ccm exam subjects
TRANSCRIPT
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CCM Exam Subjects
1. Images of the self
Archetypes- how cultures see themselves+how they are built, traditions, mythology, proverbs
2. Images of the other
Stereotypes- how we judge other cultures (impressions), they depend on the relationship between
cultures, proverbs
3. Organizational culture vs. national culture
MNs
. !atalism" choice
-attitude towards time, causality
-!atalistic culture" the !ate is to be blamed- #astern europe
-choice culture-what is happening is the result o! choices we made- $estern culture
#. $ominance vs. harmon%
-attitude to nature
-dominant cultures% the man is the master o! nature
harmony- live in harmony with the nature& 'eru, Meic, uddhist countries
&. '(vantages an( (isa(vantages of )arochialism'arochialism% culture orientation presenting the idea that the way we do things is the only good way
A*ANA#S% con!ident, straight!orward
hey stic. to their opinions
*/SA*ANA#S%
-they don0t import ideas !rom other cultures
-lac. o! tolerance
-i! you have a manager !rom a parochialist culture, your possibilities o! epression are limited
*. Conservatism vs. liberalism
onservatism cultures% closed cultures, tradition-based, religions, less !riendly to strangers
1iberal cultures% open to new things, changes(Netherlands, 2S), !leible economic !ramewor.,
investments are encouraged
+. Substitutable values" uni,ue values
Substitutable values% means to reach an end-substitute money with having !ree time
eing honest, being a good person can0t be substituted
-. Career anchors+/0comment
Managerial competence
echnical3!unctional competence
1i!estyle
reativity
Security3Stability
Autonomy and independenceService
'ure challenge
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1. inetics
he way in which people !rom certain cultures move-body gestures- latino cultures
11. roxemics
he way you use space- .eeping a polite distance- in Asian countries there is limited physical contact
12. Chronemics
he way you relate to time
/n some cultures, time is always enough-latin cultures, no problem in coming late, American,
erman-time limits
4riental cultures- more !leible
$estern cultures-more stressed-having things done in time
13. Cromatics
#uropean- blac."mourning, Asian-white"mourning
hristian cultures- green"color o! the devil (555555)1. Elaborate vs. succinct verbal st%les
1atin cultures-many words to say what they want
Northern #uropean, Asian- succint
1#. Cultural re)resentations of goo( an( evil
-what is considered good and bad in some cultures is very di!!erent !rom other cultures
-blac. cat
6apanese are a!raid o! no 7
1&. '(vantages an( (isa(vantages of team (iversit%
-a team with people !rom the same country- you .now what to epect
-people !rom di!! cultures- con!licts, no consensus- */S
-more diverse opinions, learn !rom one another- A*1*. 4eligion an( 5or67relate( values
8eligions and ideologies re!lect belie!s and behaviors shared by groups o! people that cannot be
veri!ied by empirical tests9 8eligious traditions are closely related to cultural values and can have a
cultural in!luence through the content o! their belie! systems, the structure o! their belie!s and rituals,
and the identities that they promote9 :or eample, the content or speci!ic teachings o! many religious
traditions promote a strong wor. ethic, not just among their adherents but throughout the societies
where the religious groups have been especially in!luential9
8eligious groups have long competed with nation states as a basis o! social identities that shape with
whom people are most willing to wor., trade or !ight9 he etent to which religion in!luences the
cultural pro!ile o! a society depends on the etent to which a particular religion is dominant or state
sanctioned, the importance that society places on religion, the degree o! religious homogeneity in thesociety, and the degree o! tolerance !or religious diversity that eists in the society9
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Although hristianity has the highest percentage o! adherents worldwide, its percentage o! !ollowers
is projected to be relatively stable in the near !uture, with /slamic religious and ;indus representing
an increasing percentage o! the world population9
4! course religions are not evenly distributed across the planet, with some religions concentrated in
some speci!ic geographic regions9 :or eample, /slam is largely concentrated in Asia and A!rica9 And
Shinto eists almost eclusively in 6apan9
4bviously, there!ore, speci!ic religions have a greater in!luence in some cultures than in others9
$or. values can be de!ined as those nowing that one?s job is secure9 ;aving an opportunity to earn a lot o!
