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Cultural Dimensions
Sociology and Human Behaviour
Week 3
10/07/2014
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 responsibilities for ethical behavior.
The ethics of outsourcing when doing so may create a human health or environmental safety hazard in another culture.
Cross-Cultural Processes: Negotiations
Suggestions for negotiating abroad: Use a team approach. Do not push for informality. Be patient. Learn to tolerate less than full
disclosure of information. Accept silence as part of
negotiating. Take no for an answer
sometimes. Be adaptable.
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
Diversity Training and Cultural Training
Diversity Training Attempts to bring about workplace harmony by teaching
people how to get along better with diverse coworkers.
Objectives of diversity training:
1. Fostering awareness and acceptance of individual differences.
2. Helping participants understand their own feelings and attitudes about people who are different.
3. Exploring how differences might be tapped as assets in the workplace.
4. Enhancing work relations between people who are different from each other.
Diversity Training and Cultural Training
Training in Cross-Cultural Relations
Cultural training A set of learning experiences (e.g., mastering a foreign language)
designed to help employees understand the customs, traditions, and beliefs of another culture.
Culture shock The physical and psychological symptoms that can develop when a
person is abruptly placed in another culture.
Cultural training is designed to help expatriates avoid culture shock, which is a major contributor to the high failure rate of overseas assignments.
Assignment 2% (15th September 2014)
Arabic Cluster: Bridge between East and West
Adapt sections of the above article to Pakistani Context.
1200-1500 words
Academic referencing.
Copyright Allyn & Bacon 2007 7
How Cultures View Each Other
Stereotyping: assumes that all people within one culture or group behave, believe, feel, and act the same.
Ethnocentrism: occurs when people from one culture believe that theirs are the only correct norms, values, and beliefs.
Self-reference criterion: the assumption that people in another culture will behave like people in your culture
Hofstedes Cultural Dimensions Power Distance
Power distance: The extent to which less powerful members of institutions and organizations accept that power is distributed unequally High power distance countries: people may blindly obey the orders of
their superiors and are less likely to question authority. Companies tend to use centralized decision-making and tall organization structures (many levels of management)
Low power distance countries: flatter and decentralized organization structures, smaller ratio of supervisors. Employees are more likely to question their bosses. Participative management may be used.
Hofstedes Cultural Dimensions Individualism and Collectivism
Individualism: Tendency of people to look after themselves and their immediate family only
Countries high in individualism: High individual initiative. Promotions are based on achievement. Salaries are
based on market value.
Collectivism: Tendency of people to belong to groups or collectives and to look after each other in exchange for
loyalty
Countries high in collectivism: Low individual initiative. Salaries and promotions may be based on seniority
Hofstedes Cultural Dimensions Uncertainty Avoidance
Uncertainty avoidance: Extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid such situations High uncertainty avoidance countries: people have high need for security,
strong belief in experts and their knowledge, more written rules and procedures, less risk taking by managers
Low uncertainty avoidance countries: people are more willing to accept risks associated with the unknown, fewer written rules and procedures, more risk taking by managers, higher employee turnover, more ambitious employees
Hofstedes Cultural Dimensions Masculinity and Femininity
Masculinity: the dominant social values are success, money and things
Countries high in masculinity: People place great importance on earnings, recognition, advancement,
challenge, and wealth. High job stress.
Femininity: the dominant social values are caring for others and the quality of life
Countries high in femininity: great importance on cooperation, friendly atmosphere, employment security,
and the natural environment. Low job stress.
Trompenaars Cultural Dimensions
Universalism vs. particularism Universalism the belief that ideas and practices
can be applied everywhere in the world without modification. People tend to focus on formal rules and expect business partners to do the same.
Particularism the belief that circumstances dictate how ideas and practices should be applied and some things cannot be done the same way everywhere. People tend to focus on relationships, working things out to suit those involved.
Trompenaars Cultural Dimensions (2)
Neutral vs. Emotional Cultures Neutral culture a culture in which emotions
are held in check. People try not to show their feelings
Emotional culture a culture in which emotions are expressed openly and naturally. People smile, may talk loudly, greet each other with enthusiasm, show happiness or unhappiness.
Trompenaars Cultural Dimensions (3)
Achievement vs. Ascription n Achievement culture - culture in which people
are accorded status based on how well they perform their work and what they have accomplished Job, work performance, education, etc.
Ascription culture - culture in which status is attributed based on who or what a person is For example, status may be accorded on the basis
of age, gender, family, tribe, ethnic group, etc.
