cultural dimensions (week 3)

Cultural Dimensions

Sociology and Human Behaviour

Week 3

10/07/2014

Cross-Cultural Processes: Ethics

Global business practices and behaviors create ethical and legal dilemmas for managers:

The choice of which cultures code of ethics to follow.

Conflicts between individual and organizational responsibilities for ethical behavior.

The ethics of outsourcing when doing so may create a human health or environmental safety hazard in another culture.

Cross-Cultural Processes: Negotiations

Suggestions for negotiating abroad: Use a team approach. Do not push for informality. Be patient. Learn to tolerate less than full

disclosure of information. Accept silence as part of

negotiating. Take no for an answer

sometimes. Be adaptable.

Cross-Cultural Processes: Conflict Resolution

National cultures influence which method of conflict resolution a manager will choose.

Tinsleys models of conflict resolution: Conflict Resolution Model Cultural Group

Membership

Deferring to status power Japanese

Applying regulations Germans

Integrating interests Americans

Diversity Training and Cultural Training

Diversity Training Attempts to bring about workplace harmony by teaching

people how to get along better with diverse coworkers.

Objectives of diversity training:

1. Fostering awareness and acceptance of individual differences.

2. Helping participants understand their own feelings and attitudes about people who are different.

3. Exploring how differences might be tapped as assets in the workplace.

4. Enhancing work relations between people who are different from each other.

Diversity Training and Cultural Training

Training in Cross-Cultural Relations

Cultural training A set of learning experiences (e.g., mastering a foreign language)

designed to help employees understand the customs, traditions, and beliefs of another culture.

Culture shock The physical and psychological symptoms that can develop when a

person is abruptly placed in another culture.

Cultural training is designed to help expatriates avoid culture shock, which is a major contributor to the high failure rate of overseas assignments.

Assignment 2% (15th September 2014)

Arabic Cluster: Bridge between East and West

Adapt sections of the above article to Pakistani Context.

1200-1500 words

Academic referencing.

Copyright Allyn & Bacon 2007 7

How Cultures View Each Other

Stereotyping: assumes that all people within one culture or group behave, believe, feel, and act the same.

Ethnocentrism: occurs when people from one culture believe that theirs are the only correct norms, values, and beliefs.

Self-reference criterion: the assumption that people in another culture will behave like people in your culture

Hofstedes Cultural Dimensions Power Distance

Power distance: The extent to which less powerful members of institutions and organizations accept that power is distributed unequally High power distance countries: people may blindly obey the orders of

their superiors and are less likely to question authority. Companies tend to use centralized decision-making and tall organization structures (many levels of management)

Low power distance countries: flatter and decentralized organization structures, smaller ratio of supervisors. Employees are more likely to question their bosses. Participative management may be used.

Hofstedes Cultural Dimensions Individualism and Collectivism

Individualism: Tendency of people to look after themselves and their immediate family only

Countries high in individualism: High individual initiative. Promotions are based on achievement. Salaries are

based on market value.

Collectivism: Tendency of people to belong to groups or collectives and to look after each other in exchange for

loyalty

Countries high in collectivism: Low individual initiative. Salaries and promotions may be based on seniority

Hofstedes Cultural Dimensions Uncertainty Avoidance

Uncertainty avoidance: Extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid such situations High uncertainty avoidance countries: people have high need for security,

strong belief in experts and their knowledge, more written rules and procedures, less risk taking by managers

Low uncertainty avoidance countries: people are more willing to accept risks associated with the unknown, fewer written rules and procedures, more risk taking by managers, higher employee turnover, more ambitious employees

Hofstedes Cultural Dimensions Masculinity and Femininity

Masculinity: the dominant social values are success, money and things

Countries high in masculinity: People place great importance on earnings, recognition, advancement,

challenge, and wealth. High job stress.

Femininity: the dominant social values are caring for others and the quality of life

Countries high in femininity: great importance on cooperation, friendly atmosphere, employment security,

and the natural environment. Low job stress.

Trompenaars Cultural Dimensions

Universalism vs. particularism Universalism the belief that ideas and practices

can be applied everywhere in the world without modification. People tend to focus on formal rules and expect business partners to do the same.

Particularism the belief that circumstances dictate how ideas and practices should be applied and some things cannot be done the same way everywhere. People tend to focus on relationships, working things out to suit those involved.

