Managing Across Cultures

REVISION LECTURE

23/03/15

Introduction and Scope

Examination Format

Examination Topics and Key Summaries

Study skills for optimising your mark

Exam: at the Sheridan Suite – see map on exam webpage)

Exam Structure

The question paper is divided into three parts The exam is 3 hours long

Part A (Understanding People & Culture)

Part B (Exploring Internationalisation and Culture)

Part C (Management Challenges in CC

working)

Question format

Each section (A,B,C) has two questions and you will need to answer one of the two questions from each section

The paper therefore has a total of 6 questions and you answer 3 of these

The questions will ask you…

Students should draw on relevant management practice, theory and research evidence from the academic literature in their answers.

When answering these questions you must critically analyse theories, models and evidence that you introduce.

The 6 Topics… Section A- Understanding Management processes using

Culture theory- Managing Acculturation and Adjustment

Section B- International work orientation and motivation- Globalisation

Section C- International Team Working- International Management practice and

negotiation

Topic 1: Understanding Management processes using Culture theory

Key Areas to Cover Associated Reading

Hofstede (dimensions, critique) Hofstede, G. (1996). Riding the Waves of Commerce: A Test of Trompenaars. International Journal of Intercultural Relations, 20 (2): 189-198. Hofstede, G. (1991) Cultures and Organisations: Software of the Mind. London: McGraw-Hill.Hofstede, G. and Hofstede, G.J. (2005). Cultures and Organisations: Software of the Mind. 2nd Edition. McGraw-Hill.House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., and Gupta, V. (eds) (2004). Leadership, Culture and Organisations: The Globe Study of 62 societies. Thousand Oaks, C.A. Sage.Gannon, M.J. & Pillai, R. (2010) Understanding Global Cultures, (4th ed), Sage.s.Ronen and O.Shenkar, “Clustering countries on attitudinal dimensions: A review and synthesis”, Academy of Management Review, Working Paper,2013Trompenaars, F. and Wooliams, P. (2003). Business Across Cultures. Chichester, England: Capstone.

Trompenaars (dimensions)

Application to workplace

Management Systems

Examples of practice/ approaches

Strengths and Weaknesses

Critical review of the relevance of theory?

Topic 2: Managing Acculturation and Adjustment Key Areas to Cover Associated Additional

Reading

Definitions – what is Acculturation and adjustment?

Berry, J.W. (1997) Immigration, Acculturation and Adaptation. Applied Psychology: An International Review, 46 (1) 5-68.Yeh, C.J. (2003). Age, acculturation, cultural adjustment and mental health symptoms of Chinese, Korean and Japanese immigrant youths. Cultural diversity and ethnic minority psychology, 9 (1), 34-48.Nguyen, H.H, Messe, L.A. and Stollack, G.E. (1999). Towards a more complex understanding of acculturation and adjustment: cultural involvements and psychosocial functioning in Vietnamese youth. Journal of Cross-cultural psychology, 30 (5), 5-28.Berry et al (2011) Cross cultural psychology textbook (see handbook – chapter 13

Acculturation Strategies

Impact of poor adjustment on the individual sojourner and on the business

Adjustment in the context of work

Effectiveness of the acculturation process within the work place

Should it be managed?

Cost-benefit studies - Examples

Topic 3: Work orientations and motivation

Key Areas to Cover Associated Reading

Values and choices Chandrakumara, A. and Sparrow, P. (2004). Work orientation as an element of national culture and its impact on HRM policy-practice design choices. Lessons from Sri Lanka. International Journal of Manpower, 25 (6), 564-589.Di Cesare, J. and Sadri, G. (2003). Do all carrots look the same? Examining the impact of culture on employee motivation. Management Research News, 26 (1), 29 – 40.Goldthorpe (1968) in Fincham, R. and Rhodes, P. (1999). Principals of Organisational Behaviour, 3rd edition. Oxford University Press: New York.

Fincham, R. and Rhodes, P. (1999). Principals of Organisational Behaviour, 3rd edition. Oxford University Press: New York. Rose, M. (2005). Do rising levels of qualification alter work ethic, work orientation and organisational commitment for the worse? Evidence from the UK, 1985- 2001. Journal of Education and Work, 18 (2), 131-164.Leung, K. (1997)’ Negotiation and reward allocations across cultures’. In P.C. Earley and M.Erez (eds), New Perspectives on International Industrial /Organisational Psychology, pp640-75, San Francisco, CA: The New Lexington PressNewman, K.L. and Nollen, S.D. (1996). Culture and congruence: the fit between management practices and national culture. Journal of International Business Studies, 27 (4), 753-779.Ralston, D.A., Holt, D.H., Terpstra, R.H., Yu, Kai-Cheng. (1997) The Impact of National Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China. Journal of International Business Studies, Vol. 28, No. 1, 177-207.Vandewalle, D. (1997). Development and validation of a work domain goal orientation instrument. Educational and Psychological Measurement, 57, 995- 1015Zurcher, L.A., Meadow, A. and Zurcher, S.L. (1965). Value orientation, role conflict and alienation from work: a cross cultural study. American Sociological Review, 30 (4), 539-548

