Intercultural Effectiveness Developmental Plan

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— BUSM4688 Cross Cultural Management Topic 5: Beyond Cultural Frameworks

Dr. Shea Fan School of Management

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Content Chart

Foundations

• The nature of culture

• Comparing cultures

• Beyond culture frameworks

Theory Applications

• Working in multicultural teams

• Communicating with culturally different others

• Cultural intelligence

Management

• Understanding culturally diverse employees

• Managing cultural diversity

• Managing language in MNCs

Self-lead learning: discussions, presentations, team investigation

Intercultural effectiveness development: knowledge, self-reflection, attitudes & behavioral change

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Overviews

1.  An alternative way to describe cultures: –  cultural metaphors

2.  Evaluating the valued-based approach 3.  Erin Meyer’s the Culture Map 4.  Understanding stereotyping

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Cultural metaphors

Chapter 2: The Thai Kingdom Chapter 3: The Japanese Garden Chapter 4: Bedouin Jewelry and Saudi Arabia Chapter 5: The Turkish Coffeehouse Chapter 6: DÓn Gánh: The two Sides of Vietnam Chapter 7: The Polish Village Church Chapter 8: Kimchi and Korea Chapter 9: The Swedish Stuga Chapter 10: The Finnish Sauna Chapter 11: The Danish Christmas Luncheon Chapter 12: The German Symphony Chapter 13: Irish Conversations Chapter 14: The Canadian Backpack and Flag Chapter 15: French Wine Chapter 16: American Football Chapter 17: The Traditional British house

Gannon & Pillai (2010)

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Cultural metaphors: translations of cultural values

Chapter 18: The Malaysian Balik Kampung Chapter 19: The Nigerian Marketplace Chapter 20: The Israeli Kibbutzim and Moshavim Chapter 21: The Italian Opera Chapter 22: Belgian Lace Chapter 23: Mexican Fiesta Chapter 24: The Russian Ballet Chapter 25: China’s Great Wall & Cross-Cultural Paradox Chapter 26: The Chinese Family Altar Chapter 27: The Singapore Hawker Cernters Chapter 28: India: The Dance of Shiva Chapter 29: India: The Kaleidoscope of Diversity Chapter 30: The Spanish Bullfight Chapter 31: The Portuguese Bullfight Chapter 32: The Brazilian Samba Chapter 33: The Argentine Tango Chapter 34: The Australian Outdoor Recreational Activities Chapter 35: The Sub-Saharan African Bush Taxi

Gannon & Pillai (2010)

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Evaluation: cultural metaphors

Are cultural metaphors an effective way to describe a culture?

1)  Interesting 2)  Help contextualize cultural values & explain why they

are handed down from generation to generation. 3)  Help understand the logic behind a foreign culture.

Limitations? 1)  Difficult to understand 2)  Multiple interpretations 3)  Lack of empirical examination 4)  Qualities differ

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RMIT University©yyyy School/Department/Area

Hofstede

1.  Power distance 2.  Individualism vs.

collectivism 3.  Masculinity vs.

femininity 4.  Uncertainty 5.  Time (long-term)

Values in organizations

Kluckhohn & Strodtbeck

1.  Belief about human nature

2.  Relation to nature 3.  Relationships b/t

peoples 4.  Nature of human

activity 5.  Concept of space

space 6.  Concept of time

Sociological & Anthropological Framework

Evaluation: Cultural frameworks

Trompenaar

1.  Universalism vs Particularism

2.  Collectivism vs Individualism

3.  Affective vs Neutral 4.  Achievement vs

Ascription 5.  Past, present, future 6.  Monochronic vs.

polychronic 7.  Internal vs External

Control

Values in organizations

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Issues of the value-based frameworks: 1.  Bipolar categorization. It is difficult to predict people’s

behaviors for countries that are medium high on one dimension.

2.  Group level does not work well if we use it to predict individual’s behaviors.

3.  Limited number of values are included.

4.  Samples cannot represent the whole population of the country.

Evaluation: value based frameworks

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Prof. Erin Meyer

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The culture map

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The culture map

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Everyone stereotypes

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Stereotyping

Stereotyping involves a form of categorization that organizes our experience and guides our behavior toward ethnic and national groups. Stereotypes never describe individual behavior; rather, they describe the behavioral norm for members of a particular group. (Adler, N.J. 1991. International Dimensions of Oganizational Behavior (2nd ed.). Boston, MA: PWS-KENT Publishing Company. pp. 63-91.)

Sophisticated stereotyping 1. Better than low-level stereotyping 2. Helpful in making comparisons between cultures

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Stereotyping

Projected cognitive similarity

• The tendency to assume others have the same norms and values as your own cultural group

• See Alder’s chapter on communication. P.11

Outgroup homogeneity effect

• The tendency to think members of other groups are all the same

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Pressing managerial questions

Employees reported that they are subject to stereotyping. What is stereotyping?

How can we reduce it?

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Managing stereotypes

Are stereotypes useful? Stereotypes are helpful when they are: 1.  Accurate 2.  The first best guess 3.  Consciously held: describing a group norm rather than the

characteristic of an individual 4.  Descriptive rather than evaluative 5.  Modified based on further observation and experience

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Take home messages

1.  Dem onstrate

the abi lity to ev

aluate c ultural

metaph ors.

2.  Appl y differe

nt aspe cts of M

eyer’s c ulture m

ap

in your team w

ork

3.  Appl y the tw

o types of stere

otypes to evalu

ate

our inte r-cultura

l behav iours.

1)  Proje cted co

gnitive s imilarity

2)  Outg roup ho

mogene ity effec

t

4.  How can we

manag e our st

ereotyp es?