Culture
acquired knowledge people use to interpret experience and actions. This knowledge then influences
values, attitudes, and behaviors.
enculturation
process by which an individual learns the traditional content of a culture and assimilates its practices and
values.
Giri
"the right way to behave"; often refers directly to the rather formalized system of gift giving and
exchange relations in Japanese society (when gifts are given, to whom, and how much they should cost)
-If a manager is given a gift by an employee, protocol dictates that the manager should give a gift that is
at least slightly higher in value that what they received.
-Failing to understand and act appropriately on giri is a serious social offense that carries the stiffest of
Japanese penalties: shame and exclusion from the group.
Face
respect of a person's peers; avoiding embarrassment
-In East Asia, such confrontation causes the person who is confronted to lose face, the result of such
confrontation is that the person confronted may leave the organization. Confronting the person privately
so that they can keep the respect of others is very important
Low Context Cultures
most countries of the developed west such as the US, the UK, and Europe
-The primary interest is the information and the context is less important
-The listener wants to get lots of information
-Lack of clarity or ambiguity is generally regarded as negative
-Interpretation should be unequivocal
-Direct and embarrassing questions are often asked; face-saving is not very important
High Context Cultures
East Asia, India, and Africa
-Communication is less direct
-Speech is hurried and drawn out
-Greater emphasis is placed on the context or nonverbal cues and less emphasis is placed on the actual
information
-Interpretation is looser, which sometimes can be problematic for the listener because answers may be
indirect and it takes experience on part of the listener to interpret what was really said
-Face is very important: direct, embarrassing questions or statements are to be avoided, or asked in a
very discreet way, sometimes via an intermediary
Parochialism
belief that there is no other way of doing things except what is done in one's own culture
Ethnocentrism
holds an individual or a firm to believe that their own way of doing things is the best, and it will not seek
to adapt to local cultural practices.
Polycentric
holds that multinational enterprises (MNE) should treat each international subsidiary largely as a
separate national entity. This means that the subsidiary should do things in a local manner, and the MNE
subsidiaries may come to differ from each other
Sociology Framework
1. Time orientation
2. Space Orientation
3. Activity Orientation
4. Relationships among people
5. Relations to nature
6. Basic human nature
Time orientation
(past, present, or future)
-US is less oriented toward history and tradition compared with countries in Asia or the Middle East.
Americans are typically willing to throw out old ideas and try new things, limited emphasis on historical
events. If asked to be there at a certain time, one is expected to be there on time (US and Germany)
-Indian culture runs late
-Swiss incredibly punctual
-Saudi Arabia, tradition is paramount, they wrestle with change.
-South America, people may be 1-2 hours late
Space orientation
(private, mixed, or public)
-Japan & Hong Kong - space is viewed as a public good
-Australia and US - space is private and enjoyed, we like elbow room.
-Middle East - considered rude to take a step back during conversation
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Activity Orientation
(being, thinking, or doing)
Proactive- take initiative to perform tasks. more enter
Reactive- wait for change to react to. believe in fate. Hindu.
-Russia - not proactive. believe there is not much to be done to create change.
-Canada - focused on doing
Relationships among people
(group, hierarchical, or individualistic)
Japanese culture- frowned upon to be nail that sticks out.
-Japan & China - focus is on the group
Hofstede's framework
Power distance
Individualism - Collectivism
Uncertainty avoidance
Masculinity -Femininity
Confucian dynamism
Power Distance
>extent to which less-powerful members of institutions and organizations accept the unequal
distribution of power and submit to authority
-High power distance - people are more likely to obey orders of their superiors and often do not value
being "empowered"; Latin America, South Korea, China, and India
-Low power distance - decentralized and have flatter organizational structures. Smaller proportion of
supervisory personnel, lower strata of the work force will consist of highly qualified people; Americans
Individualism Collectivism
- High individualistic societies consist of loosely linked individuals, who view themselves as largely
independent of groups that make their own choices, the groups in which they are members do not make
decisions for them. Ex. Australia, Canada, the US, Denmark, Sweden
- Collectivism: the tendency of people to associate with groups where group members look after each
other in exchange for group loyalty. Work together more readily and do not mind subordinating
themselves to the goals of the group. Ex. Japan scores high on collectivism
Wealthy countries tend to have higher individualism scores while poorer countries tend to have higher
collectivism scores. ex . Japan, Indonesia, Pakistan, and a number of South American countries
Uncertainty Avoidance
the extent to which the members of a culture feel threatened by uncertain or unknown situations or by
ambiguity in a situation.
