© 2008 pearson prentice hall 3-1 chapter 3: understanding the role of culture powerpoint by hettie...
TRANSCRIPT
© 2008 Pearson Prentice Hall
3-1
Chapter 3:Understanding the Role of
Culture
PowerPoint by
Hettie A. Richardson
Louisiana State University
© 2008 Pearson Prentice Hall
3-2
Opening Profile: Saudi Arabian Culture
The intersection of culture and business McDonald’s, Saks Fifth Avenue, Pizza Hut Women outnumber men in universities, own
20% of all businesses, but account for only 7% of the workforce
60% of workforce is foreign
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Organizational Culture
Organizational cultures exist within and interact with societal culture
Examples: KLM’s travel-benefits policy McDonald’s in Russia
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How does culture affect organizational processes?
U.S. Culture Alternative Function Affected
Individual influences future
Life is preordained
Planning, scheduling
The environment is changeable
People adjust to the environment
Morale, productivity
Hark work leads to success
Wisdom and luck are also needed
Motivation, rewards
Employment can be ended
Employment is for a lifetime
Promotions, recruitment
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Cultural Insensitivity
Self-reference criterion Example: Japanese courtesy in the US
Parochialism
Ethnocentrism Example: Proctor & Gamble
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Influences on National Culture
Religion
Associations
Health
Recreation
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Management Focus: China Protects its Culture
Restrictions against foreign books, the internet, video games, and performing acts
Increased censorship of foreign television programs
Joint operation of television channels by Chinese broadcasters and foreign investors banned
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Cultural Value Dimensions
Values are ideas about what is good or bad
Help managers anticipate likely cultural effects
Allow for contingency management
Can vary across subcultures
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Project GLOBE Dimensions
Assertiveness Low: Sweden, New Zealand, Switzerland High: Greece, Austria, Germany
Performance orientation Low: Russia, Argentina, Greece High: New Zealand, Hong Kong, Singapore
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Project GLOBE Dimensions
Future orientation Low: Russia, Argentina, Poland High: Netherlands, Switzerland, Singapore
Humane orientation Low: Germany, Spain, France High: Malaysia, Ireland, Philippines
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Hofstede’s Dimensions
Power distance Low: Denmark, Israel, Austria High: Malaysia, Arab countries, Mexico
Uncertainty avoidance Low: India, Denmark, Singapore High: Greece, Japan, France
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Hofstede’s Dimensions
Individualism vs. collectivism Individual: Australia, US, UK Collective: Italy, Korea, Singapore
Masculinity vs. femininity Masculine: Japan, Mexico, Germany Feminine: Denmark, Sweden, New
Zealand
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Hofstede’s Dimensions
Long-term/short-term orientation Long-term: China, Japan, Taiwan Short-term: US, Canada, UK
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Trompenaar’s Dimensions
Universalism vs. particularism Universal: USA, Germany, Sweden Particular: Japan, Spain, China
Neutral vs. affective Neutral: Japan, UK, Germany Affective: Spain, Italy, China
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Trompenaar’s Dimensions
Specific vs. diffuse Specific: UK, US, France Diffuse: Sweden, Spain, China
Achievement vs. ascription Achievement: US, UK, Sweden Ascription: Spain, Japan, China
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Variables Causing Problems for Americans
Time “Tomorrow”
Change China and power machinery
Material factors
Individualism
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The Internet and Culture
70% of Korean homes have high-speed internet service
Sweden has refused to allow airline passenger information (e.g., meal preferences) to be transmitted to the US
75% of the world’s internet market lives outside the US
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Comparative Management in Focus: Japan “Wa”—peace and harmony
A mix of authoritarianism and humanism in the workplace
Emphasis on participative management, consensus, and duty
Open expression and conflict discouraged
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Comparative Management in Focus: Germany Preference for rules and order, privacy
Dislike of inefficiency and tardiness
Assertive, but not aggressive
Organizations are centralized but still favor consensus decision-making
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Comparative Management in Focus: South Korea Respect family, authority, formality, class
Are demonstrative, friendly, aggressive, hard-working
Connections vital for business, contracts are oral
Honest criticism is rare
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Applying Cultural Profiles to Management: Saudi Arabia
Tribalism Paternalism, nepotism
Close friendships
Person-orientation,Theory Y
Honor, shame
Conflict avoidance,positive reinforcement