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Week1_October23-ONLINE_Intro_Cross_Cultural_Management_Chapter_42.ppt
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WELCOME TO:

ONLINE

MBA 614:

Cross-Cultural Management

MODULE 1

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Week 1

  • Chapter 1: An Introduction to Culture (Outline)
  • Chapter 2: The One Best Way of Organizing Does Not Exist (Outline)
  • Chapter 3: The Meaning of Culture (Outline)
  • Chapter 4: Relationships and Rules (Outline)

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BACKGROUND

  • As more organizations become immersed in the global marketplace, the awareness of cultural dimensions and the exercise of cross-cultural communication have become increasingly important for national and international businesses.

  • To be successful, in today’s economy business leaders must develop a deep understanding of the culture(s) they deal with every day.

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The Human Communication Process

What is Communication?

Communication is a conscious or unconscious, intentional or unintentional process in which feelings and ideas are expressed as verbal and/or nonverbal messages that are sent, received, and comprehended.

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Culture

BEFORE TALKING ABOUT CROSS-CULTURAL MANAGEMENT

LET’S REFLECT FOR A MOMENT . . .

WHAT IS CULTURE?

WHAT IS ORGANIZATIONAL CULTURE?

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What is Culture?

SCHEIN (1985) DEFINED CULTURE AS

“THE WAY IN WHICH A GROUP OF PEOPLE SOLVES PROBLEMS AND RECONCILES DILEMMAS”

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How Cultures View Each Other

  • Stereotype
  • Prejudice
  • Discrimination
  • Ethnocentrism
  • Self-reference criterion

Organizational Culture

ORGANIZATIONAL CULTURE IS:

  • THE PERSONALITY OF THE ORGANIZATION

  • THE ASSUMPTIONS, VALUES, NORMS AND TANGIBLE SIGNS (ARTIFACTS) OF THE ORGANIZATION’S MEMBERS AND THEIR BEHAVIORS

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International Managers

  • International managers have it tough because . . .

Consistency and Adaptation are two very important factor with considering doing business globally.

What is Cross-Cultural Communication?

  • “Cross-Cultural Communication is a process of exchanging, negotiating, and mediating one's cultural differences through language, non-verbal gestures, and space relationships. 
  • It is also the process by which people express their openness to an intercultural experience”. Clarke and Sanchez, 2001

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Dimensions of Culture

Trompenaars and Hampden-Turner, Hofstedes, and Hall they all analyze cultures along cultural dimensions.

Let’s start with Hofstedes. . .

Dimensions of Culture

Hofstedes analyzes cultures along five dimensions:

  • Power
  • Self
  • Gender
  • Predictability
  • Time

Hall’s dimension

Hall analyzes cultures along 3 dimensions:

  • Context (High context – Low context)
  • Time (Monochronic – Polycronic)
  • Space (High territoriality – Low territoriality)

Trompenaars and Hamden-Turner’s Seven Dimensions of Culture

  • Universalism vs. particularism (rules vs. relationships)
  • Neutral vs. emotional (the range of feelings expressed)
  • Sequential time vs. Synchronous time: (how we think about time)
  • Individualism vs. communitarianism (the group vs. the individual)
  • Specific vs. diffuse (the range of involvement)
  • Achievement vs. ascription (how status is accorded)
  • Internal vs. External (how we relate to nature)

Hofstede Dimension of Power

  • Hofstede named this Power Distance. It is the extent to which less powerful members expect and accept unequal power distribution.

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Hofstede dimension of Self

Hofstede explained this as the difference between

Individualism versus Collectivism

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Hofstede dimension of Gender

Hofstede named this Masculinity versus Femininity

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Hofstede dimension of Predictability

Uncertainty Avoidance

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Hofstede dimension of Time

Long- versus Short-term Orientation

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Non-Verbal Communication

  • Nonverbal Communication

  • Concruency

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What do we do with this information?

