MULTICULTURAL INFLUENCES IN HRD

(DCE5130)

SEMESTER TWO 2013/2014F2F III (to be announced)

OBJECTIVES:

• At the end of this course, the students are able to:• Identify and elaborate key elements of his/her own

culture and other cultures in Malaysia/own country

• Analyze and relate key elements of culture (cultural dimension) to the intracultural, intercultural, and crosscultural Malaysian workplace

• Discuss and provide solution to issues and challenges in working across cultures,

• This course emphasises the influence of multiculture on human resource development, the sensitivity of multiculture on labour force in Malaysia and at the international level, cross-cultural and intercultural management of international corporations).

SYNOPSIS:

EVALUATION OF MULTICULTURAL INFLUENCES IN HRD

(DCE5130)

1. Assignment 1 10%

2. Assignment 2 (Article Review)10%

3. Assignment 3 15%

4. Assignment 4 (Case Study)

(Group) 25 %

3. Final exam 30%

ASSIGMENT 1  • What is your understanding of your own value in your

culture? • Identify your core value (can be more than one values). • Describe the value/s by using the key elements of

culture (underlying assumption, value, symbol, ritual and hero). The assignment should be based on your own observation and experience. Some references may be useful.

• (At least 10 pages. 1.5 spacing) • Due date: 2nd Face to Face

ASSIGMENT 2 (Individual)• Search for ONE research article related to multicultural

influences in HRD/organization. • Review and discuss your chosen article based on your

understanding of :1. cultural dimensions

2. the following article:

“FACILITATING HARMONY IN DIVERSITY: USING DELIGHTS, PUZZLES AND IRRITATIONS TO MEET THE CHALLENGE OF DIVERSITY” (provided in the file or at www.amauta-international.com/iaf2000/Abdullah2.PDF)

• (At least 3 pages. 1.5 spacing)• Due date: 3rd Face to Face

ASSIGMENT 3  • How Malaysian manager manage the organization?

(intracultural or intercultural organization?• Select one or two cases/activities on how manager

manage the organization from cultural perpective (in terms of leadership, communication, motivating, managing conflict etc.) The assignment can be either based on your own experience or others or a research article.

• (At least 10 pages. 1.5 spacing)• Due date: 3rd Face to Face

ASSIGMENT 4CASE STUDY (GROUP ASSIGMENT)

• How foreigners manage and need to know about managing in Malaysia (Cross-cultural Organization)?

• The students are expected to do a series of interview the foreigners (particular from western countries, Japan, Korea, Taiwan or Africa’s) who worked in Malaysian organizations (company, NGO, government).

• At least three foreigners of managerial level should be interviewed.

• Focus of the paper is how foreigners manage the organization from the cultural perspective, the issues and problems, their expectation, misunderstanding, etc.

• (At least 15 pages. 1.5 spacing)• Due date: Final Exam for Master Program

FINAL EXAM

•  Focus will be given on the ability of students to analyse key dimensions/elements of own culture and other cultures, and relate and propose solutions to issues and challenges in the multicultural workplace contexts.

4 PARTS

.

Part 3 Issues and challenges in working across cultures, namely:

- when Malaysians go abroad to work - when foreigners come to live and work in Malaysia.

Part 2 Relating at the intra cultural, intercultural, cross cultural Malaysian workplace

Part 1: Key elements of My Own Culture and other cultures in Malaysia

COURSE CONTENT

.

COURSE CONTENT

o An awareness and understanding of values and underlying assumptions of people from different cultures in business settings (Americans, Japanese, Australians, Canadians, Germans, Swedes, etc)

o A knowledge of work practices as observed in different cultures: concept of time, completed staff work, ethics, work relationships, protocol, etiquette and sensitivities as observed by each culture

o Acquire appropriate skills, strategies and techniques to interact with the host culture for business and social purposes

o Issues and challenges of international management

o Managing cross cultural interactions in business settings

Part 3 Issues and challenges in working across cultures, namely:

- when Malaysians go abroad to work - when foreigners come to live and work in Malaysia.

PROJECT PAPER/CASE STUDY• How foreigners manage and need to know about managing in

Malaysia (Cross-cultural Organization)?• The students are expected to do a series of interview the

foreigners (particular from western countries, Japan, Korea, Taiwan or Africa’s) who worked in Malaysian organizations (company, NGO, government).

• At least three foreigners of managerial level should be interviewed.

• Focus of the paper is how foreigners manage the organization from the cultural perspective, the issues and problems, their expectation, misunderstanding, etc.

