MULTICULTURAL

INFLUENCES IN HRD

(DCE5130)
NOTE 1 MULTICULTURE &
SOCIETY)

SEMESTER TWO 2016/2017

 Assoc. Prof. Dr. Azizan Asmuni

Department of Professional Development & Continuing

Education (JPPPL)
Faculty of Educational Studies,

Universiti Putra Malaysia

Tel: office: 03-89467901

hp:019-2196581
azizanasm@gmail.com (Use this email)
azizanas@upm.edu.my
 OBJECTIVES:
At the end of this course, the students are able to:
Identify and elaborate key elements of his/her own
culture and other cultures in Malaysia/own
country
Analyze and relate key elements of culture
(cultural dimension) to the intracultural,
intercultural, and crosscultural Malaysian
workplace
Discuss and provide solution to issues and
challenges in working across cultures,
 SYNOPSIS:

This course emphasises the influence of

multiculture on human resource
development, the sensitivity of multiculture
on labour force in Malaysia and at the
international level, cross-cultural and
intercultural management of international
corporations).
 EVALUATION OF MULTICULTURAL
INFLUENCES IN HRD
(DCE5130)

1. Assignment 1 10%
2. Assignment 2 (Article Review)10%
3. Assignment 3 15%
4. Assignment 4 (Case Study)
(Group) 20 %
5. Participation 15%
6. Final exam 30%
 ASSIGMENT 1
What is your understanding of your own value in
your culture?
Identify your core value (can be more than one
values).
Describe the value/s by using the key elements of
culture (underlying assumption, value, symbol,
ritual and hero). The assignment should be based
on your own observation and experience. Some
references may be useful.
At least 4 pages. 1.5 spacing
Due date: Week 3
 ASSIGMENT 2 (Individual)
Search for ONE research article related to multicultural
influences in HRD/organization.
Review and discuss your chosen article based on your
understanding of :
1. cultural dimensions
2. the following article:
FACILITATING HARMONY IN DIVERSITY: USING
DELIGHTS, PUZZLES AND IRRITATIONS TO MEET
THE CHALLENGE OF DIVERSITY (provided in the
file or at www.amauta-
international.com/iaf2000/Abdullah2.PDF)
At least 3 pages. 1.5 spacing
Due date: Week 6
 ASSIGMENT 3
How Malaysian manager manage the
organization? (intracultural or intercultural
organization?
Select one or two cases/activities on how manager
manage the organization from cultural perpective
(in terms of leadership, communication,
motivating, managing conflict etc.) The
assignment can be either based on your own
experience or others or a research article.
At least 5 pages. 1.5 spacing
Due date: Week 10
 ASSIGMENT 4
CASE STUDY (GROUP ASSIGMENT)
How foreigners manage and need to know about managing
in Malaysia (Cross-cultural Organization)?
The students are expected to do a series of interview the
foreigners (particular from western countries, Japan,
Korea, Taiwan or Africas) who worked in Malaysian
organizations (company, NGO, government).
At least three foreigners of managerial level should be
interviewed.
Focus of the paper is how foreigners manage the
organization from the cultural perspective, the issues and
problems, their expectation, misunderstanding, etc.
At least 10 pages. 1.5 spacing
Due date: Week 14
 FINAL EXAM

Focus will be given on the ability of students to

analyse key dimensions/elements of own culture
and other cultures, and relate and propose
solutions to issues and challenges in the
multicultural workplace contexts.
 REFERENCES
MAIN:
Asma Abdullah (1996). Going Glocal. Malaysian Institute of
Management. Shah Alam. Malaysia (Asma Abdullah (2006). Ke arah
glokal : dimensi budaya dalam pengurusan Malaysia. Penterjemah Zol
Azlan Hamidin. Institut Terjemahan Negara Malaysia, Kuala Lumpur:)
Asma Abdullah And Aric Low (2001). Understanding the Malaysian
Workforce. Guidelines for Managers. Malaysian Institute of
Management. Shah Alam. Malaysia.
Asma Abdullah( 2001). Pengaruh Nilai Kebudayaan Melayu Dalam
Pengurusan Di Malaysia. Ph.D Dissertation. Fakulti Sains
Kemasyarakatan Dan Kemanusiaan, Universiti Kebangsaan Malaysia
(HD58.7 .A86 2001)
 REFERENCES

OTHERS
1. Adler, N.J. and Gundersen, A. (2008). International Dimension of
Organizational Behavior. (Fifth Edition.). South-Western, Canada.
2. Asma Abdullah and Paul B. Pedersen (2003). Understanding
Multicultural Malaysia : Delights, Puzzles & Irritations. Prentice Hall,
Petaling Jaya. 2003
3. Hofstede, G.H. and Hoftede, G.J. (2005). Cultures and Organizations:
Software of the Mind. Revised and Expanded 2nd edition, UK: McGraw
Hill.
4. Schein, E.H. (1997). Organizational Culture and Leadership, Jossey-
Bass, UK
 COURSE CONTENT

