PowerPoint Presentation

AdministrativeAny GENERAL QUESTIONS regarding the structure of the course/syllabus/schedule, etc?Group projects assigned next weekRemember: additional reading assigned for the week can be on the quiz Final exam date has been set:

Thursday, December 17th from 7:15pm until 10:15pm; Fillmore 170

Quiz1 - 3

Geography: to write about the Earth

Human versus Physical Geography

Economic Geography

In sum: Why does location on the Earth matter? In the same way that historians study why time matters, geographers study why space or location matters.Geo | graphyThis class is about culture Culture has place3-4Copyright 2014 Pearson Education, Inc. Societal CultureA set of shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by present members of a society, and passed on to succeeding generations

And because these have geographic dimensions, the expression of culture can also be seen as a geographic phenomenon.4 2010 Pearson Prentice HallHow does geography affect our perception of the world?When watching the following clip, think about the following question:http://www.pbs.org/newshour/bb/business-july-dec11-makingsense_08-16/How does geography lead to differing perceptions of income inequality in the United States? That is: how does space shape perceptions of income inequality?Are there any social or political consequences to this?Copyright 2014 Pearson Education, Inc. publishing as Prentice Hall 5Copyright 2014 Pearson Education, Inc. publishing as Washington Post6

Remember our discussion of the perception of income inequality?http://aschmann.net/AmEng/#Au_TennesseeHow is geography related to culture?Accents in the United States6Kinship guides family relationships

Education formal or informal education of workers affects workplace expectations

Economy the economic system (and its impact on individuals and groups) affects the ease of doing business (infrastructure) and expectations

Politics system of government imposes varying constraints on an organization

Reasons for persisting geography of culture7To develop cultural profiles we first need to be familiar with the kinds of universal cultural variables found in most societies that make up unique clusters and provide a snapshot of the overall character of a specific group. Although there are countless individual variables, one approach to categorizing interdependent variables is given by Harris and Moran, who have identified eight categories that form the subsystems in any society.

Religion spiritual beliefs of a society can be so powerful that they overpower all other cultural aspects Associations the formal and informal groups that make up a society

Health system of health care affects employee productivity and employee benefits expectations

Recreation the use, attitude, and choice of how to use leisure timeReasons for persisting geography of culture8To develop cultural profiles we first need to be familiar with the kinds of universal cultural variables found in most societies that make up unique clusters and provide a snapshot of the overall character of a specific group. Although there are countless individual variables, one approach to categorizing interdependent variables is given by Harris and Moran, who have identified eight categories that form the subsystems in any society.

Examining many aspects of culture (beyond accents) and aggregating to the global level, geographers have found that cultural differences have a distinct geography3-9Copyright 2014 Pearson Education, Inc.

GLOBE research also indicates the existence of geographic clusters of countries that are culturally similar. This figures shows the 10 clusters that were found. The GLOBE research suggests companies may find it easier to expand into more similar cultures than into those that are dramatically different.

9 2010 Pearson Prentice HallAttempts to preserve a national cultureCopyright 2014 Pearson Education, Inc. publishing as Prentice Hall 10Article: France bristles as Netflix advances in EuropeWhat is Netflix? What is its business model? Given that it is a web-based company, why isnt it available everywhere? What kinds of challenges does Netflix have in expanding its operations in France?Market saturationCultural barriers tastes & preferences of market. What was the fear espoused in the article about subscribers and the availability of French programming? Legal and cultural barriers designed to protect French culture/film industry

5 - 11Different cultures (with different values) can give rise to different lawsCopyright 2014 Pearson Education, Inc. publishing as Prentice Hall 12Article: Google seeks help defining Right to be ForgottenWhat is the right to be forgotten? Who has this right? Who gave them this right? What are some examples of people that have taken advantage of this right?Google and the foreclosed Spanish homeDoes it apply to a specific country or group of countries? Does it apply to people in the US?Should this be considered an international human right?Conflicting ideals: United States?Consider Orkut in Brazil5 - 13

Break ~10 min

Participation Question:

Top Hat L5Q1

What did you see in the picture? Answer: maximum 5 words Copyright 2014 Pearson Education, Inc. publishing as Prentice Hall 16The Geography of Thought Nisbett (2002)

In one experiment, designed to test whether East Asians are more likely to attend to the whole while Westerners are more likely to focus on a particular object within the whole, Japanese and Americans viewed the same animated underwater scenes, then reported what they had seen.