Symbols Eagle - freedom, strength, individuality, Flag. Big Mac, Disney, Coke

Rituals Holidays. Independence Day, Thanks giving, Going to Churchon Sundays

Heroes Founding fathers, Martin Luther King, Athletes, Entertainers

Values Task orientation, Individualism, Punctuality, Money, Privacy,Competitiveness,

Underlying assumptions:

Man’s relationship with Nature Control, Mastery

Man’s relationship with people Individualism, Task driven, Monochronic time, Low context, Guilt, Equality

Man’s relationship with God Secular

KEY ELEMENTS OF CULTURE: Americans

CULTURE OF ORGANIZATION

• Consists of five cultural dimensions

• VALUES form the heart of the org- have to communicate to all employees – if incongruent with their culture – managers takes long time to internalized them.

INTRACULTURAL

Within one

ethnic group

Kelantan library

INTERCULTURAL

With different ethnic

groups within a country

e.g. Malays, Chinese

Indians and Others

National library

CROSSCULTURAL

Between two different cultures

e.g. Malaysian and

Americans

Lincoln library

TYPES OF CULTURAL INTERFACE AT THE Malaysian WORKPLACE

INTRACULTURAL

INTERCULTURAL

CROSSCULTURAL

CROSS CULTURAL

Direct and to the pointProper EnglishFormal EnglishSpecificityPunctuality, TimelinessEfficiency, Effectiveness

Malays

Chinese

Indians

Malaysand Chineseand Indiansand Others

Malaysiansand Anglo-Americans

VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE

Joking relationshipClosenessPolite, friendlySimpleIndirect

Rapport buildingCode switchingCommon grounds and historyShare experience and meaning

Tolong Satu Sama Lain (To Help One Another)

MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS

Budi Bahasa (Language of Character)

Jaga Maruah (Preserving Face)

Mesyuwarah & Gotong Royong (Consensus-seeking and

Cooperation)

Kawan (Member System)

Implications of understanding our Malaysian cultural dimensions for organization

1. Harmony is more important than control

2. More relationship-oriented than task driven

3. More hierarchical than egalitarian

4. Driven by shame than guilt 5. High Context form of communication

6. Polychronic time than monochronic

7. A More Related (we) Self than separated (I) 8. Religious than secular

MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE

• Leading

• Communicating

• Motivating

• Making decisions

• Counseling & guidance

• Managing conflict

• etc

MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE

• Leading – Face, nurturing group, relationship, TOWKAY, TUAN, SMALLMAN (humble), Caring

• Communicating - Face, polite, cooperation• Making decisions – FACE, respect for age,

harmony• Managing conflict – non-confrontational,

face, respect for others

LEADERSHIP

Admirable Qualities of Leader

• Yang mulia (righteous)• Berbudi bahasa (humble & well mannered)• Baik tutur bahasa (say pleasant things)• Murah hati (willing to spend money)• Berusaha (industrious)• Tajam & gigih (great alertness)• Empathy, humility, tactfulness• Working unobtrusively & enlisting the assistance

and moral support of others (imam)• Warak alim• Etc.. (may refer to page 73)

Type of Leader & Way of Expressing Budi

Type of senderType of sender Qualities in Qualities in sendersender

Recipient’s Recipient’s behaviourbehaviour

““Towkay”Towkay”

Busness manBusness manGenerous Generous

Considerate Considerate

Caring Caring

Acceptance Acceptance

Grateful Grateful

““Tuan” Tuan”

Power basedPower basedJust Just

Fair Fair

Sincere Sincere

Appreciative Appreciative

Grateful Grateful

““Small man”Small man”

Humility Humility TrustworthyTrustworthy

Empathetic Empathetic

Harmony Harmony

Feel obligatedFeel obligated

Reciprocated in Reciprocated in kindkind

24

MOTIVATING

• Malays are motivated by their affiliation to groups, families & individuals.

• They would respond better if they could see benefits not just to the company but also to their family, community, nation and religion.

25

MOTIVATING

1. Group affiliation

3. Concrete rewards

4. Good relationship

2. Influential or highstatus friends, followers

COMMUNICATION• Good manners• Indirectness &

subtle• Tactfull• Holistic• Give and take• Gentle

• Softness (vocal, tone)

• Proper decorum• Politeness

(BERBUDI BAHASA)

• Diplomatic• Less disclosure

(face saving – jaga maruah)

HOW OTHERS SEE USDELIGHTS•Food, eating and entertaining •The Malaysian handshake •The concept of working in teams•Ability to empathize due to diversity•Family values are still intact •Malaysians proudly fly their flags in their public buildings, private homes and private transportation

PUZZLES• What is the concept of face in the East versus the West?· Making decisions can take a long time. Why?· Malaysians tend to wait for their bosses to make decisions and give them directions before they act. Why are they so slow to move?· Meetings tend to be long winded and decisions take time. Why are they not bothered about tim· Datelines are not strictly adhered to. Why is it so?· Building relationships is so important at meetings. It takes time fora meeting to get started. Why do they call for meetings?· They say “Yes” but when they cannot meet the commitment theynever explain why theycannot fulfil their earlier promise.Why is this so?· There is a “blaming syndrome” when something goes wrong. Why? · How do we convey negative feedback to Asians?· What is the indirect and direct way of speaking? · What is the polite system that we have to understand and respect?