Motivation to work – impact of culture on preferences/ work centrality

Klukhohn and Strodbeck. Chandrakumara and Sparrow

Comparing motivational differences- Di Cesare and Sadri (2003).

Reasons for failure

Practical Application for Cross-Cultural Management

Specific examples analysed

Topic 4: Globalisation &Management Practice

Key Areas to Cover Associated Reading

Globalisation – a necessary evil? •Anawati, D. and Craig, A. (2006). Behavioural adaptation within cross cultural virtual teams. IEEE Transactions on professional communication, 49 (1), 44-56•Fincham, R. and Rhodes, P. (1999). Principals of Organisational Behaviour, 3rd edition. Oxford University Press: New York.•Browaeys and Price (2008) •Castells, M. (1996). The Information Age: Economy, Society and Culture, Volume I: Rise of the Network Society. Blackwell, OxfordDicken, P (2003) Global Shift, (4th ed.) Sage.Gooderham, P.N. & Nordhaug, O. (2003) International Management: Cross-Boundary Challenges, Blackwell. Jackson, T. (2002) International HRM: A Cross-Cultural Approach, SagePerlmutter, HV (1972) ‘The multinational firm and the future’, The Annals of the American Academy of Political and Social Science, 403:139-152.•Lane, H.W., Maznevski, M.L., DiStephano, J., and Dietz, J. (2009) International Management Behaviour, Leading with a global mindset. 6th Edition. Wiley and Sons. Chapter 1,2,3.•Triandis, H.C. (2006). Cultural intelligence in organisations. Group and organisation management, 31 (1), 20-26Trompenaars, F. and Wooliams, P. (2003). Business Across Cultures. Chichester, England: Capstone.

Complexities of doing business – transnationals and multinationals

Culture as a critical component of management practice today

Cross cultural impact – positive and negative

Cultural values and fairness

Information age and exclusions

Topic 5: Global Manager and International Team WorkingKey Areas to Cover Associated Reading

Development needs in international employees/managers – how do these differ from those not working cross-culturally

Anderson, N.R. and West, M.A (1998). Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of organisational behaviour, 19 (3), pp235-258De Dreu, C.K.W. and Weingart, L.R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: a meta analysis. Journal of applied psychology, 88 (4), 741-749Canney Davidson, S. (1994). Creating a high performance international team. Journal of Management Development, 13 (2), 81-90Kirkman, B. L. and Shapiro, D.L. (1997). The impact of cultural values on employee resistance to teams: toward a model of globalized selfmanaging work team effectiveness. The academy of management review, 22 (3), 730-757Anawati, D. and Craig, A. (2006). Behavioural adaptation within cross cultural virtual teams. IEEE Transactions on professional communication, 49 (1), 44-56Storey, J. (2001) New perspectives on human resource management, London : Routledge

Schneider, S. C. & Barsoux, J-L. (2003) Managing Across Cultures 2nd Ed. London: Pearson

Factors impacting team workChallenges in International Team Working

Traits of a Global Manager

Schneider and Barsoux (2003): national culture and preference for certain Belbin team roles

Global Competencies

Critique of different models and interventions

Topic 6:International Management practice and negotiation

Key Areas to Cover Associated Reading

International Business and negotiation

Browaeys, M.J. and Price, R. (2008). Understanding Cross cultural Management. Pearson. Cohen, AR & Bradford, DL (2005) Influence Without Authority, 2nd Ed, WileyGiddens, A. (1979) Central Problems in Social Theory, University of California Press.Hatch, MJ (1997) Organization Theory: Modern Symbolic and Postmodern Perspectives, Oxford University Press Hegarty, EJ (1976) How to Succeed in Company Politics, McGraw HillHofstede, G. (2001) Culture's Consequences, 2nd Ed., Sage. Kakabadse, Andrew., Ludlow, Ron & Vinnicombe, Susan (1987) Working in Organisations, GowerLee, R & Lawrence, P (1985) Organizational Behaviour: Politics at Work, HutchinsonMead, R (1998) International Management, Oxford: Blackwell Palmer, G (1983) British Industrial Relations, Unwin.Brett, J.M. (2000). Culture and Negotiation. International Journal of Psychology, 35 (2), 97-104

