Académique Documents
Professionnel Documents
Culture Documents
Levels of Culture
Manifest
Expressed
values
Basic assumptions
Frameworks
Kluckhohn
Variations
Subjugation
Past
Evil
Being
Harmony
Mastery
Present
Future
Neutral/Mixed Good
Containing/ Doing
controlling
Relationships among Individualistic Group
Hierarchical
people
Space orientation
Private
Mixed
Public
12.3
Good Thinker
(Imaginative,
intellectual)
10.9
10.1*
11.5
11.3
5.6
4.7*
5.2
5.6
8.3
6.8*
8.6
7.8
11.7
6.2
7.7
13.0*
10.8
5.5
8.0
11.7
9.8*
11.8
11.4
12.0
11.5
5.2
6.2
5.4
5.2
4.5*
6.7*
6.7*
7.5
7.5
8.0
8.1
7.7
11.3
5.6
7.9
Collective
PAK COL
TAI PER
VEN
THA
SIN
HOK
GRE
JAP
PHI
IND
IC
NZL
CAN
NET
GBR
USA
AUL
Individual
Low
Power Distance
High
USA
Germany
Japan
France
Netherlands
Hong Kong
Indonesia
West Africa
Russia
China
PD
IC
MF
UA
LT
40L
35L
54M
68H
38L
68H
78H
77H
95H
80H
91H
67H
46M
71H
80H
25L
14L
20L
50M
20L
62H
66H
95H
43M
14L
57H
46M
46M
40L
50M
46L
65M
92H
86H
53M
29L
48L
54M
90H
60M
29L
31M
80H
30L
44M
96H
25L
16L
10L
118H
Low-context
Australia, Canada, England, United States
vs. Particularism
Individualism vs. Collectivism
Neutral vs. Affective Relationships
Specific vs. Diffuse Relationships
Achievement vs. Ascription
Relationship to Time
Japan
Formal,
consensus seekers
Germany
Technically expert,
authoritarians
France
Elitist,
authoritarians
Multicultural Manager
France
DO shake hands when greeting. Only close friends give light, brushing kisses on cheeks.
DO dress more formally than in the United States. Elegant dress is highly valued.
DONT expect to complete any work during the French -two hour
DONT
lunch chew gum in a work setting.
Italy
DO write business correspondence in Italian for priority attention.
DO make appointments between 10:00 and 11:00 or after 3:00.
DONT eat too much pasta, as it is not the main course.
DONT handout business cards too freely. Italians use them infrequently.
Japan
DO present your business cards with both hands and a slight bow as a gesture of
respect.
DO present gifts, American-made and wrapped.
DONT knock competitors.
DONT present the same gift to everyone, unless all members are the same organizational
rank.
Benefits of a Multicultural
Organization
Achieves the benefits of valuing diversity.
Avoids the problems of not managing
for diversity:
increased turnover
interpersonal conflict
communication breakdowns
Nondiscrimination
Multicultural
Unfair advantage
of majority group
removed, but no
culture change
Shares power
and influence
with all; major
culture change
expectations
characteristics of individuals.
Ethnocentrism
A belief that ones culture is the best and judging other cultures
Intergroup
Stereotypes
in intergroup relations
Cross-Cultural Processes:
Motivation
In order to use motivational concepts across cultures,
managers must know two key factors:
Which needs the people are seeking to satisfy.
Which rewards will satisfy those needs.
Research findings:
A motivational concept that
Cross-Cultural Processes:
Ethics
Global business practices and behaviors create
ethical and legal dilemmas for managers:
The choice of which cultures code of ethics to follow.
Conflicts between individual and organizational
Cross-Cultural Processes:
Negotiations
Suggestions for negotiating abroad:
Cross-Cultural Processes:
Conflict Resolution
National cultures influence which method of
conflict resolution a manager will choose.
Tinsleys models of conflict resolution:
Conflict Resolution Model
Cultural Group
Membership
Deferring to status power
Japanese
Applying regulations
Germans
Integrating interests
Americans
Training
in Cross-Cultural Relations
Cultural training
Culture shock