THE IMPACT OF NATIONAL

CULTURE

Student : Professor :
Andrea Majstorovic 4001/2011 Prof. dr Ranko Orlic
Contents
International human resource management: an introduction

The impact of national culture

What is culture?
- Approaches to the study of culture

National cultures and organization

- Halls research
- Laurents research
- Hofstedes research
- Trompenaars research

The Spony Profiling Model

Culture and the individual

Limitations of cultural generalisations

Conclusion
 International human resource
management: an introduction
The subject matter of IHRM is covered under three headings:

Cross-cultural management every nation has its own unique sets of

deep-lying values and believes, and these are reflected in the ways that
societies operate, the economy operates and people work.

Comparative human resource management focuses on the way that

people work and explores the differences between nations in the way they
manage this process.

International human resource management examines the way

organizations manage their human resources across different national
contexts.
THE IMPACT OF NATIONAL

CULTURE
 What is culture?
One of the core elements of culture is that it is
a shaping process.
Scheins three levels of culture:
Approaches to the study of culture

Cross-national comparisons culture equals nation

Study of intercultural interactions how people

interact across cultures.

The multiple cultures perspective individuals may

identify with and hold simultaneous membership in
several cultural groups.
National cultures and organization

1. Edward Hall
2. Andr Laurent
3. Geert Hofstede
4. Fons Trompenaars
 Halls research
High-context cultures information is pre-programmed
within the individual receiver of the message and the
setting.

Low-context cultures context refers to the framework,

background and surrounding circumstances in which any
communication or event takes place.

Time:
Monochronic low-context cultures
Polychronic high-context cultures
 Laurents research

It is important for a manager to have at hand

precise answers to most of the questions that
his/her subordinates may raise about their
work .
 Hofstedes research

Power distance relates to the extent to which societies accept

that power in institutions and organizations is and should be
distributed unequally.

Uncertainty avoidance refers to the degree to which societies feel

threatened by ambiguous situations and the extent to which they
try to avoid uncertain situations.

Individualism reflects the extent to which individuals are

integrated into groups.

Masculinity measures the extent to which the dominant values

are male (assertiveness, not caring for others, the acquisition of
money and goods).
 Trompenaars research
Trompenaars found 7 dimensions of difference:

1. Universalism versus particularism

2. Specific versus diffuse relationships

3. Neutral versus affective relationships

4. Individualism

5. Time

6. Environment

7. What people do
Universalism versus particularism measures the extent to which
people believe that general principles are more or less important than
unique circumstances and relationships.

Universalism Particularism

Focus is more on rules than Focus is more on relationships

relationships
Legal contracts are readily
drawn up
A trustworthy person is the
one who honours his/her
word or contract
There is only one truth or
reality that which has been
agreed to
A deal is a deal
than on rules
Legal contracts are readily
modified
A trustworthy person is the
one who honours changing
circumstances
There are several perspectives
on reality relative to each
participant
Relationships evolve
Specific versus diffuse relationships the degree of involvement
individuals are comfortable with in dealing with other people.

Specific Diffuse

More open public space; More closed public space but

more closed private space once in, more open private
space
Appears direct, open and
Appears indirect, closed and
extrovert introvert
Is to the point and often Often evades issues and beats
abrasive about the bush
Is highly mobile Is not very mobile
Separates work and private life Work and private life are closely
Varies approach to fit linked
circumstances, especially with Consistent in approach, especially
use of titles with use of titles
Neutral versus affective relationships different ways in which
cultures choose to express relationships.

Affective Neutral

Shows immediate reactions Opaque emotional state

either verbally or non-
verbally
Expressive face and body
signals
Is at ease with physical
contact
Raises voice readily
does not readily express what
he/she thinks or feels
Is embarrassed or awkward at
public displays of emotion
Is uncomfortable with physical
contact outside private circle
Is subtle in verbal and non-
verbal expressions
 The Spony Profiling Model (SPM)
Sponys model extends Schwartzs work into individual and cultural
differences in value systems.

In the SPM, Schwartzs two fundamental axes are:

1. Self-enhancement VS consideration for others

2. Group dynamics VS individual dynamics

At a more in-depth level of analysis the SPM includes:

Thinking
Action
Relationships

The SPM can be used to help managers and organizations to overcome

the trap of damaging stereotypes.
 Culture and the individual
There are those who think that:

1. Culture doesnt have a significant influence

on behaviour

2. Individual differences, not cultural ones,

explain why people act the way they do
 Three levels of uniqueness in human
mental programming-Hofstede
Personality:
Specific to individual
Inherited and learned

Culture:
Specific to group
Learned

Human nature:
Universal
Inherited
Limitations of cultural generalisations
Approaches that create categories of cultures have been
criticised for making a homogeneity assumption. This
criticism argues that there are significant differences on
most of these sorts of measures across groups within any
single country.

Cultural tightness or looseness-tightness reflects the

strength of social norms (how clear the norms are) and the
degree of sanctions (how much tolerance there is for
deviation) both of which vary from one society to another.

Behaviour depending on the situation.

Conclusion
Despite claims that culture is irrelevant in
our world, evidence emphasises the
enormous impact of different cultural
orientations good or bad on our
everyday lives.

By keeping the culture as helpful indicator

managers can avoid the tendency to
stereotype and can experiment with
appropriate behaviours and processes
that will hopefully lead to better
intercultural ability.

Although the impact of cultural

differences is important at an individual
level , it is even more critical to
understand what effect they can have at
the team and organizational level.
 Interpreting high-context
communication
What the British say? What they really mean?
Not bad Good or Very good
Quite good A bit disappointing
Oh, by the way, I am about to get to the primary
purpose of our discussion
I was a bit disappointed that you I am most upset and cross
I hear what you say I disagree and do not wish to discuss it
any further
With the greatest respect, I think you are wrong (or a fool)
Perhaps we could consider some I do not like your ideas
other options
Interesting That IS interesting or It is interesting
that you think it is interesting It
seems rather boring to me!
 Doing business in China
The Chinese place values and principles above money and
expediency.
Business meetings typically start with pleasantries such as tea
and general conversation.
When a meeting is ready to begin, the Chinese host will give
the appropriate indication. Similarly, when the meeting is
over, the host will indicate that it is time for the guest to
leave.
Because negotiating can involve a loss of face, it is common to
find Chinese carrying out the whole process through
intermediaries. This allows them to convey their ideas without
fear of embarrassment.
During negotiations, it is important not to show excessive
emotion of any kind.
 Doing business in Brazil
Physical contact is acceptable as a form of communication.

Face-to-face interaction is preferred as a way to communicate.

Do not be surprised if meetings begin anywhere from 10 to 30
minutes after the scheduled time.

Brazilians tend not to trust others, so be sure to form a strong

relationship before bringing up business issues. They will do
anything for friends, hence the expression, For friends,
everything. For enemies, the law.

Appearance is very important, as it will reflect both you and

your company. Be sure to have polished shoes. Think fashion.
Brazilian managers wonder, if Americans make so much
money, why do they dress like they are poor?