cultural differences session four. agenda culture consequences of culture for hrm expatriates
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TRANSCRIPT
Cultural Differences
Session Four
Agenda
Culture Consequences of Culture for HRM Expatriates
What is Culture? Culture consists of patterned ways of
thinking, feeling and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievements of human groups, including their embodiments in artifacts; the essential core of culture consists of traditional ideas and especially their attached values.
What is Culture? Culture consists of patterned ways of
thinking, feeling and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievements of human groups, including their embodiments in artifacts; the essential core of culture consists of traditional ideas and especially their attached values.
Research on Culture Most important works on
culture come from … the Netherlands.
Hofstede research: questionnaire to all IBM offices around the world asking about cultural values
Five Dimensions of Culture
Individualism vs. Collectivism Individualism: ties between people are loose
and people look after their own interests
Collectivism: emphasis on social ties and bonds between people (people are part of cohesive groups)
Power Distance ‘The extent to which members of a society
accept that power in institutions and organizations is distributed unequally.’ (Hofstede, 1991)
Perceived distance between superior and subordinate.
Uncertainty Avoidance Reflects a society’s tolerance for situations of
uncertainty and ambiguity and the extent to which it tries to manage these situations by Providing explicit and formal rules and
regulations Rejecting deviant ideas and behavior
Masculinity vs. Femininity ‘Masculine’ social values: money,
achievement, recognition ‘Feminine’ social values: more concern for
people and quality of life In masculine societies the role between males
and females are more rigidly defined
Time Orientation (later added) Long-term orientation: values saving and
persistence in achieving goals. Hong Kong: high rate of per capita savings
Short-term orientation: maintaining personal stability or happiness and living in the present
How does Hong Kong score? A= True, B= False
1. Hong Kong scores relatively high in individualism.
2. Hong Kong scores low on uncertainty avoidance.
How do YOU score?
Cross-Cultural Values Survey
Agenda
Culture Consequences of Culture for HRM Expatriates
How Culture affects HRM Training of employees Motivation of employees Leadership and decision making Organizational structure
Training and Developing a Global Workforce
Table 15.1
Motivation
UK
Leadership and decision making MBO (Management by Objectives):
Management tool which motivates personnel by setting mutually agreed objectives between a boss and his/her subordinates.
Requires low power distance Also, in feminine cultures more emphasis on
consensus.
Organizational Structure
Cultures in Hong Kong Relatively less heterogeneous in Hong Kong than in
the US or Europe Major race components in Hong Kong firms
Local Hong Kong residents Mainland Chinese Taiwan Chinese Caucasians Indian or Pakistanis Southeast Asians Black
Hong Kong firms are highly export oriented.
Cultural diversityPrevious session: Lack of cohesiveness leads to:
Lower levels of participation within a group Lower levels of conformity to group norms Less emphasis on group goal accomplishment
In short: Team will be less effective How to manage cultural diversity?
One framework: The Johari Window
Managing cultural diversity: The Johari Window
OPEN
HIDDEN
BLIND
UNKNOWN
KNOWN TO SELF UNKNOWN TO SELF
KNOWN TO OTHERS
UNKNOWN TO OTHERS
Managing cultural diversity: The Johari Window
OPEN
HIDDEN
BLIND
UNKNOWN
KNOWN TO SELF UNKNOWN TO SELF
KNOWN TO OTHERS
UNKNOWN TO OTHERS
Managing cultural diversity: The Johari Window
KNOWN TO SELF UNKNOWN TO SELF
KNOWN TO OTHERS
UNKNOWN TO OTHERS
OPEN
HIDDEN
BLIND
UNKNOWN
FEEDBACK
DISCLOSURE
Test Your Knowledge Employees from a high-power distance culture would
feel most comfortable in a training class that:
a. Involved several group activities with classmates
b. The teacher was the expert and responded definitively to all questions
c. The teacher acted as a facilitator of group discussion
d. None of the above
Agenda
Culture Consequences of Culture for HRM Expatriates
Foreign Assignments Would you consider taking a
foreign assignment for a 6 months to 1 year duration?A=Yes, B=No
Before you took on a foreign assignment, what would you want to know?
Cross-Cultural PreparationTraining to prepare employees and their family
members for an assignment in a foreign countryThree phases:
Preparation – language instruction and an orientation to the foreign country’s culture
Assignment – combination of formal program and mentoring to understand the foreign country’s culture
Returning - providing information about the employee’s community and home country workplace
Emotional Cycle Associated with a Foreign Assignment
Emotional Cycle Associated with a Foreign Assignment
0 1 2 3 4 5 6Months in Foreign Culture
Mood
Low
HighHoneymoon
Culture Shock
Learning
Adjustment
Managing ExpatriatesIn the US, 16-40% of expatriates do not
complete their assignmentChallenges with managing expatriates include:
SelectionPreparingCompensatingManaging Performance Repatriation
Selecting Expatriate ManagersA successful expatriate
manager must have the ability to: Maintain a positive self-
image Foster relationships with
the host-country nationals Perceive and evaluate the
host country’s environment accurately
Compensating Expatriates
RepatriationRepatriation
The process of preparing expatriates to return home from a foreign assignment
Activities that support repatriation:CommunicationValidation
Test Your Knowledge
John, an expatriate working in Hong Kong is feeling very uncomfortable in his surroundings. He often feels as if he has said the wrong thing. John is most likely in which emotional stage of expatriation:
a. Honeymoon
b. Culture shock
c. Learning
d. Adjustment
Brief Introduction to Hot Seat Case 8Cultural Differences Michael, Director at Mustang Jeans (US). Norio, Vice President at PopWear (Japan).
Norio has been working on a deal with Michael’s predecessor, Roger. Michael has just taken over the position. Norio and Michael have their first meeting at Mustang Jeans’ headquarters.
Guest Speaker: Dana Breitenstein 15 years of experience in inter-
cultural training and consulting Director Intercultural Services, Asia
Pacific, Cartus Speaks English, Swedish, Japanese and
learning Mandarin M.Sc. from Columbia University