ccm meaning n dimensions of culture
TRANSCRIPT
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The Nature of Culture
Culture
Acquired knowledge that people use to interpret experience
and generate social behavior
forms values
creates attitudes
influences behavior.
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Characteristics of Culture
Culture
Learned
Shared
Transgenerational
Symbolic
Patterned
Adaptive
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United States Japan Arab Countries
Priorities of Cultural Values
Table 4-1
Priorities of Cultural Values: United States, Japan,and Arab Countries
1. Freedom2. Independence
3. Self-reliance
4. Equality
5. Individualism
6. Competition
7. Efficiency8. Time
9. Directness
10. Openness
1. Belonging2. Group harmony
3. Collectiveness
4. Age/seniority
5. Group consensus
6. Cooperation
7. Quality8. Patience
9. Indirectness
10. Go-between
1. Family security2. Family harmony
3. Parental guidance
4. Age
5. Authority
6. Compromise
7. Devotion8. Patience
9. Indirectness
10. Hospitality
Note: 1 represents the most important cultural value, 10 the least.
Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries
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How Culture Affects
Managerial Approaches
In some societies, top managers make all important
organizational decisions. In others, these
decisions are diffused throughout the enterprise,
and middle- and lower-level managers actively
participate in, and make, key decisions.
VS.Centralized
Decision Making
Decentralized
Decision Making
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How Culture Affects
Managerial Approaches
In some societies, organizational decision makers
are risk averse and have great difficulty with
conditions of uncertainty. In others, risk taking is
encouraged, and decision making under
uncertainty is common.
VS.Safety Risk
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How Culture Affects
Managerial Approaches
In some countries, personnel who do outstanding work
are given individual rewards in the form of bonuses
and commissions. In others, cultural norms require
group rewards, and individual rewards are frowned
on.
VS.Individual
Rewards
Group
Rewards
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How Culture Affects
Managerial Approaches
In some societies, much is accomplished through
informal means. In others, formal procedures are set
forth and followed rigidly.
VS.Informal
Procedures
Formal
Procedures
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How Culture Affects
Managerial Approaches
Some societies encourage cooperation between their
people. Others encourage competition betweentheir people.
VS.Cooperation Competition
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How Culture Affects
Managerial Approaches
Some cultures focus most heavily on short-term
horizons, such as short-range goals of profit andefficiency. Others are more interested in long-range
goals, such as market share and technologic
development.
VS.Short-term
Horizons
Long-term
horizons
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How Culture Affects
Managerial Approaches
The culture of some countries encourages stability and
resistance to change. The culture of others putshigh value on innovation and change.
VS.Stability Innovation
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A Model of Culture
The explicit artifacts and
products of the society-
observable(lang,food,art)The norms and values
that guide the society-
designed to help peoplehoew to act)The implicit,
basic
assumptions that
guide peoples
behavior
Adapted from Figure 41: A Model of Culture
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Values in Culture
Values
Basic convictions that people have
right and wrong
good and bad
important and unimportant
Learned from the culture in which the individual is reared
Influence ones behavior Differences in cultural values may result in varying
management practices
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Values in Culture
Adapted from Figure 42: Comparing Cultures as Overlapping Normal Distributions
French culture U.S. culture
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Values in Culture
Adapted from Figure 43: Stereotyping from the Cultural Extremes
French culture U.S. culture
How the Americans
see the French:
arrogant flamboyant
hierarchical
emotional
How the French see
the Americans:
nave aggressive
unprincipled
workaholic
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Values in Culture
U.S. Cultural Values Alternative Values Examples of Management
Function Affected
Table 4-2
U.S.Values and Possible Alternatives
Individuals can influencethe future (when there isa will there is a way).
Adapted from Table 4-2: U.S. Values and Possible Alternatives
Life follows a preordainedcourse, and, human action isdetermined by the will of God.
Planning and scheduling
Individuals should berealistic in theiraspirations.
Ideals are to be pursuedregardless of what isreasonable.
Goal setting and careerdevelopment
We must work hard toaccomplish our objectives(Puritan ethic).
