Character) Mesyuwarah & Gotong Royong (Consensus-seeking and Cooperation) Tolong Satu Sama Lain (To Help One Another) Kawan (Member System)

18. Implications of understanding our Malaysian cultural dimensions for organization 1. Harmony is more important than control 2. More relationship-oriented than task driven 3. More hierarchical than egalitarian 4. Driven by shame than guilt 5. High Context form of communication 6. Polychronic time than monochronic 7. A More Related (we) Self than separated (I) 8. Religious than secular

19. MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE • Leading • Communicating • Motivating • Making decisions • Counseling & guidance • Managing conflict • etc

20. MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE • Leading – Face, nurturing group, relationship, TOWKAY, TUAN, SMALLMAN (humble), Caring • Communicating - Face, polite, cooperation • Making decisions – FACE, respect for age, harmony • Managing conflict – non-confrontational, face, respect for others

21. LEADERSHIP

22. Admirable Qualities of Leader • Yang mulia (righteous) • Berbudi bahasa (humble & well mannered) • Baik tutur bahasa (say pleasant things) • Murah hati (willing to spend money) • Berusaha (industrious) • Tajam & gigih (great alertness) • Empathy, humility, tactfulness • Working unobtrusively & enlisting the assistance and moral support of others (imam) • Warak alim • Etc.. (may refer to page 73)

23. Type of Leader & Way of Expressing Budi

24. MOTIVATING • Malays are motivated by their affiliation to groups, families & individuals. • They would respond better if they could see benefits not just to the company but also to their family, community, nation and religion.

25. MOTIVATING

26. COMMUNICATION

27. HOW OTHERS SEE US • DELIGHTS • Food, eating and entertaining • The Malaysian handshake • The concept of working in teams • Ability to empathize due to diversity • Family values are still intact • Malaysians proudly fly their flags in their public buildings, private homes and private transportation

28. PUZZLES •What is the concept of face in the East versus the West? · Making decisions can take a long time. Why? · Malaysians tend to wait for their bosses to make decisions and give them directions before they act. Why are they so slow to move? · Meetings tend to be long winded and decisions take time. Why are they not bothered about tim · Datelines are not strictly adhered to. Why is it so? · Building relationships is so important at meetings. It takes time fora meeting to get started. Why do they call for meetings? · They say “Yes” but when they cannot meet the commitment theynever explain why theycannot fulfil their earlier promise.Why is this so? · There is a “blaming syndrome” when something goes wrong. Why? · How do we convey negative feedback to Asians? · What is the indirect and direct way of speaking? · What is the polite system that we have to understand and respect?

29. Core Value of British Openness and directness in face-to-face discussion “If you don’t know, please say don’t know” (uncertainty avoidance) Recommended to Malaysian to adapt this value in business activities but have to be sensitive and responsive to Malaysian cultures

30. Leadership Criteria that a leader should have is leading from the front likes military Communication skills is important to deliver clear instruction including the objectives and time frame (what, why, when). Expected subordinates to work in instruction but need to be sensitive to the way of instructing and asking As a leader, it is advisable that not to scold subordinates in public (preserving face)

31. Communications Direct and explicit When conveying negative news, direct approaches are more better and efficient Equality is important than hierarchy Prefer address first-name basis, even in the formal meeting All is same level, so that discussion can be more openness and directness

32. Motivation Although working is important but also need to spend time to relax, eg. travel Spectrum of reward vs. punishment systems at Malaysia is very wide and broad Building relationship with subordinates is important to motivate them to work but the relationship is not in deep and personal basis.

33. Managing Crises and Problems Direct and explicit communication is important to convey clear instruction Being open and direct Prepare to listen and accept others suggestion where appropriate and relevant in making decision Setting clear objectives with time frame

34. Issues and Challenges of Working Across Cultures Need to be always aware and alert of the ways of doing things at Malaysia Issues of religion and hierarchy Ways of communication (indirect, passing the buck or play ‘taichi’) Languages

35. Expectation for Malaysian Workers • Values that found from Malaysian are respectful and helpful • Malaysian are encourage but not a force: • to be more openness and directness where appropriate and applicable • not be shy in working relationship • be on time

36. Part 4 Key concepts and theories in the field of cross cultural/multicultural mgt. Globalization Guilt Harmony Hierarchy Homogeneity Indigenization Individualism Industrialization Ingroup-outgroup Intercultural Internalization Intracultural Locus of control: Localization Modernity Modernization Monochronic time Multicultural Particularism Polychronic time Power distance Accommodation Acculturation Affirmative action Assimilation Assumptions Attribution theory Collectivism Colonization Consensus Context: Low/ High Control Corporate Cross cultural Culture Diversity Egalitarian Emic-Etic Ethnocentricism Face saving Related self Relationship orientation Rituals Role models/heroes Secular Sensitivity Separated self Shame Socialization Symbolic conformity Symbols Task orientation Uncertainty avoidance Universalism Values Westernization

37. CULTURAL SURGERY: Culture can be both a tool and a trap. By understanding the values and assumptions of our culture, managers will be able to know what to: Very Productive STRENGTHEN respect NURTURE develop Nurture own local indigenous values and assumptions which can be harnessed to drive productive work practices in order to be globally responsive Shared work practices which we already do well and are supportive of productive work habits Work Output DISCARD ignore SURFACE and REPLACE reinvent Not so productive Discard practices (symbols, rituals) which when taken to the extreme tend to create dysfunction- waste time, energy and block work efficiency (pathology) Surface existing values and assumptions which are unproductive and has no value added benefit Conscious Unconscious Mental state @asma If a particular value is taken to the extreme it risks creating a dysfunction, a pathology

38. FINAL EXAM •  Focus will be given on the ability of students to analyse key dimensions/elements of own culture and other cultures, and relate and propose solutions to issues and challenges in the multicultural workplace contexts.

39. FOKUS PEMBELAJARAN • Amalan pengurusan yang berasaskan budaya Malaysia(Dimensi budaya) -Kebaikan/kekuatan & Boleh diperbaiki - strategi • Lima Dimensi budaya dan perkaitan antara dimensi • Amalan tempat kerja - kes • Budaya masyarakat individu dan kaitanya dengan tempat kerja • Pandangan orang luar terhadap budaya kerja Malaysia

40. FOKUS PEMBELAJARAN 6. Konseppenting • Komunikasidalamorganisasi • Kepimpinandalamorganisasi • Maludan Rasa Bersalah • TugasdanHubungan • KonteksKomunikasiTinggi • Intercultural dancrosscultural Organizations • Motivasidalamorganisasi • DimensiHieraki • Hormat orang tua