Trompenaars Cultural Dimensions (4)
Use of time Sequential use of time - people do one thing at
a time, keep appointments strictly, follow plans to the letter
Synchronous use of time - people do more than one thing at a time, appointments are approximate
Trompenaars' Research on People and the External Environment
Inner-directed: People believe in controlling environmental outcomes and think that they can control what happens to them
Outer-directed: People believe in allowing things to take their natural course and living in harmony with nature. People are less likely to believe that they can control what happens to them.
Managing the Diverse Workforce
Diversity: A Brief History
Managing diversity
understanding and appreciating employee differences to build a more effective and profitable organization
recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organizations advantage
Diversity Today Diversity
broad term used to refer to all kinds of differences
race, age, sex, religion, attitudes, physical abilities, life interests, expectations, flexibility, aggressiveness, extroversion
members of different groups share common values, attitudes, and perceptions there is still much diversity within each group
Components Of A Diversified Workforce
Other Religious affiliation Expectations and values Lifestyle Skill level Educational level Economic class Workstyle Function and/or position within the company
Age
Gender
Physically and mentally disabled
Racial and ethnic minorities
Immigrants Workforce Diversity
How Effective Is Your Diversity Program?
Effective
22%
Somewhat effective
49%
Undecided 11%
Very Effective
8% Somewhat ineffective 8%
Ineffective 2%
Diversity Today (cont.)
Workers of the future until recently, white, American born males dominated the
U.S. workforce now, they only account for 15 percent of the net growth
Gender issues - growing number of women working outside the home balancing work life with family responsibilities and parenting
presents an enormous challenge
average full-time working female earns about 77% of the average full-time working male result of both the level and type of work performed by women
glass ceiling - invisible barrier hindering a group or individual from moving beyond a certain level in the corporate hierarchy
Diversity Today (cont.) Workers of the future (cont.)
Minorities and immigrants - growing percentage of the workforce estimated that 14 percent of the work force is foreign born
African Americans are about 12 percent, Asian Americans are about 5 percent, Hispanic Americans about 12 percent
Asians and Hispanics are growing the fasted
Mentally and physically disabled - largest unemployed minority population . disability - a physical or mental impairment that substantially limits
one or more major life activities
disabled lack access to educational and workplace environments
attitudes of employers an important barrier to employment
Diversity Today (cont.) Age of the workforce
average age is increasing
many older workers are opting for late retirement
fewer new workers will enter the labor force than will be lost through retirement
retirement-age workers can be encouraged to remain or reenter the workforce on a flexible or part-time basis
Diversity Today (cont.) Future jobs and workforce qualifications
the world. is becoming a predominantly service-oriented economy
people without high school diplomas are at a distinct disadvantage
gap is growing between the knowledge and skills jobs require and those many employees and applicants possess literacy is often the underlying problem
employers are combating this basic-skills gap offer in-house basic-skills training program
Managing Diversity Versus Affirmative Action Affirmative action (AA)
instituted to curb discrimination and correct the past exclusion of women and minorities from organizations
nonetheless, employment discrimination still persists AA has not adequately improved the upward mobility of women and
minorities
reverse discrimination exists when qualified white males are passed over for employment opportunities
Managing diversity means moving beyond legislated mandates to embrace a
proactive business philosophy that values differences
eliminates barriers that hinder attainment of full potential
Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity
original impetus to diversity workforces was social responsibility and legal necessity today, many organizations are also approaching diversity from a
more practical, business-oriented perspective
Ability to attract and retain motivated employees companies with reputation for diversity have competitive
advantage in the labor market
companies will be sought out by most qualified employees
employees who believe that their differences are valued may become more loyal, productive, and committed
Managing Diversity Versus Affirmative Action (cont.)
Competitive advantage through diversity (cont.) Better perspective of a differentiated market
as the composition of the American workforce changes, so does the customer base of these companies diverse customers may prefer to patronize such organizations
a multicultural workforce can provide a company with greater knowledge of the preferences and consuming habits of this diversified marketplace
Ability to leverage creativity and innovation in problem solving people from different backgrounds hold different perspectives
diverse work groups are freer to deviate from traditional approaches
Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity (cont.)
Enhancement of organizational flexibility managing diversity requires a corporate culture that tolerates
different styles and approaches
Challenges of a diverse workforce Lower cohesiveness - lack of similarity in culture causes
diverse groups to be less cohesive
Communication problems - most common negative effect diversity increases errors and misunderstandings
Managing Diversity Versus Affirmative Action (cont.)
