models of people mgmt in diff culture
TRANSCRIPT
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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
Characteristics Tips
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
Characteristics Tips
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
Characteristics Tips
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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