money9 ;aving little stress on the job9% eeing !ree to implement one?s own approach to the job9%
$or.ing with people that cooperate well with each other9% eing included in the company0s decision-
ma.ing9% ;aving an opportunity !or advancement to higher level jobs9 % $or.ing !or a company
which cares about its employees9% ;aving a good wor.ing relationship with your manager9
Christianit%Islam
8in(uism
9u((hism
Confucianism
:u(aism
Shinto
1+. Cultural orientations assum)tions
here are @ overarching cultural orientations that account !or variations in ;8M practices%
relationships vs per!ormance, hierarchy vs participation and stability vs change 9
3
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1-. 'ffective vs. instrumental verbal st%les
the a!!ective style is characteri=ed by language which reorea
and Saudi Arabia )& language is process oriented and receiver !ocused& collective, high contet&
A!!ective style is common in collective, high-contet cultures and is characteri=ed by language that
re
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21. 'll business is global;
22. 9,
business people are much more li.ely to develop wor. bonds based largely on cognitive trust9 /n
hina, ra=il, Saudi Arabia and Nigeria, trust is relationship-basedB and is built through developing
a personal bond9 /n the business world o! those cultures, cognitive and a!!ective trust aren0t separate
but are woven together9
:or those !rom tas.-based societies who are wor.ing with relationship-based counterparts, a !ew .ey
rules to remember are%
'ut more time and e!!ort into organising meals or social events to be shared9
*uring those engagements, drop tal.s about wor.9 1augh together, and ma.e !riends9
eyond meals, ma.e all e!!orts to !ind time to let your guard down with those you0d li.e to
build trust with, and to build up personal bonds9
hose !rom relationship-based societies who are wor.ing with tas.-based counterparts should .eep
the !ollowing points in mind%
*on0t throw out socialising altogether9 o ahead and organise a lunch but i! it is li.ely to
stretch to ninety minutes or longer, prepare your colleagues in advance9
:eel !ree to set up evening dinner or drin.s, but i! your counterparts leave early to rest or
catch up on wor., don0t ta.e o!!ence9
8ecognise that a personal bond might help, but the business is more li.ely to come with
cognitive proo! o! a high-
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he implications are obvious9 /nteractions between high and low contet peoples can be problematic9
:or eample%
6apanese can !ind $esterners to be o!!ensively blunt9 $esterners can !ind 6apanese to be
secretive, devious and ba!!lingly un!orthcoming with in!ormation9
:rench can !eel that ermans insult their intelligence by eplaining the obvious, while
ermans can !eel that :rench managers provide no direction9
2. 8igh context cultures
;igh contet cultures are vulnerable to communication brea.downs when they assume more shared
understanding than there really is9 hey are strongly inclined to indirect methods o! communication9
his is especially true in an age o! diversity9
1ow contet cultures, on the other hand, are not .nown !or their ability to tolerate or understand
diversity, and tend to be more insular9 he eplicitness with which they communicate can o!ten cause
o!!ence and resentment9
he point, o! course, is that in an age o! diversity these cultural di!!erences are just as li.ely to
appear across a des. as they are across borders9 *on?t assume a common geographic location
guarantees a common heritage9
'ssociation high context /
8elationships depend on trust,
build up slowly, are stable9 4ne
distinguishes between people inside and
people outside one?s circle9
;ow things get done depends on
relationships with people and attention to
group process9
4ne?s identity is rooted ingroups (!amily, culture, wor.)9
Social structure and authority are
centrali=ed& responsibility is at the top9
'erson at top wor.s !or the good o! the
group9
'ssociation lo5 context/
8elationships begin and end
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*isagreement is personali=ed9
4ne is sensitive to con!lict epressed
in another?s nonverbal communication9
on!lict either must be solved be!ore
wor. can progress or must be avoided
because it is personally threatening9
another?s bothersome behavior9
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harismatic Style
1eaders who inspire their employees establish a vision and communicate it with passion and
enthusiasm9 A charismatic leader establishes an organi=ation with dedicated !ollowers who believe in
his mission9 /n individualist cultures, these types o! leaders !ocus on accomplishing tas.s and tend to
accept paternalism, a hierarchy based on a !atherly leader9 According to the Eambridge ;andboo.
