Cultural Dimensions

Sociology and Human Behaviour

Week 3
10/07/2014

Cross-Cultural Processes: Ethics

Global business practices and behaviors create ethical
and legal dilemmas for managers:
The choice of which cultures code of ethics to follow.
Conflicts between individual and organizational
responsibilities for ethical behavior.
The ethics of outsourcing when
doing so may create a human
health or environmental safety
hazard in another culture.

Cross-Cultural Processes:
Negotiations
Suggestions for negotiating abroad:

Use a team approach.

Do not push for informality.
Be patient.
Learn to tolerate less than full
disclosure of information.
Accept silence as part of
negotiating.
Take no for an answer
sometimes.
Be adaptable.

Cross-Cultural Processes: Conflict

Resolution
National cultures influence which method of
conflict resolution a manager will choose.
Tinsleys models of conflict resolution:
Conflict Resolution Model

Deferring to status power

Applying regulations
Integrating interests

Cultural Group
Membership
Japanese
Germans
Americans

Diversity Training and Cultural Training

Diversity Training
Attempts to bring about workplace harmony by teaching
people how to get along better with diverse coworkers.
Objectives of diversity training:
1.
2.
3.
4.

Fostering awareness and acceptance of individual differences.

Helping participants understand their own feelings
and attitudes about people who are different.
Exploring how differences might be tapped as assets
in the workplace.
Enhancing work relations between people who are different
from each other.

Diversity Training and Cultural Training

Training in Cross-Cultural Relations
Cultural training
A set of learning experiences (e.g., mastering a foreign language)
designed to help employees understand the customs, traditions,
and beliefs of another culture.

Culture shock
The physical and psychological symptoms that can develop when a
person is abruptly placed in another culture.
Cultural training is designed to help expatriates avoid culture
shock, which is a major contributor to the high failure rate of
overseas assignments.

Assignment 2% (15th September 2014)

Arabic Cluster: Bridge between East and West
Adapt sections of the above article to Pakistani
Context.

1200-1500 words
Academic referencing.
Copyright Allyn & Bacon 2007

How Cultures View Each Other

Stereotyping: assumes that all people within
one culture or group behave, believe, feel, and
act the same.
Ethnocentrism: occurs when people from one
culture believe that theirs are the only correct
norms, values, and beliefs.
Self-reference criterion: the assumption that
people in another culture will behave like
people in your culture

Hofstedes Cultural Dimensions

Power Distance
Power distance: The extent to which less powerful members
of institutions and organizations accept that power is
distributed unequally
High power distance countries: people may blindly obey the orders of
their superiors and are less likely to question authority. Companies
tend to use centralized decision-making and tall organization
structures (many levels of management)
Low power distance countries: flatter and decentralized organization
structures, smaller ratio of supervisors. Employees are more likely to
question their bosses. Participative management may be used.

Hofstedes Cultural Dimensions

Individualism and Collectivism
Individualism: Tendency of people to look after themselves
and their immediate family only
Countries high in individualism: High individual initiative.
Promotions are based on achievement. Salaries are
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: Low individual initiative.
Salaries and promotions may be based on seniority

Hofstedes Cultural Dimensions

Uncertainty Avoidance
Uncertainty avoidance: Extent to which people feel
threatened by ambiguous situations and have created
beliefs and institutions that try to avoid such situations
High uncertainty avoidance countries: people have high need for security,
strong belief in experts and their knowledge, more written rules and
procedures, less risk taking by managers
Low uncertainty avoidance countries: people are more willing to accept
risks associated with the unknown, fewer written rules and procedures,
more risk taking by managers, higher employee turnover, more ambitious
employees

Hofstedes Cultural Dimensions

Masculinity and Femininity
Masculinity: the dominant social values are success, money
and things
Countries high in masculinity: People place great
importance on earnings, recognition, advancement,
challenge, and wealth. High job stress.
Femininity: the dominant social values are caring for others
and the quality of life
Countries high in femininity: great importance on
cooperation, friendly atmosphere, employment security,
and the natural environment. Low job stress.

Trompenaars Cultural Dimensions

Universalism vs. particularism
Universalism the belief that ideas and practices
can be applied everywhere in the world without
modification. People tend to focus on formal rules
and expect business partners to do the same.
Particularism the belief that circumstances
dictate how ideas and practices should be applied
and some things cannot be done the same way
everywhere. People tend to focus on relationships,
working things out to suit those involved.

Trompenaars Cultural Dimensions (2)

Neutral vs. Emotional Cultures
Neutral culture a culture in which emotions
are held in check. People try not to show their
feelings
Emotional culture a culture in which
emotions are expressed openly and naturally.
People smile, may talk loudly, greet each other
with enthusiasm, show happiness or
unhappiness.