- High uncertainty avoidance (strong) - countries have populations that tend to have higher need for
security and a strong belief in experts and their knowledge. Ex. Germany, Japan, Spain
- Low uncertainty avoidance (weak) - people are more willing to accept the risks that are associated with
the unknown, and accept that life must go on in spite of this uncertainty. Ex. Denmark, the UK, the US,
Canada.
Masculine Feminism
the distribution of roles between genders and the more dominant role in a given society.
-High masculine - more value on success, money, and a more assertive outlook
-Femininity/relational orientation - a situation in which the dominant values in society are nurturing and
caring, interpersonal harmony & relationships, with an emphasis on the quality of life.
Confucian dynamism
(long-term orientation)
it emphasizes thrift, perseverance, a sense of shame, and following a hierarchy. Ex. Asian countries such
as Taiwan, Hong Kong, and Japan
Fons Trompenaars
1. individualism versus collectivism
2. time orientation (sequential vs. synchronic; past, present, future)
3. universalism versus particularism
4. neutral versus affective
5. specific versus diffuse
6. achievement versus ascription (similar to masculinity-femininity)
7. relationship to nature
Universalism
people believe that absolute values, such as goodness or truth, are applicable in all situations.
Judgements are more likely to be made without regard to the particular situation. Ex. US, UK, and
Germany
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Particularism
each situation must be judged separately. One outcome of this is that how people are treated can
depend highly on their relationship with one another. Thus your friend might expect to get your business
regardless of your need and the value of his company's product because, after all, you are friends. Ex.
China and much of Latin America
Neutral
tend not to show emotion, particularly in public. Ex. Singapore and Japan
Affective
more emotional and do not discourage it. Ex. Brazil, Mexico, Italy
Specific
ex. UK; individuals have large public spaces and relatively small private spaces.
Diffuse
ex. Southern Europe; no clear distinction between public and private space.
GLOBE Study
examine the interrelationships between societal culture, organizational culture, and organizational
leadership
-9 diff. cultural items
- based on hfstds, trmpnrs, and klckhhn&strdbcks frameworks
-more specific clustering of countries and cultures
-quickly gain insight into what the culture of a nation should be, based on its cluster.
Motivation
internal state or condition that activates a person's behavior and gives it direction toward accomplishing
a task.
Motivation - 3 dimensional construct
-Intensity: magnitude of mental activity and physical effort expended toward a certain action
-Persistence: extension of the mental activity and physical effort over time
-Direction: choice of specific actions in specific circumstances
Motivation Formula
=Ability x Values x Life Interest and Goals
Motivation Questions
-What motivates people? (Content)
--the reasons behind the intensity and persistence of mental and physical effort
--Cultural values will affect what motivates people
-How do people choose their actions? (Processes)
--the direction or decision to engage in specific actions in specific circumstances
--Culture also impacts these decision-making processes
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Needs
represent things or conditions that people would like to have
Maslow's Five Hierarchies of Needs
Physiological Needs
Safety Needs
Belongingness Needs
Self-esteem needs
Self actualization
Physiological Needs
food, fresh air, clean water, and shelter.
Ex. Salary - employees have a need for a minimum level of basic salary, apart from the opportunity to
earn more later
Safety Needs
stable environment, absence of illness and threats.
Ex. Employees need for good working conditions and job security.
Belongingness Needs
social interaction with other people and affection.
Ex. A job that provides some opportunities for teamwork and social activities.
Self Esteem Needs
personal achievement and via recognition from others.
Ex. Employee recognition programs and awards.
Self Actualization Needs
self-fulfillment - a sense that a key goal has been accomplished.
Ex. Working toward a bachelor's or masters degree.
Alderfer's ERG Theory
Existence
Relatedness
Growth
employee behavior is motivated simultaneously by more than one need level
Existence Needs
include a person's physiological and physically related safety needs.
Relatedness Needs
include a person's need to interact with other people, receive public recognition, and feel secure around
people.
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Growth Needs
consist of a person's self-esteem through personal achievement as well as the concept of self-
actualization
Frustration - Regression Process
In addition to satisfaction-progression, it includes a frustration-regression process whereby those who
are unable to satisfy a higher need become frustrated and regress back to the next lower need level
Herzberg's Motivation-Hygiene Theory
Motivation factors
-primary cause of motivation. Ask:why work harder?
