© 2013 Cengage Learning

OutlineOutline

Cultural Differences in Work-Related Values: Hofstede’s Cultural Dimensions Power Distance Uncertainty Avoidance Individualism-Collectivism Masculinity-Femininity Long- versus Short-Term Orientation

Outline (cont’d.)Outline (cont’d.)

Organizational Culture and Organizational Climate Cultural Differences in Organizational Culture Culture and Person-Organization Fit

Culture and Attitudes About Work and Organizations

Culture, Motivation, and Productivity Culture, Leadership, and Management Styles

Cultural and the Meaning of Leadership Culture and Leadership Behaviors

Outline (cont’d.)Outline (cont’d.)

Culture and Decision-Making Processes Organizational Decisions Organizational Fairness Consumer Decisions

Culture and Negotiation Intercultural Issues Regarding Business and

Work Overseas Assignments Working with an Increasingly Diverse Workforce

Population

Outline (cont’d.)Outline (cont’d.)

Culture and Sexual Harassment Conclusion

CULTURAL DIFFERENCES CULTURAL DIFFERENCES IN WORK-RELATED IN WORK-RELATED

VALUES: HOFSTEDE’S VALUES: HOFSTEDE’S CULTURAL DIMENSIONSCULTURAL DIMENSIONS

Power DistancePower Distance

Diversity of people according to roles, functions, and positions is vital to successful operation of organization

Power Distance: degree to which different cultures encourage or maintain power and status differences between interactants

Cultures high on Power Distance: develop rules to maintain and strengthen status relationships

Cultures low on Power Distance: minimize those rules and customs

Uncertainty AvoidanceUncertainty Avoidance

Uncertainty Avoidance: degree to which different cultures develop ways to deal with anxiety and stress of uncertainty

Cultures high on Uncertainty Avoidance: develop highly refined rules and rituals that are mandated and become part of a rubric and normal way of operating

Cultures low on Uncertainty Avoidance: less concerned with rules and rituals to deal with stress and anxiety of uncertainty

Individualism-CollectivismIndividualism-Collectivism

Individualism-Collectivism: degree to which individuals sacrifice personal goals for sake of ingroup

Individualistic cultures foster less sacrifice for group and focus on individual goals, wishes, and desires

Collectivistic cultures foster more compliance with company policies and exhibit more conformity in group, section, or unit behavior

Masculinity-FemininityMasculinity-Femininity

Masculinity-Femininity: degree to which cultures foster or maintain differences between sexes in work-related values

Cultures high on Masculinity-Femininity—Japan, Austria, Venezuela, and Italy—greatest degree of sex differences in work-related values

Cultures low on Masculinity-Femininity—Denmark, the Netherlands, Norway, and Sweden—fewest differences between sexes

Long- versus Short-Term OrientationLong- versus Short-Term Orientation

Long- versus short-term orientation: degree to which cultures encourage delayed gratification of material, social, and emotional needs

Cultures with long-term orientations based on two principles: Unequal status relationships leads to stable society Family is typical of all social organizations

ORGANIZATIONAL ORGANIZATIONAL CULTURE AND CULTURE AND

ORGANIZATIONAL ORGANIZATIONAL CLIMATECLIMATE

Cultural Differences in Cultural Differences in Organizational CultureOrganizational Culture

Organizational culture: information system shared within organization and transmitted across successive generations

Organizational climate: perception of organizational policies, practices, procedures

Low Power Distance cultures: less fear of disagreeing with boss; more cooperativeness

High Power Distance cultures: greater fear of disagreeing with boss; more reluctant to trust each other

Culture and Person-Organization FitCulture and Person-Organization Fit

Appropriate match between employees and organizational culture of company is important Do ‘‘mismatches’’ create conflicts? Do successful ‘‘matches’’ lead to more productive

companies?

Organizations struggle with cultural match between employee and company

New ways of assimilating newcomers into organizations are being developed from cultural perspective

CULTURE AND CULTURE AND ATTITUDES ABOUT ATTITUDES ABOUT

WORK AND WORK AND ORGANIZATIONSORGANIZATIONS

Culture and Attitudes About Work Culture and Attitudes About Work and Organizationsand Organizations

Different cultures differ in levels of organizational commitment

Normative and affective commitment are predictive of organizational commitment, but to different degrees across cultures In collectivistic cultures, work, colleagues, and

organization become synonymous with self In individualistic cultures, people have an easier time

separating themselves from their work

There are cultural differences in psychological contracts

CULTURE, MOTIVATION, CULTURE, MOTIVATION, AND PRODUCTIVITYAND PRODUCTIVITY

Culture, Motivation, and ProductivityCulture, Motivation, and Productivity

What type of settings influence productivity? Social loafing: when individual productivity tends

to decline in larger groups True of Americans

Social striving: when group work enhances individual performance Characteristic of Asians Many American companies are adopting practices,

including increasing teamwork in daily work behaviors, to enhance social striving

