© 2013 cengage learning. outline cultural differences in work-related values: hofstede’s...
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© 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