Challenges of a diverse workforce (cont.)
Mistrust and tension - mistrust and misunderstanding of those who are different because of a lack of contact and low familiarity
Stereotyping - inappropriately stereotype their different colleagues rather than accurately perceiving and evaluating those individuals contributions, capabilities, aspirations, and motivations stereotypes affect how people are treated
Multicultural Organizations Monolithic organizations
an organization that has a low degree of integration employs few women, minorities, or other groups that differ from
the majority low minority employees must adopt the norms of the majority
has a highly homogeneous employee population
Pluralistic organizations have a more diverse employee population
use an affirmative action approach to managing diversity
some acceptance of minorities into the informal network
much less discrimination and less prejudice
Multicultural Organizations (cont.) Multicultural organization
values cultural diversity and seeks to utilize and encourage it
fully integrate gender, racial, and minority group members both formally and informally
absence of prejudice and discrimination
low levels of intergroup conflict
synergistic environment all members contribute to their maximum potential and the
advantages of diversity can be fully realized
How Organizations Can Cultivate A Diverse Workforce
Top management leadership and commitment top management support is critical
incorporate organizations attitudes toward diversity into the corporate mission statement, strategic plans, and objectives
establish corporate offices or committees to coordinate the companywide diversity effort that provides feedback to top management
minority advisory groups or task forces to monitor organizational policies, practices, and attitudes assess program impact on diverse groups
provide feedback and suggestions to top management
How Organizations Can Cultivate A Diverse Workforce (cont.)
Organizational assessment
establish an ongoing assessment of the organizations workforce, culture, policies, and practices identify problem areas
make recommendations where changes are needed
corporate values and norms should be identified and critically evaluated regarding their necessity and their impact on the diverse workforce
How Organizations Can Cultivate A Diverse Workforce (cont.)
Attracting employees
Recruitment - a companys image can be a strong recruiting tool a reputation for hiring and promoting all types of people can be a
competitive advantage
many minorities and economically disadvantaged people are physically isolated from job opportunities
companies can bring information about job opportunities to the source of labor
companies can transport labor to the jobs
How Organizations Can Cultivate A Diverse Workforce (cont.)
Attracting employees (cont.)
Accommodating work and family needs corporate work and family policies are now one of the most
important recruiting tools
providing child care leads to:
decreased turnover and absenteeism
improved morale
concerns for dual-career couples expressed by:
limiting relocation requirements
provide job search assistance to relocated spouses
How Organizations Can Cultivate A Diverse Workforce (cont.)
Attracting employees (cont.)
Alternative work arrangements
offer flexible work schedules and arrangements compressed workweeks
job sharing - two part-time workers share one full-time job
teleworking - working from home
telecommuting - working from home via computer hookup to the main worksite
How Organizations Can Cultivate A Diverse Workforce (cont.)
Diversity training attempt to identify and reduce hidden biases and
develop skills needed to effectively manage a diversified workforce
Awareness building - to increase awareness of the meaning and importance of valuing diversity sensitize employees to assumptions they make about others
become familiar with stereotypes and cultural differences
become familiar with organizational barriers that inhibit the full contributions of all employees
teach the unwritten rules or cultural values to those who need to know them
How Organizations Can Cultivate A Diverse Workforce (cont.)
Diversity training (cont.) Skill building - designed to allow all employees to develop
the skills they need to deal effectively with one another and customers in a diverse environment most of the skills taught are interpersonal
develop personal action plans before they leave the program
experiential exercises and videotapes often are used
Retaining employees Support groups - form minority networks to promote
information exchange and social support provide emotional and career support
help diverse employees understand work norms and cultures
How Organizations Can Cultivate A Diverse Workforce (cont.)
Retaining employees (cont.) Mentoring - higher-level managers help ensure
that high-potential people are introduced to top management and socialized into the norms and values of the organization help diverse employees enter the informal network
Career development and promotion - establish teams to evaluate the career progress of diverse employees devise ways to move them up through the ranks
How Organizations Can Cultivate A Diverse Workforce (cont.)
Retaining employees (cont.)
Systems accommodation - recognize: cultural and religious holidays
differing modes of dress
dietary restrictions
needs of individuals with disabilities
Accountability - managers held accountable for workforce development performance appraisal and reward systems reinforce the
importance of effective diversity management