Hygiene factors
-achieve state of neutrality. Ask: why work here?
Motivators
positive influencers that are intrinsic to a job and that can push employees to higher levels of
performance
Intrinsic Motivators
1. Achievement
2. Recognition for achievement
3. The work itself
4. Responsibility
5. Growth or advancement.
Extrinsic Motivators
1. Company policy and administration
2. Supervision
3. Interpersonal relationships
4. Working conditions
5. Salary
6. Status
7. Security
can serve to de-motivate but not motivate.
McClelland's Learned Needs Theory
Need for Achievement
Affiliation
Power
Need for Achievement
nAch
People with a high accomplish challenging goals through their own efforts, and prefer positive feedback
and recognition for their successes; may not be willing to delegate work and involve others
Need for Affiliation
nAff
refers to the desire for approval from others, as a result, conforming to their wishes and expectations
and avoiding conflict; may lack assertive decision making
Need for Power
nPow
Employees with high nPow have high desire to exercise authority over people and resources.
Personalized power vs. socialized power
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Personalized power vs. socialized power
Personalised- Enjoy power for its own sake. Advance ones own career.
Socialized- Power to help others and improve society
Expectancy Theory
Effort -> Performance -> Outcomes
process motivation theory based on the idea that work effort is directed toward behaviors that people
will lead to desired outcomes.
Effort to performance = expectancy
must be high. Workers must perceive that if they try hard, they can perform at a high level.
Performance to outcome = instrumentality
must be high. workers must perceive that if they perform at a high level, they will receive certain
outcomes.
Outcome = Valence
must be high. workers must desire the outcomes they will receive if they perform at a high level.
Equity theory
explains how people develop perceptions of fairness in the distribution and exchange of resources.
Outcome/Input Ratio
the value of the outcomes received divided by the value of inputs provided in an exchange relationship.
Comparison Other
we compare our situations with a "comparison other"
Eqiuty Evaluation
we perform an equity evaluation after determining our own outcome/input ratio and comparing this
with the comparison other's ratio
Consequences of Inequity
the outcome of the evaluation that inequity exist is that employees will be motivated to take some
action
Resolutions to inequity
Changing inputs
(increase / reduce effort)
Changing outcomes
(ask for a raise?)
Changing perceptions
("I'm worth it!"
Leaving the field
Changing the referent
Distributive Justice
asserts that inequity is acceptable if employees have fair access to resources and opportunities such that
they recognize any inequity to be the result of their own effort and not because of favoritism by
management.
Entitleds
Outcome/Input > 1
feel comfortable in situations in which they receive proportionately more than others; they know how
much everyone is making or they want to find out; highly sensitive to anything they perceive as
inequitable, and will regularly talk about people who do not do anything for them.
Benevolents
Outcome/Input < 1
are tolerant of situations in which they are under-rewarded; do not mind if others receive more than
they do for the same inputs as long as they feel fairly treated
Equity Sensitives
Outcome/Input = 1
want their outcome/input ratio to be equal to the outcome/input ratio of the referent other and even
small differences can create emotional tension and demotivation for them.
Goal setting theory
is the process of motivating employees and clarifying their role perceptions by establishing performance
objectives
- Goals must have a measurable outcome and a time or date to determine if that goal has been reached
SMART Goals
Specific, rather than "Do your best"
Measurable
Achievable
Realistic
Time-bound
Limitation of GS Theory
When goals are tied to monetary incentives, many employees may try to select easy goals or negotiate
performance goals that are already near completion
Goal setting cannot be applied to every performance dimension of every task; "What gets measured, get
done"
Leadership
the act of one person guiding others toward the attainment of common goals or objectives.
Leaders
individuals who significantly affect the thoughts and behaviors of others, often through persuasion and
influence.
Trait Theory
leaders are born, not made.
-personality, physical appearance, assertiveness, internal locus of control, learned knowledge, values
Trait Theory- Charismatic
(transformational leadership)
leaders can transform organizations by defining the need for change, creating new visions, and
mobilizing commitment to these visions
GLOBE study found charisma is universally endorsed as contributing to outstanding leadership
Transactional vs Transformational
Transactional
Leaders guide followers by carrying task requirements
Transformational
Leaders provide individualised consideration and intellectual stimulation
Behavioral Theories
learned behaviors can differentiate leaders from nonleaders, and are behaviors that can be learned.
Leaders are taught and made.
