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MIB-3
Cultural Dimensions
8/3/2019 MIB 3 Cultural Dimensions
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Geert Hofstede’s CulturalDimensions
• National cultures can be described
according to the analysis of GeertHofstede. These ideas were first basedon a large research project into nationalculture differences across subsidiaries of
a multinational corporation (IBM) in 64countries. Subsequent studies by otherscovered students in 23 countries, elitesin 19 countries, commercial airline pilotsin 23 countries, up-market consumers in
15 countries, and civil service managersin 14 countries. Together these studiesidentified and validated fourindependent dimensions of national
culture differences, with a fifthdimension added later
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Dimensions are
• Hofstede has found five dimensions of culture in his study of national workrelated values. Replication studies have
yielded similar results, pointing tostability of the dimensions across time. The dimensions are:
• Power Distance
• Individualism• Masculinity• Uncertainty Avoidance• Long-Term Orientation
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Small vs. large power distance • Power Distance Index (PDI) focuses
on the degree of equality, or inequality,between people in the country's society.A High Power Distance rankingindicates that inequalities of power andwealth have been allowed to grow withinthe society. These societies are morelikely to follow a caste system that doesnot allow significant upward mobility of its citizens. A Low Power Distance ranking indicates the society de-emphasizes the differences between
citizen's power and wealth. In thesesocieties e ualit and o ortunit for
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• In cultures with small power distance(e.g. Australia, Austria, Denmark,
Ireland, Israel, New Zealand), peopleexpect and accept power relationsthat are more consultative or
democratic.• People relate to one another more
as equals regardless of formal
positions.• Subordinates are more comfortable
with and demand the right to
contribute to and critique the
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• In cultures with large power distance(e.g. Malaysia, India ), the lesspowerful accept power relations thatare autocratic or paternalistic.Subordinates acknowledge the power
of others based on their formal,hierarchical positions. Thus, Small vs.Large Power Distance does not
measure or attempt to measure aculture's objective, "real" powerdistribution, but rather the way
people perceive power differences.
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Individualism vs. collectivism • Individualism (IDV) focuses on the
degree the society reinforces individualor collective, achievement andinterpersonal relationships.
• A Low Individualism ranking typifies
societies of a more collectivist naturewith close ties between individuals. These cultures reinforce extendedfamilies and collectives where everyonetakes responsibility for fellow membersof their group.
• A High Individualism ranking indicatesthat individuality and individual rightsare paramount within the society.Individuals in these societies may tend
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• How much members of the culturedefine themselves apart from their
group memberships. In individualist cultures, people are expected to developand display their individual personalitiesand to choose their own affiliations
• In collectivist cultures, people aredefined and act mostly as a member of a long-term group, such as the family, areligious group, an age cohort, a town,or a profession, among others. Thisdimension was found to move towardsthe individualist end of the spectrumwith increasing national wealth.
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Masculinity vs. femininity
• Masculinity (MAS) focuses on the degreethe society reinforces, or does not reinforce,the traditional masculine work role model of male achievement, control, and power.
• A High Masculinity ranking indicates the
country experiences a high degree of genderdifferentiation. In these cultures, malesdominate a significant portion of the societyand power structure, with females beingcontrolled by male domination.
• A Low Masculinity ranking indicates thecountry has a low level of differentiation anddiscrimination between genders. In thesecultures, females are treated equally tomales in all aspects of the society.
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• The value placed on traditionally male orfemale values (as understood in most
Western cultures). In so-called 'masculine'cultures, people (whether male or female)value competitiveness, assertiveness,ambition, and the accumulation of wealth
and material possessions.• In so-called 'feminine' cultures, people (again
whether male or female) value relationships and quality of life.
•
This dimension is often renamed by users of Hofstede's work, e.g. to Quantity of Life vs.Quality of Life. Another reading of the samedimension holds that in 'M' cultures, thedifferences between gender roles are moredramatic and less fluid than in 'F' cultures;
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Uncertainty Avoidance• Uncertainty Avoidance Index (UAI)
focuses on the level of tolerance foruncertainty and ambiguity within the society- i.e. unstructured situations.
• A High Uncertainty Avoidance ranking
indicates the country has a low tolerance foruncertainty and ambiguity. This creates arule-oriented society that institutes laws,rules, regulations, and controls in order toreduce the amount of uncertainty.
•A Low Uncertainty Avoidance rankingindicates the country has less concern aboutambiguity and uncertainty and has moretolerance for a variety of opinions. This isreflected in a society that is less rule-
oriented, more readily accepts change, and
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• Weak vs. strong uncertainty avoidance • How much members of a society are
anxious about the unknown, and as aconsequence, attempt to cope withanxiety by minimizing uncertainty.
• In cultures with strong uncertaintyavoidance, people prefer explicit rules
(e.g. about religion and food) andformally structured activities, andemployees tend to remain longer withtheir present employer.
• In cultures with weak uncertaintyavoidance, people prefer implicit orflexible rules or guidelines and informalactivities. Employees tend to change
employers more frequently.
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Long-Term Orientation• Long-Term Orientation (LTO) focuses on
the degree the society embraces, or does notembrace, long-term devotion to traditional,forward thinking values.
