Models of People Mgmt in Diff Culture

7/28/2019 Models of People Mgmt in Diff Culture

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Models of people

management in different

culture


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The Nature of Culture

CultureAcquired knowledge that people use to

interpret experience and generate social

behavior forms values

creates attitudes

influences behavior.


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Characteristics of Culture

Culture

Learned

Shared

Transgenerational

Symbolic

Patterned

Adaptive


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Values in Culture

Values Basic convictions that people have right and wrong

good and bad

important and unimportant

Learned from the culture in which theindividual is reared

Influence ones behavior

Differences in cultural values mayresult in varying management practices


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What are your top 10 values?

Age/seniority Authority

Belongingness

Collectiveness

Competition

Compromise Cooperation

Devotion

Directness

Efficiency

Equality Independence

Family harmony

Family security

Freedom Go-between

Group consensus

Group harmony

Independence

Indirectness Individualism

Hospitality

Openness

Parental guidance

Patience Quality

Self-reliance

Time


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United States Japan Arab Countries

Priorities of Cultural ValuesTable 4-1

Priorities of Cultural Values: United States,Japan, and Arab Countries

1. Freedom

2. Independence3. Self-reliance

4. Equality

5. Individualism

6. Competition

7. Efficiency

8. Time9. Directness

10. Openness

1. Belonging

2. Group harmony3. Collectiveness

4. Age/seniority

5. Group consensus

6. Cooperation

7. Quality

8. Patience9. Indirectness

10. Go-between

1. Family security

2. Family harmony3. Parental guidance

4. Age

5. Authority

6. Compromise

7. Devotion

8. Patience9. Indirectness

10. Hospitality

Note: 1 represents the most important cultural value, 10 the least.

Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries


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Distribution of Values Across

Cultures

Adapted from Figure 42: Comparing Cultures as Overlapping Normal Distributions

French

culture

U.S.

culture


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Stereotyping

Adapted from Figure 4

3: Stereotyping from the Cultural Extremes

French

culture

U.S.

culture

How the

Americans see

the French: arrogant

flamboyant

hierarchical

emotional

How the French

see the

Americans: nave

aggressive

unprincipled

workaholic


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A Model of Culture

Adapted from Figure 41: A Model of Culture


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HofstedeTheory

Powerdistance

Masculanity

Uncertaintyavoidance

Collectivism

Long termorientation

Geert Hofstedes cultural theory


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Hofstedes Cultural

DimensionsCharacteristics Tips

High PD

Centralized companies.

Strong hierarchies.

Large gaps in

compensation, authority,

and respect.

Acknowledge a

leader's power.

Be aware that you may

need to go to the top for

answers

Low PD

Flatter organizations.

Supervisors and

employees are

considered almost as

equals.

Use teamwork

Involve as many

people as possible in

decision making.

Power

Distance


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Hofstedes Cultural

Dimensions

Power

Distance

Uncertainty

Avoidance

Characteristics Tips

High UAI

Very formal business conductwith lots of rules and policies.

Need and expect structure.

Sense of nervousness spurns

high levels of emotion and

expression.

Differences are avoided.

Be clear and concise aboutyour expectations and

parameters.

Plan and prepare,

communicate often and

early, provide detailed plans

and focus on the tactical

aspects of a job or project.

Express your emotions

through hands gestures

and raised voices.

Low UAI

Informal business attitude.

More concern with long term

strategy than what is happeningon a daily basis.

Accepting of change and risk.

Do not impose rules or

structure unnecessarily.

Minimize your emotionalresponse by being calm

and contemplating

situations before speaking.

Express curiosity when

you discover differences.


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Hofstedes Cultural

Dimensions

Power

Distance

Uncertainty

Avoidance

Individualism/

Collectivism


High IDV

High valuation on people's

time and their need for

freedom.

An enjoyment of challenges,

and an expectation of

rewards for hard work.Respect for privacy.

Acknowledge

accomplishments.

Don't ask for too much

personal information.

Encourage debate and

expression of own ideas.

Low IDV

Emphasis on building skills

and becoming masters of

something.

Work for intrinsic rewards.

Harmony more important

than honesty.

Show respect for age and

wisdom.

Suppress feelings and

emotions to work in

harmony.

Respect traditions and

introduce change slowly.


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Hofstedes Cultural

Dimensions

Power

Distance

Uncertainty

Avoidance

Individualism/

Collectivism

Masculinity/

Femininity


High

MAS

Men are masculine and

women are feminine.

There is a well defined

distinction between men's

work and women's work.

Be aware that people

may expect male and

female roles to be

distinct.

Advise men to avoid

discussing emotions or

making emotionally-

based decisions or

arguments.

Low MAS

A woman can do anything

a man can do.

Powerful and successfulwomen are admired and

respected.

Avoid an "old boys'

club" mentality.

Ensure job design andpractices are not

discriminatory to either

gender.

Treat men and women

equally.


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Hofstedes Cultural

Dimensions

Power

Distance

Uncertainty

Avoidance

Individualism/

Collectivism

Masculinity/

Femininity

Long term

Orientation


High

LTO

Family is the basis of

society.

Parents and men have

more authority than young

people and women.

Strong work ethic.

High value placed oneducation and training.

Show respect for traditions.

Do not display

extravagance or act

frivolously.

Reward perseverance,

loyalty, and commitment.

Avoid doing anything thatwould cause another to

"lose face".

Low LTO

Promotion of equality.

High creativity,

individualism.Treat others as you would

like to be treated.

Self-actualization is

sought.

Expect to live by the same

standards and rules you

create.Be respectful of others.

Do not hesitate to

introduce necessary

changes.


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Edward Hall's cultural factors

HallStudy

Context

TimeSpace


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Factor High-context culture Low-context culture

Overtness of messagesMany covert and implicit

messages, with use of metaphor

and reading between the lines.Many overt and explicit messages

that are simple and clear.

Locus of control and

attribution for failureInner locus of control and

personal acceptance for

failureOuter locus of control and blame

of others for failure

Use of non-verbal

communicationMuch nonverbal communication More focus on verbal

communication than body

languageExpression of reaction

Reserved, inward reactions Visible, external, outward reactionCohesion and separation

of groupsStrong diistinction between

ingroup and outgroup.

Strong sense of family.Flexible and open grouping

patterns, changing as needed

People bonds Strong people bonds withaffiliation to family andcommunity

Fragile bonds between people with

little sense of loyalty.

Level of commitment to

relationshipsHigh commitment to long-termrelationships.

Relationship more important than

task.Low commitment to relationship.

Task more important than

relationships.Flexibility of time Time is open and flexible.

Process is more important than

productTime is highly organized.

Product is more important than

process

Context


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Factor Monochronic action Polychronic action

Actions do one thing at a time do many things at onceFocus Concentrate on the job at hand Are easily distracted

Attention to time Think about when things mustbe achieved Think about what will beachievedPriority Put the job first Put relationships firstRespect for

propertySeldom borrow or lend things Borrow and lend things often

and easilyTimeliness Emphasize promptness base promptness relationship

factors

Context

Time


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Context

Time

Space

Factor High

territoriality

Low territoriality

Space Ownership High Low

Material Ownership High Low

Context Low High


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THANK YOU

Models of People Mgmt in Diff Culture

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