"The first statement by Americans usually referred to a large fish in the foreground," says Nisbett. "They would say something like, 'There was what looked like a trout swimming to the right.' The first statement by Japanese usually referred to background elements: 'There was a lake or a pond.' The Japanese made about 70 percent more statements than Americans about background aspects of the environment, and 100 percent more statements about relationships with inanimate aspects of the environment, for example, that a big fish swam past some gray seaweed."Communicating across culturesThought patterns

East Asian thought tends to be more holistic . Holistic approaches attend to the entire field, and make relatively little use of categories and formal logic. They also emphasize change, and they recognize contradiction and the need for multiple perspectives, searching for the 'Middle Way' between opposing propositions (eg. co-dependencies: darkness and light depend on one another)

Westerners are more analytic, paying attention primarily to the object and the categories to which it belongs and using rules, including formal logic, to explain and predict its behavior

(University of Michigan Press, 2003, http://www.umich.edu/news/Releases/2003/Feb03/r022703a.html)

The Geography of ThoughtRichard NisbettU-M Institute for Social Research

Participation Question:

Top Hat L5Q3-Q9

Would you identify more strongly with Eastern or Western culture? Which of the following pictures (blue or red) do you find most closely resembles your conception of the given subject?19Cultural profilesOst trifft West (East meets West) Exhibition

Image Source: Whats not to love about minimalist infographics such an elegant way to depict complex concepts with brilliant simplicity.Artists categorizations:

http://www.brainpickings.org/index.php/2009/10/29/east-vs-west-yang-liu-infographics/20How to stand in line:

Cultural profiles:Germany versus China

Opinions

Anger/Displeasure

Handling Problems

Punctuality22Cultural profiles:Germany versus ChinaWay of lifeContactsView of myselfThe child

23Cultural profiles:Germany versus ChinaThe bossNew thingsRestaurantsPerception of each others culture

24Cultural Value DimensionsDefinition of values; cultural values; cultural value dimensionsCultural values:A societys ideas about what is good or bad, right or wrong, meritorious or condemnable (p. 78)Cultural value dimensions identified by geographersunique sets of shared values among (geographically-situated) people. (p. 78)Important studies: study design and dimensions describedHofstede (1980)Trompenaars (1993)Project GLOBE study (2001)

25Cultural Value Dimensions:unique sets of shared values among (geographically-situated) people. (p. 78)3-26Values determine how individuals probably will act in given circumstances. They are communicated via the eight subsystems just described and are passed down through generations.

Contingency management requires managers to adapt to the local environment and people and to adjust their management styles accordingly.

Value dimensions and resulting cultural profiles provide only an approximation of national character. There may be variations in national culturei.e., subcultures may exist as well. For example, American tend to think of the Chinese as culturally homogenous, but distinct ethnic groups within China have their own customs and dialects.

26 2010 Pearson Prentice Hall

Source: http://www.socialresearchmethods.net/kb/fallacy.phpProblems with talking about group cultures the individual and stereotypingAdditional concerns with assigning stereotypes:ParochialismThe expectation that foreigners should automatically fall into host-country patterns of behavior; not being curious about other cultures. (n.b. self-reference criterion)EthnocentrismThe belief that the management techniques used in ones own country are best no matter where or with whom they are applied.Cultural/moral relativismWhen in Rome, anything goes (in some cases forsake home country morals)Cultural essentialismThe belief that all members of a designated cultural group will have the same beliefs and/or act in the same way.(n.b. ecological and exception fallacies)28Stereotyping versus cultural sensitivity[G]ood managers treat people as individuals, and they consciously avoid any form of stereotyping. However, a cultural profile is a good starting point to help managers develop some tentative expectations some cultural contextas a backdrop to managing in a specific international setting. (p. 78)Copyright 2014 Pearson Education, Inc. publishing as Prentice Hall 29Cultural Value Dimensions: StudiesFrom the above, you should see (a) that individuals often exhibit the cultural qualities of others within their environment; but that (b) the ecological and exception fallacy limit the valid use of stereotyping40% of expatriate managers are ineffective or leave their positions within the first year due to cultural differencesYou can be prepared for a cultural circumstance without absolutely expecting it to occur (exhibiting cultural sensitivity)Cultural and Business Geographers have attempted to quantify and spatialize world cultures with an aim towards developing cultural sensitivity30