Hard work is not the onlyprerequisite for success.Wisdom luck, and timealso are required.
Motivation and rewardsystem
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Values in Culture
U.S. Cultural Values Alternative Values Examples of Management
Function Affected
Table 4-2
U.S.Values and Possible Alternatives
A primary obligation of anemployee is to theorganization.
Adapted from Table 4-2: U.S. Values and Possible Alternatives
Individual employees have aprimary obligation to theirfamily and friends.
Loyalty, commitment, andmotivation
Employees can beremoved if they do notperform well.
The removal of anemployee from a positioninvolves a great loss ofprestige and will rarely be
done.
Promotion
Company informationshould be available toanyone who needs itwithin the organization.
Withholding information togain or maintain power isacceptable.
Organization,communication, andmanagerial style
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Values in Culture
U.S. Cultural Values Alternative Values Examples of Management
Function Affected
Table 4-2
U.S.Values and Possible Alternatives
Competition stimulateshigh performance.
Adapted from Table 4-2: U.S. Values and Possible Alternatives
Competition leads tounbalances and disharmony. Career development andmarketing
What works is important.. Symbols and the processare more important thanthe end point.
Communication, planning,and quality control.
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Values in Culture
There is a reasonably strong relationship between the level of successachieved by managers and their personal values.
Value patterns predict managerial success and could be used inselection and placement decisions.
Although there are country differences in the relationships betweenvalues and success, findings across four countries (U.S., Japan,Australia, India) are quite similar.
Values of more successful managers appear to favor
Pragmatic, dynamic, achievement-oriented
Active role in interaction with others
Values of less successful managers tend toward
Static and passive values
Relatively passive roles in interacting with others
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Hofstedes Cultural Dimensions
Extent to which less powerful members of
institutions and organizations accept that
power is distributed unequally
High power distance countries: people
blindly obey the orders of their superiors,
centralized and tall organization structures
Low power distance countries: flatter and
decentralized organization structures,smaller ratio of supervisors
Power
Distance
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Hofstedes Cultural Dimensions
Extent to which people feel threatened byambiguous situations and have created beliefs andinstitutions that try to avoid such situations
High uncertainty avoidance countries: people
have high need for security, strong belief inexperts and their knowledge, structuredorganizational activities, more written rules,less risk taking by managers
Low uncertainty avoidance countries: people
are more willing to accept risks associatedwith the unknown, less structuredorganizational activities, fewer written rules,more risk taking by managers, higher employeeturnover, more ambitious employees
Power
Distance
UncertaintyAvoidance
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Hofstedes Cultural Dimensions
Individualism: Tendency of people to look after
themselves and their immediate family only
Countries high in individualism: tend to be
wealthier, support protestant work ethic, greaterindividual initiative, promotions based on
market value
Collectivism: Tendency of people to belong to
groups or collectives and to look after each other in
exchange for loyalty Countries high in collectivism: tend to be
poorer, less support for protestant work ethic,
less individual initiative, promotions based on
seniority
Power
Distance
UncertaintyAvoidance
Individualism/
Collectivism
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Hofstedes Cultural Dimensions
Masculinity: a culture in which the dominant
social values are success, money and things
Countries high in masculinity: great importance
on earnings, recognition, advancement,challenge, and wealth. High job stress.
Femininity: a culture in which the dominate social
values are caring for others and the quality of life
Countries high in femininity: great importance
on cooperation, friendly atmosphere,employment security, group decision making,
and living environment. Low stress and more
employee freedom.
Power
Distance
UncertaintyAvoidance
Individualism/
Collectivism
Masculinity/
Femininity
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Attitudinal Dimensions of Culture
Work value and attitude similarities
Smallest space analysis (SSA) yields clusters of countries
similar to each other
1. Anglo-American (U.S., U.K., Australia)
2. Nordic (Norway, Finland, Denmark)
3. South American (Venezuela, Mexico, Chile)
4. Latin European (France, Belgium)5. Germanic (Germany, Austria, Switzerland)
Other researchers have found other clusters, depending
on variables used
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Synthesis of Country Clusters
Adapted from Figure 48: A Synthesis of Country Clusters
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Trompenaars Cultural Dimensions
Universalism: belief that ideas and practices can be
applied everywhere in the world without modification
In countries with high universalism, focus is more on
formal rules, business contracts are adhered to closely,
people believe a deal is a deal
Includes Canada, U.S., Germany, U.K., Netherlands,
France, Japan, Singapore, Thailand, and Hong Kong.