• A High Long-Term Orientation ranking
indicates the country prescribes to thevalues of long-term commitments andrespect for tradition. This is thought tosupport a strong work ethic where long-term
rewards are expected as a result of today'shard work. However, business may takelonger to develop in this society, particularlyfor an "outsider". In long term orientedsocieties, people value actions and attitudesthat affect the future:
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• A Short -Term Orientation rankingindicates the country does not
reinforce the concept of long-term,traditional orientation. In this culture,change can occur more rapidly aslong-term traditions and
commitments do not becomeimpediments to change.
• In short term oriented societies,
people value actions and attitudesthat are affected by the past or thepresent: normative statements,immediate stability, protecting one's
own face, respect for tradition, and
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Edward T. Hall's TimeOrientations
• Anthropologist Edward T. Hall’s
concept of polychronic versusmonochronic time orientationdescribes how cultures structure
their time.• The monochronic time concept
follows the notion of “one thing at a
time”, while the polychronicconcept focuses on multiple tasksbeing handled at one time, and time
is subordinate to interpersonal
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MonochronicCulture
PolychronicCulture
InterpersonalRelations Interpersonalrelations aresubordinate topresent
schedule
Presentschedule issubordinateto
interpersonalrelations
Activity Co-ordination
Schedule co-ordinatesactivity;appointment
time is rigid.
Interpersonalrelationscoordinateactivity;
appointmenttime is flexible
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Task Handling
One task at atime
Many tasksare handled
simultaneously
Breaks andPersonal Time
Breaks andpersonal timearesacrosanctregardless of
personal ties.
Breaks andpersonal timearesubordinate topersonal ties.
TemporalStructure
Time isinflexible; timeis tangible
Time isflexible; time isfluid
Work/person Work time is Work time is
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Work/personal timeseparability
Work time isclearlyseparable
frompersonaltime
Work time isnot clearlyseparable
frompersonaltime
OrganisationalPerception
Activities areisolated fromorganisation asa whole; tasks
are measuredby output intime(activity perhour or
Activities areintegrated intoorganisation asa whole; tasks
are measuredas part of overallorganisationalgoal
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The Culture-
Communalization Link •
Trust in communication :Effective communication andcollaboration in alliances acrossnational boundaries depend upon
the informal understanding andtrust the parties develop betweenthem .
•
The meaning of trust and how itdeveloped and communicated varyacross societies.
• In China & Japan the businesstransaction are based on network
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• In US it is based on formal contract and
arm length relationship .• When there is trust between parties,,
implicit understanding arises withincommunication.
• Guidelines to cultivate trust:
– Create a clear and calculated basisfor mutual benefits
– Improve predictability, resolveconflict and keep communicationopen
– Develop mutual bonding throughsocializin and friendl contacts.
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Cultural Variables in the
Communication Process • Attitude: it underline the way we
behave and communicate and theway we interpret message from
others. Ethnocentric attitude are asource of noise in the in the crosscultural Communication.
• Stereotyping : it occurs when aperson assume that every member of a society or subculture has the samecharacteristic or traits.
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• Social Organization: perception can
be influenced by difference in values,approach or priorities relative to kind of social organization.
• Thought pattern : Logical progression
od reasoning varies widely around theworld and greatly affects thecommunication process .
• Language:Spoken or written languageis often cause of miscommunication , itarises from person inability to speaklocal language, poor translation, use of
Idioms
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• Roles: Societies differ in the
perception of role a manager play.It is because of perception of whoshould make the decision and who
has the responsibility for what.American assume the role of manager to delegate
responsibility, to foster autonomyand to practice participativemanagement. Geek- Manager isthe boss to give orders andsubordinated to follow the orders.
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• Non verbal Behavior : – Kinesics Behavior : body
movements-posture, gesture, facialexpression and eye contacts
– Proxemics: Influence of proximityand space (personal or office) on
communication – Paralanguage : how something is
said –rate, tone and influence of voice, noise, laughing, yawning etc
– Object language: how wecommunicate through materialsartifacts, office design , architecture ,furniture, clothing's, cars etc
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Managing Cross culturalCommunication
• Developing cultural sensitivity :while sending a message, managermust understand the receiver and
encode the message in the form thatwill most likely to be understood asintended .The manager must
understand the cultural baggage andhow it affect the the communicationprocess.
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•Careful encoding: In translatinghis / her intended meaning in tosymbols and the sender must use
the words, pictures,or gesturesthat are appropriate to thereceiver's frame of references.Sender should avoid
use of idioms and regional sayings.
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• Selective transmission: Type of
medium chosen for messagedepend upon the nature of themessage, its level of importance,
the context,and expectation of thereceiver, the timing involved ,need for personal interaction andother factors.typical mediaincludes, emails, letters or memos,reports,meetings, telephone calls,teleconferencing,
videoconferencing or face to face
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• Care full decoding of
Feedback: Timely and effectivefeedback channels can also be setup to assess a firm’s generalcommunication about theprogression of its business andits general managementprinciples .The best means of
getting feedback is through faceto face interaction.
• Decoding is the process of
translating the received symbol
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• The receiver misinterprets themessage.
• The receiver encode his or herreturn message incorrectly.
•
Sender misinterprets thefeedback .
•
Two way communication is thusessential for important issues sothat successive efforts can bemade until an under standing hasbeen achieved .
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• Follow up Actions : Managers
communicate through both actionsand inaction. There to keep openthe lines of communication ,
feedback and trust , manager mustfollow through with action on whathas been discussed and thenagreed upon.
• The following points should be keptin mind
-Respect