Trompenaars Cultural Dimensions (3)

Achievement vs. Ascription n
Achievement culture - culture in which people
are accorded status based on how well they
perform their work and what they have
accomplished
Job, work performance, education, etc.

Ascription culture - culture in which status is

attributed based on who or what a person is
For example, status may be accorded on the basis
of age, gender, family, tribe, ethnic group, etc.

Trompenaars Cultural Dimensions (4)

Use of time
Sequential use of time - people do one thing at
a time, keep appointments strictly, follow plans
to the letter
Synchronous use of time - people do more
than one thing at a time, appointments are
approximate

Trompenaars' Research on
People and the External Environment
Inner-directed: People believe in controlling
environmental outcomes and think that
they can control what happens to them
Outer-directed: People believe in allowing
things to take their natural course and
living in harmony with nature. People are
less likely to believe that they can control
what happens to them.

Managing the Diverse Workforce

Diversity: A Brief History

Managing diversity
understanding and appreciating employee
differences to build a more effective and profitable
organization
recognizing the characteristics common to specific
groups of employees while dealing with such
employees as individuals and supporting,
nurturing, and utilizing their differences to the
organizations advantage

Diversity Today
Diversity
broad term used to refer to all kinds of differences
race, age, sex, religion, attitudes, physical abilities, life
interests, expectations, flexibility, aggressiveness,
extroversion

members of different groups share common values,

attitudes, and perceptions
there is still much diversity within each group

Components Of A Diversified
Workforce

Age

Racial and ethnic

minorities
Immigrants
Physically and
mentally disabled

Gender

Workforce
Diversity

Other
Religious affiliation
Expectations and values
Lifestyle
Skill level
Educational level
Economic class
Workstyle
Function and/or position
within the company

How Effective Is Your Diversity Program?

Ineffective
2%
Somewhat
ineffective

Undecided
11%

Very
Effective

8%

8%

Effective
22%

Somewhat
effective

49%

Diversity Today (cont.)

Workers of the future
until recently, white, American born males dominated the
U.S. workforce
now, they only account for 15 percent of the net growth

Gender issues - growing number of women working outside

the home
balancing work life with family responsibilities and parenting
presents an enormous challenge
average full-time working female earns about 77% of the average
full-time working male
result of both the level and type of work performed by women
glass ceiling - invisible barrier hindering a group or individual from
moving beyond a certain level in the corporate hierarchy

Diversity Today (cont.)

Workers of the future (cont.)
Minorities and immigrants - growing percentage of the
workforce
estimated that 14 percent of the work force is foreign born
African Americans are about 12 percent, Asian Americans are about
5 percent, Hispanic Americans about 12 percent
Asians and Hispanics are growing the fasted

Mentally and physically disabled - largest unemployed

minority population .
disability - a physical or mental impairment that substantially limits
one or more major life activities
disabled lack access to educational and workplace environments
attitudes of employers an important barrier to employment

Diversity Today (cont.)

Age of the workforce

average age is increasing

many older workers are opting for late retirement
fewer new workers will enter the labor force than will
be lost through retirement

retirement-age workers can be encouraged to

remain or reenter the workforce on a flexible or
part-time basis

Diversity
Today
(cont.)
Future jobs and workforce qualifications
the world. is becoming a predominantly service-oriented
economy
people without high school diplomas are at a distinct
disadvantage
gap is growing between the knowledge and skills jobs
require and those many employees and applicants possess
literacy is often the underlying problem
employers are combating this basic-skills gap
offer in-house basic-skills training program

Managing Diversity Versus Affirmative Action

Affirmative action (AA)

instituted to curb discrimination and correct the past

exclusion of women and minorities from organizations
nonetheless, employment discrimination still persists
AA has not adequately improved the upward mobility of women and
minorities

reverse discrimination exists when qualified white males are

passed over for employment opportunities

Managing diversity
means moving beyond legislated mandates to embrace a
proactive business philosophy that values differences
eliminates barriers that hinder attainment of full potential

Managing Diversity Versus Affirmative

Action (cont.)
Competitive advantage
through diversity
original impetus to diversity workforces was social
responsibility and legal necessity
today, many organizations are also approaching diversity from a
more practical, business-oriented perspective

Ability to attract and retain motivated employees

companies with reputation for diversity have competitive
advantage in the labor market
companies will be sought out by most qualified employees
employees who believe that their differences are valued may
become more loyal, productive, and committed

Managing Diversity Versus Affirmative

Action (cont.)
Competitive advantage through diversity (cont.)
Better perspective of a differentiated market
as the composition of the American workforce changes, so does the
customer base of these companies
diverse customers may prefer to patronize such organizations

a multicultural workforce can provide a company with greater

knowledge of the preferences and consuming habits of this
diversified marketplace