Ohio State-
task orientation: assigning employees to tasks, clarifying procedures, follow company rules
people oriented: mutual trust, respect, meet employee needs to build relationships. look after well
being.
Contingency Theory
leadership needed is based on the situation being faced.
Fiedler's Contingency Theory
(LPC- least preferred coworker)
Task-oriented (Low LPC) and Relationship-oriented (High LPC).
The best leadership style (task or people oriented) is determined by three contingencies:
Leader-member relationship
Task structure
Power inherent in the leadership position
Leader-member relationship
degree of confidence that followers have in their leader, the loyalty given to the leader, and the leader's
appeal
Task structure
degree to which employees' tasks are routine, in contrast to varied tasks
Power inherent in the leadership position
rewards and sanctions available to the position, the leader's formal authority, and the support the leader
receives from supervisors and the organization
Path-goal Theory
a leader are to make valued or desired rewards available and to clarify for the subordinate the kinds of
behavior that will lead to goal accomplishment or rewards
Based on expectancy theory of motivation
Achievement oriented
Power distance and leadership
participatory vs. authoritarian style; leader sensitivity is viewed as weak
High power distance ex. In India, employees expect a manager to act as a strong leader, and become
uncomfortable with leaders delegating decision
In an authoritative culture, leader sensitivity might be interpreted as being weak;
Cultures with a more nurturing style, the same sensitivity is likely to prove essential for effective
leadership
Uncertainty Avoidance and leadership
rely more on rules to guide decisions, no surprises, less innovative behaviors
High uncertainty avoidance cultures that have an emphasis on rules, procedures, and traditions, may
place demands on leaders not expected in low uncertainty avoidance cultures; it can be assumed that
leaders are more directive and rely on rules to help guide their decision making;
More innovative behaviors may be expected in low uncertainty avoidance cultures.
Individualism and Leadership
how leaders implement rewards and incentives
Imagine a Chinese manager moves into a senior management position at the firm's new New York offices
"New Generation" group in China scored higher in individualism than older generations
A high degree of individualism implies that leaders must allow employees to make decisions about their
work; this encourages risk taking, out of the box thinking, and innovation.
In a more collective society, a leader may ask for a group consensus before adjudicating the final
decision.
Masculinity and leadership
Imagine a Latin American manager is sent to manage a joint venture in Sweden
Egalitarianism vs. high masculinity
Countries high in masculinity will more commonly place emphasis on male leadership and production ex.
Japan, South American countries
Sweden, the Netherlands, Thailand are much lower on the masculinity scale and it could be expected to
have more female leaders and place more value on relations and quality of life in the company.
-Women expatriates coming in from the outside are more readily accepted as leaders than local women
are
Etiquette and Specifics
Etiquette Specifics
1. Greetings How do people greet and address one another? What role do business cards play?
2. Degree of Formality Do people in the firms I am visiting dress and interact formally or informally?
3. Personal Inquiries What kinds of questions are acceptable?
4. Gift Giving Do business people exchange gifts? What gifts are appropriate? Are there taboos
associated with gift giving?
5. Touching What are the attitudes toward body contact?
6. Eye contact Is direct eye contact polite? Is it expected?
7. Physical Distance How close do people stand next to each other?
8. Emotions Is it rude, embarrassing, or usual to display emotions?
9. Silence Is silence awkward? Expected? Insulting? Respectful?
10. Speaking Style How do you address people? Is it proper to use first (given) names?
11. Eating What are the proper manners for dining? Are certain foods taboo?
12. Body Language Are certain gestures or forms of body language rude?
Oil and Wasser
Main characters and their relationships. The two companies' characteristics before the merger. What are
the old ways for developing leaders in the two companies? What could the CEO (Callaghan) have done
differently? Among the four commentaries, what are the common versus unique suggestions?
• Michael Brighton - head of HR
• Sir John Callaghan- temperamental chairman of Royal Biscuit Company
• Dieter Wallach - German company Edeling GmbH
• Heinz Burkhardt - Edeling's CEO
• Anthony Miles - RBC's head of marketing
Merger: Royal Biscuit Company, entrepreneurial powerhouse transformed British snack food industry.
Munich based Edeling, family-owned, 120-year old model employer and beloved German brand.