o! ulture, 4rgani=ations and $or.,E FG percent o! the 6apanese surveyed accepted paternalism as
compared with only HI percent o! Americans surveyed9
*emocratic Style*emocratic leaders involve their subordinates in decision ma.ing processes9 y encouraging
collaboration, they typically increase an employee?s job satis!action and commitment to his job9
eam members !eel li.e they have control over their wor.9 *emocratic leaders motivate their
personnel to solve problems themselves9 ollectivists, such as the 6apanese, tend to sacri!ice
individual needs !or the whole group9 1eaders in these cultures rely on an employee?s sense o! duty
to produce
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$hat might eplain the universal appeal o! the trans!ormational leadership attributes5 /t has been
suggested that pressures towards common technologies and management practices, as a result o!
global competition and multinational in!luences may ma.e some aspects o! leadership universally
accepted9 /! true, we may be able to select and train leaders in a universal style and thus signi!icantly
raise the omodo dragonsin the /ndonesian islands, tales o! which were
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2-. Cultural )erce)tions of time
4!ten, when we are immersed in our own culture, it is di!!icult to understand how those !rom other
ethnicities perceive our culture, customs, and way o! li!e9 /n addition, some aspects o! our culture
are so ingrained in our minds and so commonplace to us that we begin to !eel they are universally
accepted9
4ne o! these cultural variables is a person0s perception o! time9 Most people have their own ideao! what time is and give little thought to the possibility that their de!inition could be di!!erent
!rom anyone else0s9 :or instance, it would not occur to someone living in most parts o! the world
today that the !uture couldn0t possibly eist9 ;owever, the people o! 'iraha heritage living in the
Ama=on have no concept o! time beyond the present so the concept o! !uture !or them doesn0t
eist9 hey don0t even have a word !or the concept o! !utureB in their vocabulary9 Similarly,
most humans on earth !ind it nearly impossible to picture an etraterrestrial culture o! some sort
where the arrow o! time C the direction o! its !low !rom past to !uture C is reversed9 ecause we
can0t envision it, does that mean it cannot be5
4ne particular study that used all three o! these methods was success!ul in collecting data !rom@I di!!erent countries9 Speci!ically, the study tested the !ollowing things%
(I) wal.ing speedDthe speed with which pedestrians in downtown areas wal. a distance o! KG
!eet&
(J) wor. speedDhow
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reviewing the results o! these studies, it almost seems as i! these !ast paced countries are in a race to
get through li!e as ing)
reece is another #uropean country that most people consider, without
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control o! the everyday lives o! most people9
P6apan% he 6apanese live lives that are run by time, as do the Americans9 Still, the 6apanese tend to
!eel less rushed and !rustrated with this !act than the Americans do& they seem to have achieved a
greater handle on time management and etremely e!!icient li!estyles9 he 6apanese run on time
because o! their etremely low tolerance !or tardiness and delay9 /! American deadlines and meeting
times are said to be strict, than the same aspects in 6apanese culture would be even stricter9 A great
eample o! this rigid view toward promptness can be seen in the 6apanese train system9
/n most #uropean railway systems, a delay0 is de!ined as IG-IH minutes behind schedule90 /n other
words, !or eample, I7 minutes behind schedule0 is still counted as on time90 his is how #uropean
railway companies are able to obtain high punctuality9 4n the other hand, the de!inition o! delay0 in
6apan is more severe& only trains with less than a minute0s delay is de!ined as on time90B (Mito)
3. Cultural intelligence
he simplest de!inition o! cultural intelligence is a person0s ability to adapt e!!ectively to a new
cultural contet9 homas and colleagues (JGGF) provided a more complete de!inition o! cultural
intelligence as a system o! interacting .nowledge and s.ills, lin.ed by cultural metacognition thatallows people to adapt to, select and shape the cultural aspects o! their environment9 ultural
intelligence includes three .ey components% .nowledge (both general .nowledge o! how culture
plays a role in behavior and speci!ic .nowledge about the cultural characteristics o! the host
country)& s.ills (perceptual s.ills such as open-mindedness and being non-judgmental, relational
