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Chapter 13: Diversity and Cross-

Cultural Adjustments

Trends Impacting Diversity and

Inclusion (1 of 3)

• Current meaning of diversity first used in

1990s

– Diverse workforce increases performance

– Embrace of diversity builds inclusion

• Whites will become a minority by 2045

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 2

Trends Impacting Diversity and

Inclusion (2 of 3)

• Global talent shortages after 2020

– May widen economic gap for less educated

– Greatest challenges for Black and Hispanic

women

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 3

Trends Impacting Diversity and

Inclusion (3 of 3)

• Wage equality requires monitoring

– Pay equity sends messages

• Effective leaders must understand

differences

– Shifting workforce demographics

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 4

Diversity (1 of 3)

• Workplace diversity

– Differences may challenge leaders

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Diversity (2 of 3)

• Independence in North American culture

– Leaders must create shared culture

– Must show discretion

– Must respectfully enforce policies

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 6

Diversity (3 of 3)

• Surface-Level and Deep-Level Diversity

– Surface-level diversity

– Deep-level diversity

– Culturally diverse teams

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 7

Generations at the Workplace (1 of 4)

• Generations may differ in work approach

– Traditionalists

– Boomers

– Generation Xers or gen Xers

– Millennials

– Generation Z (gen Z)

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 8

Generations at the Workplace (2 of 4)

• The Millennials

– No link from organizational commitment to

workplace culture

– Different work attitudes

– Motivators

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 9

Generations at the Workplace (3 of 4)

• The Millennials

– Want praise and rewards

– Personal-professional balance

– Tend to challenge status quo

– Wide friend networks

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Generations at the Workplace (4 of 4)

• Generation Z

– The “net generation”

– Heavy social media use

– Norms that differ from millennial norms

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 11

What Is Culture? (1 of 12)

• Sociological definition of culture

– Shared by most social group members

– Passed down to younger members

– Shapes behavior and perceptions

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 12

What Is Culture? (2 of 12)

• Straightforward definition of culture

– Things we can see

– Things we cannot see

• Different countries may share cultural

values

– May also vary widely within country

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 13

What Is Culture? (3 of 12)

• Much is not readily apparent for judgement

– “Invisible” aspects

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What Is Culture? (4 of 12)

• High-Context Versus Low-Context

Cultures – High-context cultures

– Low-context cultures

– Common definition of culture Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 15

What Is Culture? (5 of 12)

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 16

Low Score on Cultural Value High Score on Cultural Value

Individualism: Social organization is loose, and

people care for themselves and their immediate

family.

Collectivism: Social organization is tight, and people are loyal to

their in-group or organization.

Low Power Distance: People prefer that power

be equally distributed in an egalitarian way.

High Power Distance: People accept power differences and

respect authority.

Low Uncertainty Avoidance: People tolerate

uncertainty and ambiguity. They are willing to

take risks.

High Uncertainty Avoidance: People feel threatened by

uncertainty and ambiguity. They are risk averse and create rules

to have stability.

Masculinity: People value assertiveness and

strive to acquire money and things.

Femininity: People value caring for one another and the quality of

life.

Short-term oriented: People value the past and

present, expecting short-term gain.

Long-term oriented: People plan for the future, persist, and value

being thrifty.

Indulgence: People lack control of their desires

and impulses.

Restraint: Each individual controls their desires and impulses due

to strong socialization to the societal norms.

Table 13.2 Hofstede’s Cultural Values

What Is Culture? (6 of 12)

• Hofstede’s Cultural Values

– Where Hofstede’s data is from

– Research on national culture and collectivism

– Benefit of individualism

– Impact of Hofstede’s values

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 17

What Is Culture? (7 of 12)

• Criticisms and Usefulness of Hofstede’s

Research

– Limited relevancy

– Cannot characterize all in one culture the

same

– Lack attention to political influences on data

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 18

What Is Culture? (8 of 12)

• Criticisms and Usefulness of Hofstede’s

Research

– Culture may be too complex to reduce

– Research benefits

– Meta-analysis results

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 19

What Is Culture? (9 of 12)

• Cultural Tightness–Looseness

– More recent approach

– Cultural tightness

– Cultural looseness

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 20

What Is Culture? (10 of 12)

• Cultural Tightness–Looseness

– Tightness-looseness spectrum and societal

norms

– Tight cultures

– Cultural tightness response

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 21

What Is Culture? (11 of 12)

• GLOBE Studies of Cross-Cultural

Leadership

– Global Leadership and Organizational

Behavior Effectiveness (GLOBE) project

What Is Culture? (12 of 12)

• GLOBE Studies of Cross-Cultural

Leadership

– Culturally endorsed implicit leadership theory

(CLT)

– GLOBE’s cultural “universals” of effective

leadership

– GLOBE’s cultural “universals” of ineffective

leadership

Developing Global Leaders (1 of 5)

• Future leaders will be global leaders

• Cultural intelligence (CQ)

– Definition

– Dimensions of CQ

– CQ may be acquired

Developing Global Leaders (2 of 5)

• The Third Culture

– Definition

– Aspects

– Phases

Developing Global Leaders (3 of 5)

• The Global Mindset

– Why global business progress is limited

– Global mindset

– What a person with global mindset does

Developing Global Leaders (4 of 5)

• Cross-Cultural Adjustment Strategies

– Acculturation strategies

– Cultural retooling

Developing Global Leaders (5 of 5)

• Integrative Acculturation: Multiculturals

– Definition

– Integrative complexity

Culture Shock • Culture shock definition

– Symptoms

– Phases

Expatriate Adjustment (1 of 4)

• Global mobility

– Expatriates

– Effects of poor cross-cultural adjustment

Expatriate Adjustment (2 of 4)

• Assignment may be initiated or assigned

– Self-initiated expatriates (SIEs)

– Assigned expatriates (AEs)

Expatriate Adjustment (3 of 4)

• Helping expatriates adjust

– Ensuring perceived organizational support

– Surface-level cultural differences

– Deep-level cultural differences

– Mentorship or networking

– Training

Expatriate Adjustment (4 of 4)

• Repatriation

– Definition

– Risk of leaving after return

– Reverse culture shock

– “Culture bumps”

– Communication and validation