"MERGER OF EQUALS!" Callaghan would be CEO of new firm (Royal Edeling), HQ in London, Burkhardt
would become nonexecutive chairman of the supervisory board. Edeling worked to cultivate its future
generations of leadership, starting with recruitment. Candidates had to demonstrate high academic
achievement in school (high school & university). After graduation, show proof of successful
apprenticeship, complete with outstanding recommendations. Management training at Edeling in-house
university. Royal Biscuit focused on diversity background and "action learning" in the field. We recruit
from the best and brightest business school worldwide - certain style and attitude. Creativity and
entrepreneurial energy. Put promising young managers in teams. Callaghan could have given them more
time and gave them a better direction to follow.
Oil & Wasser Harvard Business Review Case
1. John Callaghan - CEO, very temperamental, self-made billionaire,
2. Mike Brighton - HR manager for London company - 5 years (this company tried to hire MBAs) - under
pressure to deliver report.
3. Anthony Miles - Marketing manager - lived in Germany (understands the Germany mentality) like a
mediator by design to help Brighton.
4. Dieter Wallach - counterpart to Brighton for Edeling
5. Heinz Burkhardt - CEO for Edeling.
In Germany there needs to be 2 boards that manage the company. Supervisory Board 6 from Germany
company & Mgmt Board (CEO office) 7 from British company - Supposedly a merger of 2 equals.
Question 1: what are the immediate problems Brighton faces and the long-term problems that Royal
Edeling faces?
• Brighton needs to deliver in 1 week the Leadership Development Plan, for developing future leaders.
the single most effective/important document in a merger states who stays and leaves positions. The
new company's organizational structure. SUPER IMPORTANT. Cultural clashes - personal level vs.
company level
Question 2: what are the old ways of developing leaders in both companies?
• German company: academic achievement (high school and college-local only German managers),
corporate training (company university), rotations, within (focus on long term employment, not
someone external for top management), engineering (get them exposed to a lot of different
departments so they can expand their knowledge of the company), Germany science (vs. Art),
• British company: emphasizes on experience/action vs. college degree, action team competing, Global
MBA B-school, art (vs. Germany science)
Question 3: If you are Callaghan, what would you have done differently?
• As CEO I would have given them more time (than just 3 months), would not threaten them that they'd
lose their jobs, cultural training integrating (maybe hired a consulting firm to help out). Give more
guidance in the beginning or even do it myself. Them vs. Us
Question 4: among the 4 commentaries, what are their common suggestions and unique features for
each one?
• The CEO was bad, his role in the merger was very critical and he didn't do a good job of managing it.
The Silent Language in Overseas Business
• Language of Time: use time to communicate: informal (ironbound). Reply: in US common other things
come up. Ethiopia, time required for a decision is directly proportional to its importance. Arab East, time
doesn't include schedules like US know and use them. Time depends on the relationship, more
important people get fast service, close relatives take absolute priority, nonrelatives are kept waiting. US,
deadline shows degree of urgency or importance of work. US giving deadlines in Middle East: deadlines
is rude, pushy, and demanding. Japans, can delay years and they don't see it as them losing interest,
means they are building up to something. Indians of South Asia have elastic view of time. Time has
different meanings in every country.
• Language of Space: US, office space, "Executive Row." French: American feel crowded. Japanese are in
center. Middle East & Latin Americans' feel left out in time and overcrowded in space. People get too
close to him, lay their hands on him. In Scandinavia & Germany, feels more at home but people are cold
and distant.
• Language of things: US very materialistic, French, English and Germans old fashion to us. Japanese take
pride in inexpensive but tasteful arrangement. Middle East: family connections/friendship. US: Money
talks.
• Language of friendship: Americans become friends too fast and stop being friends just as fast. Middle
East/Latin America: friends won't let you down, they are there to look out for your interests. India: sense
to be a good friend with nothing in return.
• Language of agreement: rules for negotiating agreements:
1. Rules that are spelled out technically as law or regulation
2. Moral practices mutually agreed on and taught to the young as a set of principles
3. Informal customs to which everyone conforms without being able to state the exact rules.
US, contract means everything. Greeks, contract not to binding till the work is done. Arab: word is
everything, stronger than contract.
Minister of Communication: learn to deal in their culture. Respect their customs. He had the power to
award the contract, didn't like the American sales manager so went with someone else (a Swedish
company). Simpatico - he wasn't. More than being just friends, have to follow culture cues.
Managing a diverse workforce in Indonesia:
Religion a big factor, wants to build a mosque. Indonesia, sense of humor, tolerant than Islam elsewhere.