s.ills such as !leibility and adaptive s.ills such as ehibiting culturally appropriate behavior)& and
metacognition (.nowledge o! and control over one0s thin.ing and learning) 9 he metacognition
allows that the person actively re!lects on available .nowledge and s.ills regarding, say, gi!t giving,
monitors how this relates to intended outcomes (e9g9 pleasing the co-wor.er) and, i! need be,
regulates behavior by !ormulating alternative course o! behavior9 /t involves conscious monitoring
and regulating one0s behaviors and emotions9
31. ?If I 5ere to start ane5A I 5oul( start from culture@ :ean Monnet/
ou certainly .now the words erroneously ascribed to 6ean Monnet% Ei! / were to start anew, / would
start !rom culture9E hese words are
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mere technocrats in love with the rate o! growth and strong money9 4n the contrary, perhaps they
were too well-versed in history to thin. that political authority carries any real weight in matters o!
culture9 8ather, their almost complete silence regarding culture should not be seen as a sign o!
wisdom9
he phrase that legend now ascribes to 69 Monnet epresses a conviction, but also raises a doubt, and
this is my second conclusion9 he premonitory conviction was only one stage in the #uropean
construction% the stage where it was a rather elitist venture, concerned with economics, with the
prosaic tas. o! economics, when what was necessary was to arouse enthusiasm, to mobili=e all the
resources o! those who loved #urope9 he conviction was that it was necessary to adopt a strategy o!
small steps towards a true political and culture project9 he intention was not limited to adding a
cultural section to the economical assembly, as people add sugar to diminish the bitterness o! potion,
or, i! you pre!er, as people put cherry on a ca.e9
As to the doubt, it depends on my understanding o! the cultural in!luence o! #urope9 69 Monnet
certainly .new what 'aul alry said about the #urope o! yesterday, in his !amous phrase that /
remember, ENo other part o! the world possesses that uni
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1anguage C an inability to spea. the local language, and a poor or too literal translation are o!ten
causes !or mistrust
'epsi0s slogan ome Alive with 'epsiB translated into erman as ome out o! the grave9B
3. hases of going global
3#. Sources of cross7cultural misinter)retation
3&. Cultural variations in (ecision7ma6ing
3*. Ethics across cultures
3+. ers)ective in culture
3-. Cultures of shame" cultures of guilt
Erial by mediaE is very much a !eature o! political li!e at the moment, and it wor.s largely because
it seems that the public has di!!erent standards o! proo! !or misdemeanours among those in public
li!e !rom those it maintains !or private citi=ens9 /n public li!e it is enough to be EtaintedE withsuspicion !or one?s !uture to be blighted
/n other words, the rules about responsibility and blame are not the same across cultures or even
across di!!erent sectors o! the same culture9 lichs about there being Eno smo.e without !ireE and
Emud stic.sE on the one hand, and being Einnocent until proven guiltyE on the other, !or eample,
represent !undamentally di!!erent assumptions9
A use!ul distinction !or articulating these di!!erent assumptions and rules is that between EshameE
culture and EguiltE culture9
uilt culture% $estern culture, Shame culture% 6apan e9
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. =O9E stu(%7). 1&3
14# was initiated to investigate one !undamental
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8O!S'=ISM 7 CO==EC'=IS=4ES
!oster contractual relationships that are based on the principles o! echange9 hey calculatepro!it and loss be!ore engaging in a behavior9
!ocus on sel! or at most on close loved ones, are concerned with the relationship between their
behaviors and their own needs, interests T goals9
value independence T sel!-su!!iciency place sel! interests above collective interests accept
con!rontation as an attribute
emphasi=e pleasure, !un T personal enjoyment more than social norms and duties belong to
many in- groups that eert little in!luence on their lives
believe that their belie!s are uni
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behave according to social norms that are designed to maintain social harmony among
members o! an in- group
consider implications o! their actions !or wider collective
share resources and are prepared to sacri!ice personal interest !or collective interests
!avor certain in-groups (e9g9 !amily, !riends)9 The Chinese culture, for example, believes that
ones elf-
esteem and future are tied to ones in-groups such as parents, siblings, friends.