CULTURE, LEADERSHIP, CULTURE, LEADERSHIP, AND MANAGEMENT AND MANAGEMENT

STYLESSTYLES

Culture and the Meaning of Culture and the Meaning of LeadershipLeadership

Leadership: "process of influence between a leader and followers to attain group, organizational, or societal goals"

In American culture, leaders are decision makers: "movers and shakers" of organizations

In other cultures, leaders are not necessarily seen as dynamic or action-oriented

Leadership and managerial styles also differ across cultures in boundaries of leadership

Culture and Leadership Behaviors Culture and Leadership Behaviors

Leaders in high Power Distance cultures are autocratic or paternalistic in decision making and interactional style

Leaders in low Power Distance cultures are more participative and consensual

Managers in high Uncertainty Avoidance Cultures are selected on basis of seniority

Low Uncertainty Avoidance cultures tend to select managers on criteria, such as merit

CULTURE AND DECISION-CULTURE AND DECISION-MAKING PROCESSESMAKING PROCESSES

Organizational DecisionsOrganizational Decisions

Oligarchy: organizational structure where rule- or decision-making power is held by a few

Decision-making is different in different cultures Groupthink: underlies social loafing and general

apathy toward work and productivity; plagues decision-making

Teamthink: constructive; involves encouragement of divergent views, open expression, awareness of limitations, recognition of uniqueness, discussion of collective doubts

Organizational FairnessOrganizational Fairness

Cultures differ on definitions of fairness and procedures by which to achieve it

Equity: are one’s contributions and efforts considered in making organizational decisions?

Equality: are demographic characteristics of individuals considered primarily?

People of different cultures apply different criteria in making allocation decisions, and these criteria are based on situational cues

Consumer DecisionsConsumer Decisions

Cultural differences in status maintenance and expressing emotions affects consumer decisions

Endowment effect: tendency for owners and potential sellers of goods and products to value those products more than potential buyers East Asians show smaller endowment effect

compared to Americans and Canadians Differences attributed to idea that ownership of

product enhances self more in individualistic contexts

CULTURE AND CULTURE AND NEGOTIATIONNEGOTIATION

Culture and NegotiationCulture and Negotiation

In U.S., objective of negotiation is to get job done: requires problem solving and bargaining

Negotiation processes in other cultures challenge American assumptions

In international negotiation, negotiators come as representatives not only of companies but of cultures as well

Factors playing role in international negotiating sessions: space between people; greetings; what to call each other; kinds of expectations

INTERCULTURAL ISSUES INTERCULTURAL ISSUES REGARDING BUSINESS REGARDING BUSINESS

AND WORKAND WORK

Intercultural Issues Regarding Intercultural Issues Regarding Business and WorkBusiness and Work

Multinational and international corporations: work organizations having subsidiaries, satellite offices, and work units in more than one country

Increasingly, companies need to deal with people of diverse and varied backgrounds

Internationalization of business brings with it more intercultural issues and challenges

As companies become increasingly dependent on other companies in other countries, they face ever-larger number of intercultural issues

Overseas AssignmentsOverseas Assignments

Many corporations with subsidiaries and business partners in other countries find it increasingly necessary to send workers abroad

Overseas assignments can give rise to myriad of problems because of cultural differences and limited language skills and differing expectations of person on assignment and hosts

Working with an Increasingly Working with an Increasingly Diverse Workforce PopulationDiverse Workforce Population

Organizations around world are dealing with an increasingly diverse workforce population with those coming from overseas

American companies dealing with increasing diversity solely on basis of increasing diversity in America

Problems that occur when two cultures clash are magnified when people from multiple cultures are thrust together to interact and work toward common goal

CULTURE AND SEXUAL CULTURE AND SEXUAL HARASSMENTHARASSMENT

Culture and Sexual HarassmentCulture and Sexual Harassment

Complex issues concerning gender and sex are commonplace in organizations working cross-culturally

Sexual harassment: verbal or physical conduct of sexual nature in which submission to such behavior is condition to employment and interferes with work environment

Sex- and gender-based discriminatory actions—both in terms of behaviors and words—may be tolerated more across different cultures

CONCLUSIONCONCLUSION

ConclusionConclusion

Cultural differences that people bring with them to organization present challenges unprecedented in modern industrialized period

To meet challenges, business, government, and private organizations look to research and education about cultural diversity as it relates to work

Major growth in organizational consulting regarding managing diversity, intercultural communication, and competence training