VS.Universalism Particularism
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Trompenaars Cultural Dimensions
Particularism: belief that circumstances dictate how
ideas and practices should be applied and somethingcannot be done the same everywhere
In countries with high particularism, legal contracts often
modified, well-acquainted people often change the way
in which deals are executed
Includes China and South Korea
VS.Universalism Particularism
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Trompenaars Cultural Dimensions
Individualism: people regard themselves as individuals
In countries high on individualism, people stress personal
and individual matters, and are more likely to make
negotiated decisions on the spot by a representative,
achieve things alone and assume great personal
responsibility Includes Canada, Thailand, U.K., U.S., Netherlands,
France, Japan, China, Singapore, and Hong Kong
VS.Individualism Communitarianism
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Trompenaars Cultural Dimensions
Communitarianism: people regard themselves as part of
a group
In countries high on communitarianism, people value
group-related issues, refer decisions to committees,
achieve things in groups and jointly assume responsibility
Includes Malaysia and Korea
VS.Individualism Communitarianism
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Trompenaars Cultural Dimensions
Neutral: culture in which emotions are held in
In high neutral culture countries, people try not to show theirfeelings, act stoically and maintain their composure
Includes Japan and the U.K.
Emotional: culture in which emotions are expressed openly and
naturally In high emotional culture countries, people smile a great deal,
talk loudly when excited and greet each other with enthusiasm
Includes Mexico, the Netherlands and Switzerland
VS.Neutral Emotional
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Trompenaars Cultural Dimensions
Specific culture: individuals have a large public space
shared with others and a small private space they guardclosely and share only with close friends and associates
In high specific cultures, people are more open and
extroverted, and there is a strong separation of work and
private life
Includes Austria, U.K., U.S. and Switzerland
VS.Specific Diffuse
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Trompenaars Cultural Dimensions
Diffuse culture: public and private space are similar in
size, individuals guard public space carefully because itis shared with private space
In high diffuse cultures, people often appear to be
indirect and introverted, and work and private life often
are closely linked
Includes Venezuela, China, and Spain
VS.Specific Diffuse
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Trompenaars Cultural Dimensions
Achievement culture: status is accorded based on how
well people perform their functions
Includes Austria, U.S., Switzerland and the U.K.
Ascription culture: status is based on who or what a
person is
Includes Venezuela, Indonesia, and China
VS.Achievement Ascription
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GLOBE Project
Multi-country study and evaluation of cultural attributes
and leadership behavior
Based on beliefs that
Certain attributes that distinguish one culture from others
can be used to predict the most suitable, effective and
acceptable organizational and leader practices within that
culture
Societal culture has direct impact on organizational culture
Leader acceptance stems from tying leader attributes and
behaviors to subordinate norms
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GLOBE Project
Variable Highest Medium LowestRanking Ranking Ranking
Table 4-6
GLOBE Cultural Variable Results
Assertiveness Spain, U.S. Egypt, Ireland Sweden, New Zealand
Adapted from Table 4-6: GLOBE Cultural Variable Results
Future orientation Denmark, Canada Slovenia, Egypt Russia, Argentina
Gender differentiation South Korea, Italy, Brazil Sweden DenmarkEgypt
Uncertainty avoidance Austria, Denmark Israel, U.S. Russia, Hungary
Power distance Russia, Spain England, France Demark, Netherlands
Collectivism/Societal Denmark,H
ong Kong, U.S. Greece,H
ungarySingapore
In-group collectivism Egypt, China England, France Denmark, Netherlands
Performance orientation U.S., Taiwan Sweden, Israel Russia, Argentina
Humane orientation Indonesia, Egypt Hong Kong, Germany, SpainSweden