Lewiki, J.R., Saunders, D.M., Barry, B. and Minton, M.W. (2004). Essentials of Negotiation. McGraw Hill, New York

Menger, R (1999). Japanese and American negotiators: overcome cultural barriers to understanding. Academy of Management Executive, 13 (4), 100-102

Conflict of interests to gain competitive value

Process of negotiation – relationship or benefit

Challenges for international negotiationPosition Negotiation: A power gameStrategic Negotiation: A repetitive gameProcess Negotiation: A bargaining gameIntegrative Negotiation: Compartmentalising issue

-Virtual working and key challenges-Understanding Different Negotiation Strategies and Culture

Creating a high performance management practices – Metcalf, Luthens

Understanding global personality types – linear active, multi-active and reactive

Critique of theory

General Revision Issues

The Importance of Theory

Shows engagement with the literature Seek journal articles – don’t just rely on

core text Compare old with new Be aware of

methodology/rationale/research frameworks

Acknowledge differing arguments

The Importance of Practice

Real life examples to illustrate your understanding

Management focus Case study data What does this mean in reality? Business efficiency and outputs

Incorporating critique…

Terminology in the assignments at this level will ask you the following…

- Critically discuss…- Critically evaluate…- Critically analyse…

Describe and evaluate Using theory to inform practice Evaluating theory – what are the

strengths and weaknesses, opposing arguments etc

Showing awareness and acknowledgement of complexities

A Basic Answer:“Cross cultural management is about understanding how people interact with people in different cultures and how this can help business. There is a need to look at lots of things such as how people act, how people link to other cultures and the way this has an impact”

How to incorporate critical analysis:“Cross cultural management has emerged as an important discipline over recent years (Adler, 2002), where the need to understand the complex interaction of different values, behaviours and thought processes that underpin ‘culture’ is vital if organisations are able to compete in a dynamic global environment. There are a number of key theorists who aim to make sense of the consortium of factors that are of relevance when exploring the phenomenon of culture. There is widespread discussion and debate as to the relative usefulness of applying different theoretical approaches to trying to make sense of culture and how it applies in a business context (e.g. McSweeney)….”

What’s the difference?

Basic answers Better AnswersPurely descriptive Use description and

evaluation

No or few references to theory Show awareness and engagement with extensive theories/research

Inappropriate/non-academic terminology

Use academic writing style

Lack of detail Detailed

Lack of structure Clear structure

Poorly constructed argument Detailed, well constructed argument which develops a clear rationale

“What is culture?” A basic/poor answer…“Culture is about people and how things get done, values and what they mean

to people. It can be changed but it is a difficult process. Culture is made up of lots of different things and cultures differ around the world. Some places are very open to differences in power for example, and some are very closed. Some are masculine and some are feminine”

A better answer…“An important first step in understanding culture is to consider that culture

consists of many different factors and is a complex phenomenon. Theorists such as Hofstede aimed to develop a number of dimensions that help us to categorise and underpin the cultural differences operating in different nationalities, with the view that culture can be compared and contrasted in this way. Essentially, culture comprises of values, artefacts and ‘ways of doing things’ where behaviours and actions are very different as a result. Many researchers have addressed the question of what culture is, and their views vary from one another”

“What is culture?” contd… The best answer…

“In considering the question, ‘what is culture’ one can consider a whole wealth of research sources across many different academic disciplines. Culture is a greatly researched area, and there are many different definitions available. Culture is often described in terms of a set of shared value systems between a particular group of people which then informs how things are done, the ways people behave, and how people see the world (Schein). Moreover, culture can operate at many different levels, such as between small groups of people, organisations, and nations. Theorists in cultural research have tried to establish ways and means of tracking and measuring culture, and there are different emphases placed on different factors. For example, Trompenaars’ seminal work tackled culture as a manifestation of opposing dilemmas and as such as an important indicator in understanding relationships between individuals. Other researchers take a different view…..”

Do some further reading…

Use journal resources E.g. International Journal of Cross

Cultural Management ,Cross Cultural Management: An International Journal, International Journal of Human Resource Management

Actively SEEK other publications How many references? Ideally 8 per

question answeredNB: this is not a simple issue.

Questions?

Use the tutorial sessions this week Arrangements for after Easter: drop in

tutorials for (will publish tutors’ times and dates on moodle shortly)

Tutors will NOT be able to respond directly to examination related queries about what the questions will ask beyond the info in this lecture

Good Luck with your revision and examinations