Participation Question:

Top Hat L1Q7

3132

Cultural value dimensionsHofstedeTrompenaarsGLOBE researchersHofstede (1980)How many students have seen this in another course?Research design:116,000 people in 50 countries rate on scale your valueCriticism: only ONE MNC examined- IBM. Does organizational culture dominate societal culture?Copyright 2014 Pearson Education, Inc. publishing as Prentice Hall 33Hofstedes DimensionsIndividualism (versus collectivism)Entrepreneurial risk-taking v. shared responsibility and benefitPower distanceHierarchical versus flat organizational structure: degree of inequality tolerated/expected at jobUncertainty avoidanceRisk-taking versus securityMasculinity v FemininityHofstede imports these terms along with the meanings he has ascribed to themValue personal assertiveness and accumulation of material wealth versus caring for others in the group and quality of lifeLong term orientationLow scores: tradition and long term perspective less important High scores: hard work over long termCopyright 2014 Pearson EducationHofstede FrameworkIndividualism vs. collectivismPowerdistanceMasculinityvs. femininityUncertaintyavoidanceLong-termorientation2 - 3535This framework compares cultures along five dimensions:Individualism versus Collectivism. Individualist cultures value hard work, entrepreneurial risk-taking, and freedom to focus on personal goals. Collectivist cultures emphasize a strong association with family and work groups to maintain harmony and to work toward collective goals.Power Distance. Large power distance means greater inequality between superiors and subordinates, more hierarchical organizations, and power derives from prestige, force, and inheritance. Small power distance implies more equally shared prestige and rewards, and power derives from hard work and is often considered more legitimate.Uncertainty Avoidance. Cultures having large uncertainty avoidance tend to value security, systems of rules and procedures, low employee turnover, and relatively slower change. Those with low uncertainty avoidance are more open to change and new ideas.Masculinity versus Femininity. Cultures with high masculinity versus femininity scores emphasize assertiveness, the accumulation of wealth, and an entrepreneurial drive. Cultures rating low on masculinity versus femininity value relaxed lifestyles and are more concerned for others than they are with material gain.Long-term Orientation. Cultures scoring high on long-term orientation place value on respect for tradition, thrift, perseverance, and a sense of personal shame. Cultures scoring low on long-term orientation tend to value individual stability and reputation, fulfilling social obligations, and reciprocation of greetings and gifts.Hofstedes Value Dimensions3-36Hofstedes research, which was conducted prior to the GLOBE project, is based on 116,000 people in 50 countries. Nonetheless, all of the research was conducted in a single firmIBM. As such, the result should be interpreted with caution.

Power distance is a societys acceptance of unequal power distribution. In high power distance cultures, formal authority and hierarchy are very respected. Thus leadership tends to be autocratic and centralized. In low power distance cultures superiors and subordinates are more likely to view one another as equals, leading to more cooperation.

Uncertainty avoidance is the extent to which people feel threatened by ambiguous situations. High uncertainty avoidance cultures are very uncomfortable with ambiguity and tend to have strict laws and closely followed procedures. In businesses, managers tend to make low-risk decisions, employees are not aggressive, and lifetime employment is common. Low uncertainty avoidance cultures are more comfortable with ambiguity. In these cultures, company activities are less formal and structured, managers take more risks, and employees have more job mobility.

Individualism is the tendency for people to look after themselves and their immediate families only and to neglect the needs of society. Democracy, individual initiative, and achievement are valued. Collectivism entails tight social frameworks, emotional dependence on the organization, and strong belief in group decisions. Countries scoring higher on individualism tend to have higher GNPs and freer political systems. Social loafing is more common in individual than in collective cultures.

Masculinity refers to the degree to which traditionally masculine values (e.g., assertiveness, materialism, and lack of concern for others) prevail. Femininity emphasizes the traditionally feminine values of concern for others, relationships, and quality of life. In more feminine cultures one tends to find less work-family conflict, less job stress, more women in high-level jobs, and a reduced need for assertiveness.