belong to a small number o! in-groups that in!luence their lives have a greater tendency
toward con!ormity than individualists
are very concerned about in-group members and are indi!!erent or hostile toward out-group
members
emphasi=e hierarchy and harmony within group
regulate behavior through group norms
1. Convergence7(ivergence in cross7cultural management
2. ersonal s)ace
he study o! personal space is sometimes re!erred to as proemics
'ersonal space re!ers to that invisible bubble we all carry around with us which de!ines how close we
will approach to other people and how close we will allow other people to approach us9 o a very
large etent it is a !unction o! our relationship with the people involved and the society or culture to
which we are accustomed9 o some etent the terminology is misleading since in !act what we are
considering is interpersonal space9 /t only becomes important when we interact with others9 /n
addition we need to be aware that the bubble can epand or shrin.9 /n essence we all have a
construction o! the amount o! personal space that is appropriate between ourselves and other people
in a range o! situations9 $e only become aware o! our personal space when it is invaded9 /t issomething which maintains an invisible control over our behaviour with others most o! the time9
*i!!erent cultures tend to have di!!erent si=es o! personal space bubbles9 :or eample middle eastern
peoples tend to tolerate closer distances than people !rom ritain9
8esearch also suggests that the personal space bubble is not circular, but elliptical, so we will tolerate
people coming closer to us at the side than in !ront or behind9
'ersonal space (or interpersonal distance) is a mechanism o! communication and as such it cannot be
understood independently o! other aspects o! nonverbal communication such as orientation, touch
and eye-contact9 :or eample, on a crowded train we may be !orced to allow others to invade our
personal space !or periods o! time9 ;owever, consider the di!!erence between having to stand very
close to someone in !ront o! you who turns slightly to one side, tries to avoid touching you, and
avoids eye contact, as opposed to someone who !aces you head on, ma.es no attempt to avoids
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/n participative leadership, the leader turns to the team !or input, ideas and observations instead o!
