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Blue Evil Eye

HAMSA

Jewish

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n Danish, the cupboard on the left ismrkebl dark blue and lysebl lightblue (so no surprises there!), while the oneon the right is mrkerd dark red andlyserd light red.

In other words, Danish for pink is lightred, so to a native Danish speaker thecupboard is painted in two shades of thesame colour, just like the blue one.

Compare the situation in Russian

where dark blue and light bluehave separate words ( and), and the latter has nowtaken on the additional meaningof gay.

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IJUSTLIK

ELAYOUTA

NDCOLORS

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Micro and Macro-levelCultural Adaption

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Middle Eastern and U.S. Leadership Styles

Adapted from Table 134: Japanese vs. U.S. Leadership Styles

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Context

CultureConversation Expertise

ClientsMethods

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Leadership in China

The New Generation group scored significantly higher on individualism

than did the current and older generationgroups

scored significantly lower than the other twogroups on collectivism and Confucianism

The New Generation group grew up in period of relative openness and

freedom, often called the Social Reform Era

had greater exposure to Western societalinfluences

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Summary

GLOBE findings Cultural values influence leadership preferences

Generally congruent, but sometimes seen as mitigatingcultural attributes (e.g. preference for Humane-Orientedleadership in assertive cultures)

At the same time, there appears to be moreconsiderable universalism in leadership

Globalization is resulting to some degree in a convergence ofwork values.

A participative approach appears to be gaining in popularity

across cultures, may become more important as countriesadvance economically

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Middle Eastern and U.S. Leadership Styles

Adapted from Table 134: Japanese vs. U.S. Leadership Styles

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European Leadership Practices

Most European managers tend to reflectmore participative and democraticattitudes but not in every country French and Germans prefer more

authoritarian approach Organizational level, company size, and

age seem to greatly influence attitudestoward leadership

Younger leaders, when surveyed in the1960s and 1970s, were more participativethan their elders, suggesting that Europeanmanagers today may be more participativethan in the past

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What is Leadership?

DefinitionThe process of influencing people to direct

their efforts toward the achievement ofsome particular goal or goals.

Effective leadership involves the ability toinspire and influence the thinking,attitudes, and behavior of people (i.e. tomotivate).

Leadership theoriesTheories X, Y and Z Leadership Styles

Transformational Leadership

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The Search for Cultural Universals

Universal = Mode of behaviour existing in all

cultures

Universal aspects = opportunities to

standardize some or all

elements of a marketing program

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What IS Culture ?

The integrated sum total oflearned behavioural traits that armanifest & sharedby members of society

OR

The way in which people in a society collectively

attach meanings to concepts & contexts around

them & respond on the basis of those meanings

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What IS Culture ?

Culture as ways of living

Conscious and unconscious values, ideas, attitudes,

and symbols that

shape human behaviour

Culture is learned, not innate

Culture defines the boundaries between different

groups

All facets of culture are interrelated

C t f C lt

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Material Life

Value System

Education Religion

Aesthetics

Language

Social

Interaction

Components

of culture

language hastwo parts: the

spoken and the

silent language

social interactions among people; nuclear

family, extended family; reference groups

ideas andperceptions

that a culture

upholds in

terms of

beauty and

good taste

communitys set of

beliefs that relate to a

reality that cannot be

verified empirically

One of the major vehicles

to channel from one

generation to the next

technologies thatare used to

produce, distribute,

and consume

goods and services

values shape

peoples norms

and standards

Components of Culture

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Some Issues? Is face important?

Independence or interdependence?

Egalitarian or hierarchical?

Task focused or relationship focused?

How important are connections? Status, titles, and family relationships?

Gender-based expectations?

Attitudes towards time?

How important is relationship building in the target culture and how is itaccomplished?

Decision making: hierarchical or consensual?

Negotiation tactics?

How is conflict resolved?

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GLOBAL CONTEXT

CONTEXT

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z

s

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Switzerland

LuxembourgU.K. Sweden

Latvia

Finland

EstoniaCanada Singapore Taiwan Japan Vietnam

Germany

U.S.A.

Norway,Netherlands,

Austria. Czech

IrelandDenmarkAustralia

IsraelBelgium

South Africa

FrancePoland

HungaryLithuania

RussiaCroatiaSlovakiaRomania

ItalySpain BrazilVenezeual

ChileGreece

PortugalAlgeria

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SwitzerlandLuxembourg

U.K.

SwedenLatvia Finland

Estonia CanadaSingapore

TaiwanHong Kong

Japan

VietnamGermany

U.S.A.

Norway,Netherlands,

Austria. Czech

IrelandDenmarkAustralia

IsraelBelgium

South Africa

FrancePoland

HungaryLithuania

RussiaCroatia

SlovakiaRomania

ItalyMexico

Spain

ChileGreece

PortugalAlgeria

Nigeria SaudiArabiaIraqU.A.E

Turke

yIranIndiaPakistan

IndonesiaMalaysiaPhilippines

KoreaThailand

China

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THE PINKHOUSE

ARGNETINA

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THE BLUE HOUSESOUTH KOREA

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THE WHITE HOUSEU.S.A>

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