Models of people management in different culture

The Nature of Culture

Culture
Acquired knowledge that people use to interpret experience and generate social behavior
forms values creates attitudes influences behavior.

Characteristics of Culture
Learned

Adaptive

Shared

Culture
Patterned Transgenerational

Symbolic

Values in Culture

Values
Basic convictions that people have
right and wrong good and bad important and unimportant

Learned from the culture in which the individual is reared Influence ones behavior

Differences in cultural values may result in varying management practices

What are your top 10 values?

Age/seniority Authority Belongingness Collectiveness Competition Compromise Cooperation Devotion Directness Efficiency Equality Independence Family harmony Family security

Freedom Go-between Group consensus Group harmony Independence Indirectness Individualism Hospitality Openness Parental guidance Patience Quality Self-reliance Time

Priorities of Cultural Values

Table 4-1 Priorities of Cultural Values: United States, Japan, and Arab Countries
United States 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Freedom Independence Self-reliance Equality Individualism Competition Efficiency Time Directness Openness Japan 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Belonging Group harmony Collectiveness Age/seniority Group consensus Cooperation Quality Patience Indirectness Go-between Arab Countries 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Family security Family harmony Parental guidance Age Authority Compromise Devotion Patience Indirectness Hospitality

Note: 1 represents the most important cultural value, 10 the least.

Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries

Distribution of Values Across Cultures

French culture U.S. culture

Adapted from Figure 42: Comparing Cultures as Overlapping Normal Distributions

Stereotyping
French culture How the Americans see the French: arrogant flamboyant hierarchical emotional U.S. culture How the French see the Americans: nave aggressive unprincipled workaholic

Adapted from Figure 43: Stereotyping from the Cultural Extremes

A Model of Culture

Adapted from Figure 41: A Model of Culture

Geert Hofstedes cultural theory

Power distance

Long term orientation

Masculanity

Hofstede Theory

Collectivism

Uncertainty avoidance

Hofstedes Cultural Dimensions

Power Distance
High PD Characteristics Centralized companies. Strong hierarchies. Large gaps in compensation, authority, and respect. Flatter organizations. Supervisors and employees are considered almost as equals. Tips Acknowledge a leader's power. Be aware that you may need to go to the top for answers Use teamwork Involve as many people as possible in decision making.

Low PD

Hofstedes Cultural Dimensions

Power Distance Uncertainty Avoidance
Characteristics Very formal business conduct with lots of rules and policies. Need and expect structure. Sense of nervousness spurns high levels of emotion and High UAI expression. Differences are avoided.

Tips Be clear and concise about your expectations and parameters. Plan and prepare, communicate often and early, provide detailed plans and focus on the tactical aspects of a job or project. Express your emotions through hands gestures and raised voices. Informal business attitude. Do not impose rules or More concern with long term structure unnecessarily. strategy than what is happening Minimize your emotional on a daily basis. response by being calm Low UAI Accepting of change and risk. and contemplating situations before speaking. Express curiosity when you discover differences.

Hofstedes Cultural Dimensions

Power Distance Uncertainty Avoidance
Characteristics High valuation on people's time and their need for freedom. An enjoyment of challenges, High IDV and an expectation of rewards for hard work. Respect for privacy. Emphasis on building skills and becoming masters of something. Work for intrinsic rewards. Harmony more important than honesty. Tips Acknowledge accomplishments. Don't ask for too much personal information. Encourage debate and expression of own ideas.

Individualism/ Collectivism
Low IDV

Show respect for age and wisdom. Suppress feelings and emotions to work in harmony. Respect traditions and introduce change slowly.

Hofstedes Cultural Dimensions Characteristics

Power Distance Uncertainty Avoidance

Individualism/ Collectivism
Masculinity/ Femininity

Tips Men are masculine and Be aware that people women are feminine. may expect male and There is a well defined female roles to be distinction between men's distinct. High work and women's work. Advise men to avoid MAS discussing emotions or making emotionallybased decisions or arguments. A woman can do anything Avoid an "old boys' a man can do. club" mentality. Powerful and successful Ensure job design and women are admired and practices are not Low MAS respected. discriminatory to either gender. Treat men and women equally.

Hofstedes Cultural Dimensions

Power Distance Uncertainty Avoidance
High LTO
Characteristics Family is the basis of society. Parents and men have more authority than young people and women. Strong work ethic. High value placed on education and training.

Individualism/ Collectivism
Masculinity/ Femininity Long term Orientation

Tips Show respect for traditions. Do not display extravagance or act frivolously. Reward perseverance, loyalty, and commitment. Avoid doing anything that would cause another to "lose face". Expect to live by the same standards and rules you create. Be respectful of others. Do not hesitate to introduce necessary changes.

Promotion of equality. High creativity, individualism. Low LTO Treat others as you would like to be treated. Self-actualization is sought.

Edward Hall's cultural factors

Context

Hall Study
Space Time

Factor

High-context culture

Low-context culture

Context
Overtness of messages Locus of control and attribution for failure Use of non-verbal communication Expression of reaction

Many covert and implicit Many overt and explicit messages messages, with use of metaphor that are simple and clear. and reading between the lines. Inner locus of control and personal acceptance for failure Outer locus of control and blame of others for failure

Much nonverbal communication More focus on verbal communication than body language
Reserved, inward reactions Visible, external, outward reaction Flexible and open grouping patterns, changing as needed Fragile bonds between people with little sense of loyalty.

Strong diistinction between Cohesion and separation ingroup and outgroup. of groups Strong sense of family. People bonds Strong people bonds with affiliation to family and community

Level of commitment to relationships Flexibility of time

High commitment to long-term Low commitment to relationship. relationships. Task more important than Relationship more important than relationships. task.
Time is open and flexible. Process is more important than product Time is highly organized. Product is more important than process

Context

Factor
Actions

Monochronic action Polychronic action

do one thing at a time do many things at once

Focus

Concentrate on the job at hand

Are easily distracted

Time
Attention to time Think about when things must be achieved Put the job first Think about what will be achieved Put relationships first Borrow and lend things often and easily

Priority Respect for property

Seldom borrow or lend things

Timeliness

Emphasize promptness

base promptness relationship factors

Context

Time

Factor Space Ownership Material Ownership

High territoriality High High

Low territoriality Low Low

Space

Context

Low

High

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