ma.ing all decision on his or her own9 hat0s not to say the leader doesn0t have the ultimate decision
ma.ing tas.& this is to say that the leader understands the team may have s.ills and ideas that could
bene!it the decision ma.ing process9
'articipative leadership involves the entire team9 his is a leadership style in which the leader wor.s
closely with team members, !ocusing on building relationships and rapport9 4n the !lip side o! this
leadership coin you have the autocratic leadership style, in which the leader tends to be more issue-
!ocused and ma.es most decisions without input !rom the team9
. Culture vs. nature" culture vs. civilization
#. Social rules
Seatingmany cultures have strict rules about who should sit where9 :or eample, seatingcan be organi=ed by age or seniority9
>tensilssome cultures use utensils in certain ways, while others don?t use them at all9
Conversationacceptable topics o! conversation during dinner vary !rom culture to culture9
:or eample, should you tal. about business while eating, or is this bad !orm5 Are some subjects o!!-
limits5
9o(% language an( gesturessome people eat while sitting on the !loor, while others !ind it
distaste!ul to touch !ood with their hands9
'rrival an( (e)artureshould you arrive early, on time or slightly late5 Acceptable arrival
and departure times vary, as well as mealtimes% it?s common to eat dinner in some cultures at IG%GG
p9m9, while others start at around K%GG p9m9
ommon ross-ultural *i!!erences /n 'ustralia , a lot o! relationship-building ta.es place in local pubs a!ter wor.9 Missing
your turn to Eshout !or a round,E or pay !or drin.s, will ma.e a bad impression9 /n :a)an , teams
o!ten strengthen relationships with drin.s and .arao.e at the end o! the day9
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/n !rance , you?ll ma.e a good impression by being enthusiastic about the !ood being served9
#njoy your meal, be vocal about it, and then tal. about business9 /n erman% , on the other hand,
it?s common to discuss wor. be!ore you eat9
In(ia is home to ;indus, who don?t eat bee!, and Muslims, who don?t eat por.9 oth o! these
groups epect you to handle !ood with your right hand only, as the le!t is considered Eunclean9E
/n Ital% , it?s common to be invited to a late dinner, which it?s considered rude to decline9
/n some countries, including /srael, people may only be permitted to consume .osher !oods
that con!orm to 6ewish !ood law, or E.ashrut9E
:ood is central toMala%sian culture& the common greeting Echiah pa bueE literally
translates as Ehave you eaten5E ;owever, a dinner invitation here might be slow to come9 Show
patience and wait, and avoid hosting your own meal until you?ve been a guest at someone else?s9
Alcohol is an important part o! relationship building in many cultures, especially in 4ussia
and South orea 9 ;ere, you?ll strengthen your reputation and impress your colleagues by Eholding
your own,E but avoid drin.ing more than you !eel com!ortable withU Alcohol is only served in
restaurants in countries li.e the >nite( 'rab Emirates , and it?s illegal in Sau(i 'rabia 9
he nite(
States and >nite( ing(om , !ood is o!ten less important, and many pro!essionals eat lunch attheir des.s9
Social touching di!!ers !rom one culture to another9 #ach culture has unspo.en rules about which
touches are considered socially acceptable9 Some cultures have strict rules about who can touch
whom where9
'atting a child on the head is considered an a!!ectionate gesture in many $estern countries, but in
some Asian countries such as hailand, it0s considered o!!ensive since the head is seen as the seat o!
the soul9
wo men holding hands would be seen as a sign o! !riendly a!!ection in countries such as Saudi
Arabia, /ndia, #gypt, or Morocco, while in other countries, they would be seen as gay lovers9/n high-contact countries such as :rance, people might greet each other by .isses on the chee., while
in low-contact country, it would be considered presumptuous9
&. Culture iceberg
*. Culturall% bizarre behaviors
+. Career success vs. ,ualit% of life
C'4EE4 S>CCESS 'D$ J>'=ICCESS Masculine/ C>=4ES
I9 gender roles are clearly distinct
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J9 men are supposed to be assertive, tough and !ocused on material success
@9 do not place great importance on benevolence
79 places importance on the value o! mastery (o! job, nature, people, etc)
5. the women considered health, wealth & understanding as desirable characteristics of a
husband
6. the women considered personalit, affection, intelligence & sense of humor as desirable
characteristics of a
bofriend
J>'=I=4ES
L9 social gender roles overlap
!. both men and women are supposed to be modest, tender and concerned with the "ualit of
life
Q9 desired traits in husbands were the same as desired traits in boy!riends (;o!stede, September,
IQQK,
#ournal. Cross Cultural $scholog%
IG9 emphasi=e non-materialistic aspects o! success
-. Cross7cultural misinter)retations
commercials
communication%
https%33global9du.e9edu3sites3de!ault3!iles3images3NancyAdlerrossultomm99pd!