Core Value of British• Openness and directness in face-to-face

discussion

• “If you don’t know, please say don’t know” (uncertainty avoidance)

• Recommended to Malaysian to adapt this value in business activities but have to be sensitive and responsive to Malaysian cultures

Leadership• Criteria that a leader should have is leading from the

front likes military• Communication skills is important to deliver clear

instruction including the objectives and time frame (what, why, when).

• Expected subordinates to work in instruction but need to be sensitive to the way of instructing and asking

• As a leader, it is advisable that not to scold subordinates in public (preserving face)

Communications• Direct and explicit

• When conveying negative news, direct approaches are more better and efficient

• Equality is important than hierarchy

• Prefer address first-name basis, even in the formal meeting

• All is same level, so that discussion can be more openness and directness

Motivation• Although working is important but also need to

spend time to relax, eg. travel

• Spectrum of reward vs. punishment systems at Malaysia is very wide and broad

• Building relationship with subordinates is important to motivate them to work but the relationship is not in deep and personal basis.

Managing Crises and Problems• Direct and explicit communication is important

to convey clear instruction

• Being open and direct

• Prepare to listen and accept others suggestion where appropriate and relevant in making decision

• Setting clear objectives with time frame

Issues and Challenges of Working Across Cultures

• Need to be always aware and alert of the ways of doing things at Malaysia

• Issues of religion and hierarchy

• Ways of communication (indirect, passing the buck or play ‘taichi’)

• Languages

Expectation for Malaysian Workers• Values that found from Malaysian are

respectful and helpful

• Malaysian are encourage but not a force:

- to be more openness and directness where appropriate and applicable

- not be shy in working relationship

- be on time

Accommodation AcculturationAffirmative actionAssimilationAssumptionsAttribution theory

CollectivismColonizationConsensus Context: Low/ High ControlCorporateCross culturalCulture

Diversity

EgalitarianEmic-EticEthnocentricism

Face saving

Related self Relationship orientationRitualsRole models/heroes

SecularSensitivitySeparated selfShameSocializationSymbolic conformitySymbols

Task orientation

Uncertainty avoidanceUniversalism

Values

Westernization

GlobalizationGuilt Harmony HierarchyHomogeneityIndigenization IndividualismIndustrialization Ingroup-outgroupInterculturalInternalizationIntracultural

Locus of control: LocalizationModernityModernization Monochronic time Multicultural

ParticularismPolychronic time Power distance

Part 4

Key concepts and theories in the field of cross cultural/multicultural mgt.

DISCARD ignore SURFACE and REPLACE reinvent

STRENGTHEN respect NURTURE develop

Nurture own local indigenous values and assumptions which can be harnessed to drive productive work practices in order to be globally responsive

Surface existing values and assumptions which are unproductive and has no value added benefit

Conscious Unconscious Mental state

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Shared work practices which we already do well and are supportive of productive work habits

Discard practices (symbols, rituals) whichwhen taken to the extreme tend to create dysfunction- waste time, energy and block work efficiency (pathology)

CULTURAL SURGERY: Culture can be both a tool and a trap. both a tool and a trap. By understanding the values and assumptions of our culture, managers will be able to know what to:

If a particular value is taken to the extreme it risks creating a dysfunction, a pathology@asma

FINAL EXAM

•  Focus will be given on the ability of students to analyse key dimensions/elements of own culture and other cultures, and relate and propose solutions to issues and challenges in the multicultural workplace contexts.

FOKUS PEMBELAJARAN

1. Amalan pengurusan yang berasaskan budaya Malaysia(Dimensi budaya) -Kebaikan/kekuatan & Boleh diperbaiki - strategi

2. Lima Dimensi budaya dan perkaiatan antara dimensi

3. Amalan tempat kerja - kes

4. Budaya masyarakat individu dan kaitanya dengan tempat kerja

5. Pandangan orang luar terhadap budaya kerja Malaysia

FOKUS PEMBELAJARAN5. Konsep penting

– Komunikasi dalam organisasi– Kepimpinan dalam organisasi– Malu dan Rasa Bersalah– Tugas dan Hubungan– Konteks Komunikasi Tinggi – Intercultural dan crosscultural Organizations

TERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJAR

• Prof. Madya Dr. Hj. Azizan Asmuni

TERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJARTERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJARProf. Madya Dr. Azizan AsmuniProf. Madya Dr. Azizan Asmuni

MAMNON

SHUKRAN