36 2010 Pearson Prentice Hall37Hofstedes index equations

MAS = +60m(05) 20m(07) +20m(15) 70m(20) +100

Please think of an ideal job, disregarding your present job, if you have one. In choosing an ideal job, how important would it be to you to ...: 1 = of utmost importance2 = very important3 = of moderate importance4 = of little importance5 = of very little or no importance

5. work with people who cooperate well with one another 7. have an opportunity for advancement to higher level jobs

To what extent do you agree or disagree with each of the following statements?1 = strongly agree2 = agree3 = undecided4 = disagree5 = strongly disagree

15. Most people can be trusted20. When people have failed in life it is often their own fault 3738Hofstedes index equations

First step: calculate mean responses for each question: e.g. 10 x 1 = 10 24 x 2 = 48 14 x 3 = 42 5 x 4 = 20 1 x 5 = 5 Total 54 cases = 125 Mean score: 125 / 54 = 2.31

Masculinity Index (MAS)The index formula is:

MAS = +60m(05) 20m(07) +20m(15) 70m(20) +100

in which m(05) is the mean score for question 01, etc.38

Hofstedes Value DimensionsCopyright 2014 Pearson Education, Inc. 3-39Power Distance: will autocratic management style be effective?

MAL PHI MEX IND FRA ITA JPN SPA ARG US GER UK DEN ISR AUT

Uncertainty Avoidance: will a risk-taking culture thrive?

GREECE JPN POR KOR ARAB GER AUL CAN US UK IND DEN SINHigh Orientation Toward Authority LowHigh Desire for StabilityLow39

Hofstedes Value DimensionsCopyright 2014 Pearson Education, Inc. 3-40Individualism: work in groups or alone?

AUL US UK CAN FRA GER SPA JPN MEX ITA KOR SIN

Masculinity: degree of conflict, competition and stress

JPN MEX GER UK US ARA FRA KOR POR CHC DEN SWEIndividualism CollectivismAssertive/Materialistic Relational

Hofstedes Value DimensionsCopyright 2014 Pearson Education, Inc. 3-41Long-term/Short-term Orientation: delayed gratification?

CHI HK JPN TAI VIE BRA IND US CAN UK E/W AFRHigh LowSome have argued that the corporate form imposes a strong short-term orientation in a (large) corporations organizational culture. At least for publically-traded corporations, stockholders have short term perspective and they promote a BOD that does the same.Copyright 2014 Pearson EducationPower Distance &Individualism vs. CollectivismSource: Geert Hofstede, The Cultural Relativity of Organizational Practices and Theories, Journal of International Business Studies, Fall 1983, p. 82.2 - 42

Africa, Asia, Central and South America, and the Middle EastQuadrants 2 & 3: Australia and countries in North America and Western Europe 42This graph plots cultures according to the dimensions of power distance and individualism versus collectivism.We see a tight grouping of nations within the five clusters, with Costa Rica on its own.Quadrant 1 includes cultures with larger power distance and lower individualism. These nations are found in Africa, Asia, Central and South America, and the Middle East.Quadrants 2 and 3 include cultures having higher individualism and smaller power distance scores. These are Australia and countries in North America and Western Europe.2 - 43

Australia, Canada, Jamaica, the United States, and most nations in Western EuropeAsia, Central America, South America, and the Middle East.43This graph plots cultures according to the dimensions of power distance and uncertainty avoidance.Quadrant 4 includes cultures with small uncertainty avoidance and small power distance. These are Australia, Canada, Jamaica, the United States, and most nations in Western Europe.Quadrant 2 includes cultures with large power distance and large uncertainty avoidance. These are found in Asia, Central America, South America, and the Middle East.APPLICATIONS #1: Did respondents from neighboring countries give similar answers? Are there exceptions?3-44Copyright 2014 Pearson Education, Inc.

GLOBE research also indicates the existence of geographic clusters of countries that are culturally similar. This figures shows the 10 clusters that were found. The GLOBE research suggests companies may find it easier to expand into more similar cultures than into those that are dramatically different.

44 2010 Pearson Prentice Hall45APPLICATIONS #2: Hofstede country comparisons: how different are people from different countries?

PDI= Power Distance; IDV = Individualism; MAS = masculinity; UAI = uncertainty avoidance; LTO = Long Term Orientation4546Hofstede country comparisons

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Verbal Participation Question:

Different cultures; different perspectives

Is there a value score that you think is exceptionally accurate? Inaccurate?Copyright 2014 Pearson Education, Inc. publishing as Prentice Hall 47