Asian Business Essay! (Looking for a professional business major writer ONLY)
bkbkhomework
crosscultural5-2.pptx
What is Culture?
Culture: a society’s (group’s) system of shared, learned values and norms; these are the society’s (group’s) design for living
Values: abstract ideas about the good, the right, the desirable
Norms: social rules and guidelines; guide appropriate behavior for specific situations
3
Hasegawa & Noronha, Asian Business & Management
High/Low Context Cultures
See E.T. Hall & M.R. Hall, Understanding cultural differences, 1990, Intercultural Press
Consider that these different orientations all underlie
expectations of behavior.
SO CROSS-CULTURAL MANAGEMENT IS REALLY
ABOUT MANAGING DIFFERENT EXPECTATIONS.
How does Asian Culture Manifest itself upon Management Practices?
Multi-layered organizational structure: Confucian influence, good for operational improvement but not suitable for innovative thinking. (Japan)
Centralized power and personalized relationships i.e. Boss acts in a paternal role (China)
Organizational policies and procedures tend to be ‘high context’ : tacit communications; organizational processes rely more on social relationships rather than written descriptions, thus become more company specific
Collectivism: decision-making, ringi in Japan, but central in China
Relational behaviors: guanxi, face (when everyone gives face to everyone, harmony is preserved, social connection is important
Hybridization theory: host country culture influences upon foreign management systems, culture specific management system: In China different from Japan small group activities often combine voluntary participation and monetary reward.
Hasegawa & Noronha, Asian Business & Management
CROSS CULTURAL COMMUNICATIONS
SETTING THE STAGE:
A Persistence of Issues
THE THREE LEVELS OF
CROSS-CULTURAL COMMUNICATIONS
* Personal
* Inter-personal
* Inter-organizational
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ACCORDING TO ONE STUDY,
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HALF OF THOSE REMAINING
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FEER STUDY OF MANAGERS IN ASIA
ALMOST 2/3RDS AGREE
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ONE-HALF SAY CULTURAL DIFFERENCES HAVE HAMPERED BUSINESS PROGRESS
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DEFINITIONS OF CULTURE
150 DEFINITIONS
“BIG C” & “little c”
“COLLECTIVE PROGRAMMING OF THE MIND”
“AN INVISIBLE PERCEPTUAL PRISON”
ZHUANG ZI’S FROG
CULTURE AS A FRACTAL
BEHAVIOR, EXPECTATIONS, VALUES
PATTERNS, “MODAL BEHAVIOR”
CULTURE AS A COMMUNICATIONS SYSTEM
LANGUAGE, KINESICS
THE PROBLEM OF TOKENS
DEFINITIONS OF CULTURE
150 DEFINITIONS
“BIG C” & “little c”
“COLLECTIVE PROGRAMMING OF THE MIND”
“AN INVISIBLE PERCEPTUAL PRISON”
ZHUANG ZI’S FROG
CULTURE AS A FRACTAL
BEHAVIOR, EXPECTATIONS, VALUES
PATTERNS, “MODAL BEHAVIOR”
CULTURE AS A COMMUNICATIONS SYSTEM
LANGUAGE, KINESICS
THE PROBLEM OF TOKENS
COMMUNICATIONS AND TOKENS
WHAT HAPPENS WHEN
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(A CONTINUUM)
LOCUS OF EXTERNAL INTERNAL
CONTROL
PRIMARY RELATIONSHIPS TASK COMPLETION
FOCUS CONSENSUS BUILDING PROBLEM SOLVING
CONFLICT NOT OK CONFLICT OK
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to control) valued)
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Low-Context
Crucial to Communications:
external environment, situation, non-verbal behavior
explicit information, blunt communicative
style
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long lasting, deep personal mutual involvement
short duration, heterogeneous populations
Communication:
economical, fast because of shared "code"
explicit messages, low reliance on non
-
verbal
Authority person:
responsible for actions of subordinates, loyalty at a
premium
diffused through bureaucratic system,
personal responsibility tough to pin down
Agreements:
spoken, flexible and changeable
written, final and binding, litigious, more
lawyers
Insiders vs outsiders:
very distinguishable
difficult to identify, foreigners can adjust
Cultural pattern change:
slow
faster
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THE HOFSTEDE ANALYSIS
FOUR DIMENSIONS OF
INTERNATIONAL BUSINESS CULTURE
POWER DISTANCE
The degree to which
inequality of power in organizations
is accepted.
UNCERTAINTY AVOIDANCE
The degree to which uncertainty and ambiguity is threatening.
INDIVIDUALISM-COLLECTIVISM
The “fit”--loose or tight--of the social framework; group orientation
MASCULINITY-FEMININITY
The degree of assertiveness, aggression and materialism acceptable.
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HOFSTEDE’S DIMENSIONS
INDIVIDUALISM COLLECTIVISM
SPEAK YOUR MIND HARMONY, NOT CONFLICT
CONTRACTS BASED ON MUTUAL “FAMILIAL” TIES
ADVANTAGE, PROFIT
SKILLS & RULES PERSONAL LINKAGES
MANAGEMENT OF INDIVIDUALS MGT. OF GROUPS
TASK > RELATIONSHIP RELATIONSHIP > TASK
SMALL POWER LARGE POWER DISTANCE DISTANCE
HIERARCHY, INEQUALITY FOR HIERARCHY ORGANIC,
ORGANIZATIONAL CONVENIENCE NATURAL
DECENTRALIZATION CENTRALIZATION
SUBORDINATES EXPECT SUBORDINATES EXPECT
CONSULTATION DIRECTION
BOSS “DEMOCRATIC” BOSS “AUTOCRATIC”
PERKS FROWNED UPON PERKS EXPECTED
STATUS SYMBOLS ? STATUS SYMBOLS EXPECTED
HOFSTEDE’S DIMENSIONS
UNCERTAINTY AVOIDANCE
WEAK STRONG
FEW RULES NEED RULES
LOW STRESS HIGH STRESS
ENJOY LIFE WORK ETHIC
TIME FLEXIBLE PUNCTUALITY
TOLERANCE OF DEVIANT RESIST INNOVATION
IDEAS, BEHAVIOR
MOTIVATION: ACHIEVEMENT, MOTIVATION: SECURITY
BELONGING ESTEEM
“MASCULINE” “FEMININE”
LIVE TO WORK WORK TO LIVE
ASSERTIVENESS PERSUASIVENESS
STRESS ON EQUITY STRESS ON EQUALITY
COMPETITION SOLIDARITY
PERFORMANCE QUALITY OF WORK LIFE
CONFLICT OK COMPROMISE
A PERSISTENCE OF ISSUES
SELECTION CRITERIA
TRAINING
REPATRIATION
EARLY BURNOUTS
NORMAL RETURN
FOCUS ON THE JOB, NOT THE ENVIRONMENT
FAMILY ISSUES
THE CROSS-CULTURAL ISSUE
OVERSEAS ASSIGNMENTS AND CAREER PATHS
SUPPORT
See “The Long Trip Home” NYTimes 10 March 2009
OTHER MANAGEMENT ISSUES
FIELD-HOME OFFICE COMMUNICATIONS
SUPPORT
