Culture and management styles final
Transcript of Culture and management styles final
Culture and management styles
Nicolas Bernard MassonJuan-Manuel Corao
Ludovic DerosePierre-Jean Reveil
Introduction
-Globalization Companies are a main actor
-Cross cultural management as a solution to cultural misunderstandings
-Cross cultural management
-Organization: individuals systematically cooperating to conduct a business
Cultural diversity
Interaction
Economic Performance
OutlineI/ Culture
II/The notion of time, space and environment
A/TimeB/EnvironmentC/Space and distance
III/ Management style
A/ USAB/France and EuropeC/Japan
I/ Culture
The concept of culture
XVI century: Cultivating a field
XVIII century: Cultivating literature, arts or sciences
XIX century: Tylor said
“Culture or civilization . . . is that complex whole which includes knowledge, belief, art, law, morals, custom, and any other customs and habits acquired by man as a member of society.””
XX CenturyHypothesis that every culture demonstrates a certain behavior style common to all individuals sharing the same culture
The concept of culture in five characteristics:
• Culture is a social phenomenon
• You learn culture, it’s not innate
• Culture is a changing concept
• It has a pragmatic dimension
• Culture produces shared meanings: values, norms, behaviors
II: Time, Space and Environment
A/ Time
•A cultural data that changed with the history of humanity
•The Influence of the three Monotheists religions and the notion of time linearity.
•Edward T. Hall sees two conceptions which orientate individual and collective behaviors
Monochronism
From this point of view time is use linearly
Things are done one at a time
An economic dimension : « time is money »
German , North American, North European, Japanese and Singaporean cultures are monochronic
Polychronism
Time is more flexible
People can do many things at a time
Importance of human relations
Latin time, Mediterranean time, from Maghreb and gulf countries
The climate facilitates polychronism
Monochronism Vs polychronism
Polychronic behavior Monochronic behavior
Several things at time One thing at time
Interruptions are tolerated Concentration on the task in progress
Plans can be modified Plans strictly adhered
People oriented Timeline orientation
People are not patient People are methodical therefore slower.
Accuracy is approximate Accuracy is extreme
Tolerance of ambient noise People needs to be in a quiet environment
B/ Environment.
Environment defines a group’s culture
Should environment be controlled by people?
Do people must live in harmony with environment?
Three attitudes towards the environment.
People should and can dominate the environment
People must live in harmony with his environment
People are affected by the environment
C/ Space and distance
Edward T. Hall: « people are territorial animals »
People can interpret space
We live in a « bubble » that represents our individual territory
An intrusion in this bubble is seen as an invasion
Edward T.Hall distance interpretation
Up to 40 / 50 cm: distance is described as intimate
Up to 1,20 M : distance is described as personal
Up to 1,80/ 2 M : distance is designated as social
Over 4 M : distance is described as public
About these three components of the culture.
Time, Space and environment define the culture you live in
You need to understand the culture of a group if you want to do business with them
Each group have a different interpretation of these three components
III/ Management styles:
A/ U.S.A.
• North American model:
A/ U.S.A
Power distance (low):◦ « liberty and justice for all »◦ Hierarchy established for convenience◦ Superiors always accessible◦ Managers and employees expect to be consulted
◦ Communication : indirect, formal, participative
Individualism (high):◦ Mobility◦ Promotion decisions on merit
A/ U.S.A
Masculinity :◦ “strive to be the best they can be”
◦ “the winner takes it all”
◦ Success and workaholic
◦ Conflict resolution
« Uncertainty accepting »
Short-term oriented
A/ U.S.A
Government and syndicates should not be too much involved
Competition sense and economy efficiency Initiatives, risk taking opportunities and
innovation We must fail to learn More profits Flexibility, job insecurity Pragmatism Liberalism
A/ U.S.A
Homogenization (example: dress code)
Optimism in business
Strict profile of the job (we don’t hire everybody)
Easier team-work
No feelings involved in business
Exchange time for money, quality of work environment isn’t too much considered.
B/ France and Europe
French model:
B/ France and Europe
Power distance (high):◦ Inequalities are accepted◦ Hierarchy is needed if not existential◦ Superiors may have privileges and are often inaccessible.
◦ Power highly centralized
Individualism (high):◦ Individual and private opinions◦ Direct communication◦ Autonomy
B/ France and Europe
Feminine country◦ Welfare system
◦ Conflict resolution
Uncertainty avoidance:◦ French workers need planning, details, information
Short-term oriented
B/ France and Europe
The State is involved a lot in businesses and companies.
Strong hierarchic culture (rules, procedures, centric decision process).
Rewards-sanctions system
Discipline
Rules and laws about the relationship between employers and employees.
Strikes
B/ France and Europe
German model:
B/ France and Europe
Power distance (low):◦ Co-determination rights◦ Direct and participative communication◦ Meeting style
Individualism (high):◦ Direct communication◦ “be honest, even if it hurts”
Masculine society Uncertainty avoidance Short-term oriented
B/ France and Europe
Switzerland, Germany, Benelux. Intense participation Social rules and protection Repartition « Mitbestimmung » Communities Emphasize more on formation and
experience than diplomas Lot of small businesses Family capitalism
B/ France and Europe
Southern Europe model:
B/ France and Europe
Power distance (medium):◦ Hierarchy, inequalities acceptable
Individualism (high):◦ Own personal ideas and objectives
Masculine society◦ acquiring status symbols
Uncertainty avoidance
Short-term oriented
B/ France and Europe
The case of Spain HierarchyBusiness with strictly separated divisions and a strong hierarchical system
OrganizationPlanning is not that important
Responsibility of the managing director or the owner of the company
MeetingsTo give instructions to and exchange ideas with subordinates
NegotiationsProfessional style/formal style
B/ France and Europe
DecisionsTaken at senior management level
Time perception“Time was created by god to meet people”
Meeting & greetingGreeting is an extensive ritual
Not uncommon to be interrupted while speaking
C/ Japan:
• Facts and clichés
-Capital: Tokyo-National language: Japanese-Demonym: Japanese-Constitutional monarchyEmperor + Prime Minister-Density: 337,1 hab/km2 (x3.5 France)-Currency: Yen-GDP (ppp): $4.497 trillion (4th )-HDI: 0.901
-Other important cities: Hiroshima, Nagasaki and more recently FUKUSHIMA
-Japan is a combination of long time inherited traditions and an innovative culture
-Patchwork:
Japan Management style: Order, Dignity and Honour
-Japanese have two communication systems:
Tatemae (mask)
Behavior and opinions one displays in public
Honne
A person’s true feelings and desires
-Time Notion is crucial for Japanese people-Uncertainty avoidance (as French men)-Authority: less submission, more respect-Developed integration process and senpai(respect the elder)-Japanese machismo-Collectivist nation
Negotiating in Japan:
- Delicate Business card exchange
- Strong Client/Supplier relationship:Mission = quality product
-The giving of gifts on first meeting often occurs
-social talks
-Friendly relationships they will expect both parties to be treated with meticulous fairness
Conclusion
A good manager must take into account different cultures, the diversity of a culture and the personality of the individuals working at his side
Is globalization responsible for the disappearance of languages and culture uniformity?