Trompenaars Cultural Dimensions (2)

Neutral vs. Emotional Cultures Neutral culture a culture in which emotions

are held in check. People try not to show their feelings

Emotional culture a culture in which emotions are expressed openly and naturally. People smile, may talk loudly, greet each other with enthusiasm, show happiness or unhappiness.


Achievement vs. Ascription n Achievement culture - culture in which people

are accorded status based on how well they perform their work and what they have accomplished Job, work performance, education, etc.

Ascription culture - culture in which status is attributed based on who or what a person is For example, status may be accorded on the basis

of age, gender, family, tribe, ethnic group, etc.


Use of time Sequential use of time - people do one thing at

a time, keep appointments strictly, follow plans to the letter

Synchronous use of time - people do more than one thing at a time, appointments are approximate

Trompenaars' Research on People and the External Environment

Inner-directed: People believe in controlling environmental outcomes and think that they can control what happens to them

Outer-directed: People believe in allowing things to take their natural course and living in harmony with nature. People are less likely to believe that they can control what happens to them.

Managing the Diverse Workforce

Diversity: A Brief History

Managing diversity

understanding and appreciating employee differences to build a more effective and profitable organization

recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organizations advantage

Diversity Today Diversity

broad term used to refer to all kinds of differences

race, age, sex, religion, attitudes, physical abilities, life interests, expectations, flexibility, aggressiveness, extroversion

members of different groups share common values, attitudes, and perceptions there is still much diversity within each group

Components Of A Diversified Workforce

Other Religious affiliation Expectations and values Lifestyle Skill level Educational level Economic class Workstyle Function and/or position within the company

Age

Gender

Physically and mentally disabled

Racial and ethnic minorities

Immigrants Workforce Diversity

How Effective Is Your Diversity Program?

Effective

22%

Somewhat effective

49%

Undecided 11%

Very Effective

8% Somewhat ineffective 8%

Ineffective 2%

Diversity Today (cont.)

Workers of the future until recently, white, American born males dominated the

U.S. workforce now, they only account for 15 percent of the net growth

Gender issues - growing number of women working outside the home balancing work life with family responsibilities and parenting

presents an enormous challenge

average full-time working female earns about 77% of the average full-time working male result of both the level and type of work performed by women

glass ceiling - invisible barrier hindering a group or individual from moving beyond a certain level in the corporate hierarchy

Diversity Today (cont.) Workers of the future (cont.)

Minorities and immigrants - growing percentage of the workforce estimated that 14 percent of the work force is foreign born

African Americans are about 12 percent, Asian Americans are about 5 percent, Hispanic Americans about 12 percent

Asians and Hispanics are growing the fasted

Mentally and physically disabled - largest unemployed minority population . disability - a physical or mental impairment that substantially limits

one or more major life activities

disabled lack access to educational and workplace environments

attitudes of employers an important barrier to employment

Diversity Today (cont.) Age of the workforce

average age is increasing

many older workers are opting for late retirement

fewer new workers will enter the labor force than will be lost through retirement

retirement-age workers can be encouraged to remain or reenter the workforce on a flexible or part-time basis

Diversity Today (cont.) Future jobs and workforce qualifications

the world. is becoming a predominantly service-oriented economy

people without high school diplomas are at a distinct disadvantage

gap is growing between the knowledge and skills jobs require and those many employees and applicants possess literacy is often the underlying problem

employers are combating this basic-skills gap offer in-house basic-skills training program

Managing Diversity Versus Affirmative Action Affirmative action (AA)

instituted to curb discrimination and correct the past exclusion of women and minorities from organizations

nonetheless, employment discrimination still persists AA has not adequately improved the upward mobility of women and

minorities

reverse discrimination exists when qualified white males are passed over for employment opportunities

Managing diversity means moving beyond legislated mandates to embrace a

proactive business philosophy that values differences

eliminates barriers that hinder attainment of full potential

Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity

original impetus to diversity workforces was social responsibility and legal necessity today, many organizations are also approaching diversity from a

more practical, business-oriented perspective

Ability to attract and retain motivated employees companies with reputation for diversity have competitive

advantage in the labor market

companies will be sought out by most qualified employees

employees who believe that their differences are valued may become more loyal, productive, and committed

Managing Diversity Versus Affirmative Action (cont.)

Competitive advantage through diversity (cont.) Better perspective of a differentiated market

as the composition of the American workforce changes, so does the customer base of these companies diverse customers may prefer to patronize such organizations

a multicultural workforce can provide a company with greater knowledge of the preferences and consuming habits of this diversified marketplace

Ability to leverage creativity and innovation in problem solving people from different backgrounds hold different perspectives

diverse work groups are freer to deviate from traditional approaches

Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity (cont.)