  • When working in other countries and/or with people from overseas, it is important to:
  • research their national culture along these dimensions
  • check whether the people use them
  • finally take account of these factors.

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Why is important to know about this . . .

  • An absolute condition for meaningful interaction in business and management is the existence of mutual expectations.

  • When the expectations of who we are communication with meet our own, there is mutuality of meaning.

  • When working across cultures, pay attention to all the dimensions of culture through the actions of others. (Ex: people late, low context, high context)

  • When you understand the personal, national or organizational culture, then you can seek to align with others and hence gain greater influence.

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Role of Culture in Listening

  • A person’s culture also influences the process of listening …
  • Cultures have been identified as low context and high context.
  • In high-context cultures, it is the responsibility of the listener to understand
  • In low-context, it is the speaker who is responsible for making sure the listener comprehends all.

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CHAPTER 4

RELATIONSHIPS AND RULES

7 Dimensions of Culture

Trompenaars and Hamden-Turner’s explain Seven Dimensions of Culture

  • Universalism versus particularism (rules vs. relationships)

(THIS IS THE ONE WE WILL DISCUSS TODAY)

  • Neutral versus emotional (the range of feelings expressed)
  • Sequential time versus Synchronous time: (how we think about time)
  • Individualism versus communitarianism (the group vs. the individual)
  • Specific versus diffuse (the range of involvement)
  • Achievement versus ascription (how status is accorded)
  • Internal versus External (how we relate to nature)

 

How we relate to other people

  • Out of the dimensions, there are five dimensions of human relationships:
  • Universalism vs. particularism (rules vs. relationships)
  • Communitarianism vs. individualism (group vs. individual)
  • Neutral vs. affective (the degree to which feelings are expressed)
  • Diffuse vs. specific (the degree of involvement )
  • Achievement vs. ascription (how status is accorded)

Universalist vs. Particularist

  • Universalist: tent to go through rules – do not like exceptions very much- love to standardize – follows universal rules.

  • Particularist: know they rules but also the exceptions to those rules – much more FLEXIBILITY.

It is like this . . .

  • For the Universalist approach:

What is good and right can be defined and always applies.

  • For the Particularist approach: Attention is given to the obligations of relationships and unique circumstances.

  • Ex: instead of assuming that the one good way must always be followed, the p. reasoning is that friendship has special obligations and hence may come first. Less attention is given to abstract societal codes.

 

U. vs. P. in International Business

  • As companies go global, they move towards universalist ways of thinking.
  • There are some areas where the U. vs. P. dilemma shows up:

The contract

Timing a business trip

The role of head office

Job evaluations and rewards

References

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Argyris, C. (1999). On organizational learning. 2nd ed. Malden, MA: Blackwell Business.

Beerko, R., Wolvin, A., & Wolvin, D. (2001). Communicating: A social and career focus. Boston: Houghton Miffling.

Carioni, A. (2007). Cross-Cultural Training and Executive Performance on International Assignments.

Eisner, M. (2001). Be Our Guest: Perfecting the art of customer service. New York: Disney Editions.

Hall

Hofstede, G., & Hofstede, G. J. (2005). Culture and organizations: Software of the mind. New York:

Hersey, P. (1985). Situational Selling. Escondido, CA: Center for Leadership Studies.

Hersey, P. & Blanchard, K. (1988). Management and Organizational Behavior. Englewood Cliffs, NJ: Prentice-Hall

Knowles, M.. Holton, E., & Swanson, R. (2005). The Adult Learner. Burlington, MA: Elsevier, INC.

Napier, R. & Gershenfield, M (2004) Groups: Theory and experience (7th ed.). Boston: Houghton Mifflin Company.

Rogers, E., & Steinfatt, T., (1999). Intercultural Communication. Prospect Heights, Illinois.

Trompenaars F. & Hampden-Turner, Ch. (2012) Riding the Waves of Culture.

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