Ability to leverage creativity and innovation in problem

solving
people from different backgrounds hold different perspectives
diverse work groups are freer to deviate from traditional approaches

Managing Diversity Versus Affirmative

Action (cont.)
Competitive advantage
through diversity (cont.)
Enhancement of organizational flexibility
managing diversity requires a corporate culture that tolerates
different styles and approaches

Challenges of a diverse workforce

Lower cohesiveness - lack of similarity in culture causes
diverse groups to be less cohesive
Communication problems - most common negative effect
diversity increases errors and misunderstandings

Managing Diversity Versus Affirmative

Action (cont.)
Challenges of a diverse workforce (cont.)
Mistrust and tension - mistrust and misunderstanding
of those who are different because of a lack of contact
and low familiarity
Stereotyping - inappropriately stereotype their
different colleagues rather than accurately perceiving
and evaluating those individuals contributions,
capabilities, aspirations, and motivations
stereotypes affect how people are treated

Multicultural Organizations
Monolithic organizations
an organization that has a low degree of integration
employs few women, minorities, or other groups that differ from
the majority
low minority employees must adopt the norms of the majority

has a highly homogeneous employee population

Pluralistic organizations

have a more diverse employee population

use an affirmative action approach to managing diversity
some acceptance of minorities into the informal network
much less discrimination and less prejudice

Multicultural Organizations (cont.)

Multicultural organization

values cultural diversity and seeks to utilize and encourage

it
fully integrate gender, racial, and minority group members
both formally and informally
absence of prejudice and discrimination
low levels of intergroup conflict
synergistic environment
all members contribute to their maximum potential and the
advantages of diversity can be fully realized

How Organizations Can Cultivate A

Diverse Workforce

Top management leadership and commitment

top management support is critical
incorporate organizations attitudes toward diversity into
the corporate mission statement, strategic plans, and
objectives
establish corporate offices or committees to coordinate the
companywide diversity effort that provides feedback to top
management
minority advisory groups or task forces to monitor
organizational policies, practices, and attitudes
assess program impact on diverse groups
provide feedback and suggestions to top management

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Organizational assessment
establish an ongoing assessment of the organizations
workforce, culture, policies, and practices
identify problem areas
make recommendations where changes are needed

corporate values and norms should be identified and

critically evaluated regarding their necessity and their
impact on the diverse workforce

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Attracting employees
Recruitment - a companys image can be a strong
recruiting tool
a reputation for hiring and promoting all types of people can be a
competitive advantage
many minorities and economically disadvantaged people are
physically isolated from job opportunities
companies can bring information about job opportunities to the
source of labor
companies can transport labor to the jobs

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Attracting employees (cont.)
Accommodating work and family needs
corporate work and family policies are now one of the most
important recruiting tools
providing child care leads to:
decreased turnover and absenteeism
improved morale

concerns for dual-career couples expressed by:

limiting relocation requirements
provide job search assistance to relocated spouses

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Attracting employees (cont.)
Alternative work arrangements
offer flexible work schedules and arrangements

compressed workweeks
job sharing - two part-time workers share one full-time job
teleworking - working from home
telecommuting - working from home via computer hookup to
the main worksite

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Diversity training
attempt to identify and reduce hidden biases and
develop skills needed to effectively manage a
diversified workforce
Awareness building - to increase awareness of the
meaning and importance of valuing diversity
sensitize employees to assumptions they make about others
become familiar with stereotypes and cultural differences
become familiar with organizational barriers that inhibit the
full contributions of all employees
teach the unwritten rules or cultural values to those who
need to know them

How Organizations Can Cultivate A

Diverse Workforce (cont.)

Diversity training (cont.)

Skill building - designed to allow all employees to develop

the skills they need to deal effectively with one another and
customers in a diverse environment
most of the skills taught are interpersonal
develop personal action plans before they leave the program
experiential exercises and videotapes often are used

Retaining employees
Support groups - form minority networks to promote
information exchange and social support
provide emotional and career support
help diverse employees understand work norms and cultures

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Retaining employees (cont.)
Mentoring - higher-level managers help ensure
that high-potential people are introduced to top
management and socialized into the norms and
values of the organization
help diverse employees enter the informal network

Career development and promotion - establish

teams to evaluate the career progress of diverse
employees
devise ways to move them up through the ranks

How Organizations Can Cultivate A

Diverse Workforce (cont.)
Retaining employees (cont.)
Systems accommodation - recognize:

cultural and religious holidays

differing modes of dress
dietary restrictions
needs of individuals with disabilities

Accountability - managers held accountable for workforce

development
performance appraisal and reward systems reinforce the
importance of effective diversity management