Enhancement of organizational flexibility managing diversity requires a corporate culture that tolerates

different styles and approaches

Challenges of a diverse workforce Lower cohesiveness - lack of similarity in culture causes

diverse groups to be less cohesive

Communication problems - most common negative effect diversity increases errors and misunderstandings

Managing Diversity Versus Affirmative Action (cont.)

Challenges of a diverse workforce (cont.)

Mistrust and tension - mistrust and misunderstanding of those who are different because of a lack of contact and low familiarity

Stereotyping - inappropriately stereotype their different colleagues rather than accurately perceiving and evaluating those individuals contributions, capabilities, aspirations, and motivations stereotypes affect how people are treated

Multicultural Organizations Monolithic organizations

an organization that has a low degree of integration employs few women, minorities, or other groups that differ from

the majority low minority employees must adopt the norms of the majority

has a highly homogeneous employee population

Pluralistic organizations have a more diverse employee population

use an affirmative action approach to managing diversity

some acceptance of minorities into the informal network

much less discrimination and less prejudice

Multicultural Organizations (cont.) Multicultural organization

values cultural diversity and seeks to utilize and encourage it

fully integrate gender, racial, and minority group members both formally and informally

absence of prejudice and discrimination

low levels of intergroup conflict

synergistic environment all members contribute to their maximum potential and the

advantages of diversity can be fully realized

How Organizations Can Cultivate A Diverse Workforce

Top management leadership and commitment top management support is critical

incorporate organizations attitudes toward diversity into the corporate mission statement, strategic plans, and objectives

establish corporate offices or committees to coordinate the companywide diversity effort that provides feedback to top management

minority advisory groups or task forces to monitor organizational policies, practices, and attitudes assess program impact on diverse groups

provide feedback and suggestions to top management

How Organizations Can Cultivate A Diverse Workforce (cont.)

Organizational assessment

establish an ongoing assessment of the organizations workforce, culture, policies, and practices identify problem areas

make recommendations where changes are needed

corporate values and norms should be identified and critically evaluated regarding their necessity and their impact on the diverse workforce


Attracting employees

Recruitment - a companys image can be a strong recruiting tool a reputation for hiring and promoting all types of people can be a

competitive advantage

many minorities and economically disadvantaged people are physically isolated from job opportunities

companies can bring information about job opportunities to the source of labor

companies can transport labor to the jobs


Attracting employees (cont.)

Accommodating work and family needs corporate work and family policies are now one of the most

important recruiting tools

providing child care leads to:

decreased turnover and absenteeism

improved morale

concerns for dual-career couples expressed by:

limiting relocation requirements

provide job search assistance to relocated spouses


Attracting employees (cont.)

Alternative work arrangements

offer flexible work schedules and arrangements compressed workweeks

job sharing - two part-time workers share one full-time job

teleworking - working from home

telecommuting - working from home via computer hookup to the main worksite


Diversity training attempt to identify and reduce hidden biases and

develop skills needed to effectively manage a diversified workforce

Awareness building - to increase awareness of the meaning and importance of valuing diversity sensitize employees to assumptions they make about others

become familiar with stereotypes and cultural differences

become familiar with organizational barriers that inhibit the full contributions of all employees

teach the unwritten rules or cultural values to those who need to know them


Diversity training (cont.) Skill building - designed to allow all employees to develop

the skills they need to deal effectively with one another and customers in a diverse environment most of the skills taught are interpersonal

develop personal action plans before they leave the program

experiential exercises and videotapes often are used

Retaining employees Support groups - form minority networks to promote

information exchange and social support provide emotional and career support

help diverse employees understand work norms and cultures


Retaining employees (cont.) Mentoring - higher-level managers help ensure

that high-potential people are introduced to top management and socialized into the norms and values of the organization help diverse employees enter the informal network

Career development and promotion - establish teams to evaluate the career progress of diverse employees devise ways to move them up through the ranks


Retaining employees (cont.)

Systems accommodation - recognize: cultural and religious holidays

differing modes of dress

dietary restrictions

needs of individuals with disabilities

Accountability - managers held accountable for workforce development performance appraisal and reward systems reinforce the

importance of effective diversity management

cultural dimensions (week 3)

Documents

cultural training training

culture shock

teaching people

high power distance

crosscultural processes

cultural dimensions

method of conflict resolution

status power japanese