Friday the holiest day of week, company was required by custom to permit workers, to attend noon
prayers and collective recitals of the Koran. Excused not to come back to work. After services time for
social activities (gossip, catchup on info from week, time to bargain, barter, and buy goods). Loss in
production output paying people for not working. Meet religious needs of Muslims and non-Muslims,
build mosque US$30,000. OR Korsvald could rent buses to transport workers, but this didn't guarantee
they'd come back to work, loss money. Korsvald to decide to buy semi-automatic clocks or fully auto-
matic clocks to synchronize prayer time. OR end lunch time (1.5 hrs.) and have work end at 2pm.
Increase productivity during month of Ramadan, holy month of fasting and the ninth month in the
Arabian calendar. When Ramadan happened during hottest season, fasting took tool on employees, they
were nervous, excitable, and prone to flare ups of temper. Productivity decline 20-30%. Address:
1. Start plant at 330 in the afternoon and end at midnight.
2. Close plant for two weeks and require employees to take their vacations during this time.
3. Require only those Muslim employees who were fasting to take vacations.
Selecting a manager for accounting department.
4. Mr. Abukar, native Javan, or Mr. James Lee, Indonesian of Chinese nationality should be manager.
Norway, promotion based on prior work experience. Indonesia, more importance on ethnic background,
personalities, and individual circumstances.
Official ideology of Indonesia government was Pancasila, consisted of:
1. Belief in god
2. Humanitarianism
3. National unity
4. Democracy
5. Social justice.
Mr. Lee-Older, age important to Indonesia. Unquestionability the best qualified, technically and
managerial. More years of work experience. Feared backlash from pribumi staff.
Mr. Abukar-Reasonably competent technically, pleasant to all employees and well liked. Came from
respectable family, relatives working in lower level of executives in gov't. Help him financially, large
family to support. Very loyal in past company. Reluctant to assume authority, make decisions, work
overtime.
Mufakat (consensus) of tedious consultation (muskawarah), candidate (malu). Djamkeret (rubber time).
Kickbacks to high officials aka untouchables.
Korsvald, provided free bottles of VITASOY, soy bean milk processed in Indonesia by Hong Kong Soy Bean
Product Company to mitigate malnutrition and tuberculosis, common in Indonesia, resulted in increased
worker productivity.
Black & Decker-Eastern Hemisphere
Bill Lancaster: president of Black and Decker-Eastern Hemisphere.
Anita Lim, manager of HR created: new performance appraisal and management development system.
ADP: US Appraisal Development Plan, key feature: 360 degree performance instrument. Feedback:
concerned with cultural differences.
Jim Barker: Executive Vice President.
ADP replaced MBO (management by Objective). Superiors meet individually and discuss performance
jointly, mid-year review. Didn't seek from other in organization. Make things up. Six steps:
1. Input from 3-6 employee peers
2. Input from 3-6 employee's subordinates
3. Perform and submit self-review
4. Manager preformed formal assessment of employee from all inputs.
5. Meet with employee, discuss report. Agree on a plan for next year.
6. Decisions made into a short report.
ADP designed to develop people. Encouraged people to work together.
Casey Chain: Singapore based senior brand manager for B&D. mbo making you be responsible to your
boss.
Nicholas Levan, VP Marketing Eastern Hemisphere.
Asian concern:
There are many concerns to Asian managers about ADP. Anita Lim, the Singapore-based Manager of
Human Resources expressed concern and since she has insight into the Asian culture, her concerns were
probably the same concerns Asian managers would have. First, she doesn't think that Asian people
would open up so willingly like American do. Second, Asian would not trust the confidentiality of the
ADP system. They thought that managers would somehow find out and then have repercussions for
being truthful about a bad manager. Lastly, Asian are conformists and Lim thinks that changing from
MBO to ADP is too radical and Asians will not be able to do or support the change. Another concern is
staff, bosses will most likely be too afraid to tell employees something negative. Language is another
concern as some employees don't speak English so it'd be difficult to train, or correctly translate the
process - it would take too much time away from more important things. Cultural barriers are also a
concern to Asian managers. The Asian culture regards respect highly, so disagreeing with upper
management would not be recommended. Also, Asian's don't like criticism or praise. These concerns are
very substantive because it's the culture of Asian to think and perform this way. Just because Lancaster
wants to implement this change because it was successful in the U.S. does not mean that it will be
successful everywhere else. Also, LACK OF RESOURCES: LIKE BOOKS/CLASSES. Asian expect company to
take care of them.