Part 1
Key elements of My Own Culture and other cultures in Malaysia

4 PARTS
Part 2 Relating at the intra cultural, intercultural, cross cultural
Malaysian workplace
.

Part 3 Issues and challenges in working across cultures, namely:

- when Malaysians go abroad to work
- when foreigners come to live and work in Malaysia.
 COURSE CONTENT
Part 1:
Key elements of My Own Culture and other cultures in Malaysia

o An awareness and understanding of one's

own set of values and cultural assumptions,. symbols,
rituals, and role models
o An understanding of values of people from different
ethnic groups in the country (Malays, Chinese, Indians
and Others).
o Cultural Similarities and Differences among Malaysians
 COURSE CONTENT

Part 2
Relating at the intra cultural, intercultural, cross cultural Malaysian workplace

O Similarities and differences in values and underlying assumptions of people

from different ethnic groups and how they are expressed through
managerial practices .
O A working knowledge of the business approaches, protocol, etiquette and
sensitivities as observed by each ethnic group at the workplace
O Acquire appropriate skills, strategies and techniques to interact with people from
different ethnic groups and cultures for business and social purposes
O Forces of Change: Industrialization, Westernization, Modernization, Islamization,
Vision 2020, Globalization and their impact in business
O Types of workplaces: Intracultural, intercultural and cross cultural
O Issues and challenges at the Malaysian workplace
 COURSE CONTENT
Part 3
Issues and challenges in working across cultures, namely:
- when Malaysians go abroad to work
- when foreigners come to live and work in Malaysia.

o An awareness and understanding of values and underlying assumptions of

people from different cultures in business settings (Americans,
Japanese, Australians, Canadians, Germans, Swedes,. etc)
o A knowledge of work practices as observed in different cultures:
concept of time, completed staff work, ethics, work relationships,
protocol, etiquette and sensitivities as observed by each culture
o Acquire appropriate skills, strategies and techniques to interact with the
host culture for business and social purposes
o Issues and challenges of international management

o Managing cross cultural interactions in business settings

 CULTURE
-DEFINITION
 SCHEINS
definition of culture
shared solutions to universal problems of
external adaptation (how to survive) and
internal integration (how to stay together) -
which have evolved over time and are
handed down from one generation to the next
Schein, 1985
emic, universal problems where the solution
is unique for a particular group , etic
why do people behave as they do?
Basic assumption, WELTANSCHAUUNG
 DEFINING CULTURE
. the collective programming
of the body, mind and spirit which
distinguishes members of one
group (nation, ethnic group,
company or category) of people
from another.
(born into, assimilation,
acculturation, immersion)(Asma,
1996)

is learned behavior and is transmitted by education

 MAKNA BUDAYA (in MALAY)
. pengaturcaraan kolektif semangat,
badan dan minda yang membezakan
ahli-ahli satu kumpulan (negara,
kumpulan etnik, syarikat atau kategori)
orang daripada yang lain.
(dilahirkan, asimilasi, pembudayaan
rendaman,)
(Asma, 1996)

is learned behavior and is transmitted by education

KEY ELEMENTS OF CULTURE
1. Symbols (Simbol)
2. Rituals (Upacara amal)
3. Heroes (Peranan
Ketua/Wira)
4. Values (Nilai)
5. Underlying Assumptions
(Andaian Dasar)
ICEBERG
CONSCIOUS

UNCONSCIOUS
 THE ICEBERG ANALOGY OF CULTURE

Seen,
Delights Symbols, Explicit
Rituals and heroes

Unseen,
Puzzles and Irritations Implicit
Values and Underlying Assumptions
 KEY ELEMENTS OF CULTURE
SYMBOLS
What we can see and hearlanguage, objects, jargon, objects, ways of
dressing

RITUALS
How do we do thingsmeetings, celebrations

ROLE MODELS
Who are our heroes/heroines

PRACTICES PRACTICES
Overt behaviors to VALUES Overt behaviors to
demonstrate values What we believe in.. demonstrate values
shoulds, oughts, and musts
inferred from our
behaviours

UNDERLYING ASSUMPTIONS
ways of perceiving, thinking and evaluating the world around us
Conscious
Symbols, rituals
and role models

Unconscious The roots

Values and
Underlying assumptions Akar umbi
1. SYMBOLS -What we can see
and hearlanguage, objects,
jargon, objects, ways of
dressing
 1. SYMBOLS

-What we can see and hear

-visible artifact, objects, hand gestures, ways of dressing
and addressing others
- expressions of our revered values.
- Important to understand the meaning of the symbol
enhance communication
2. RITUALS - How do we do thingsmeetings,
celebrations
 2. RITUAL

- How do we do things
-Systematic and programmed routines of day-to-
day life
- As standards of decorum (standard kesopanan)
to enable people to know what to expect, how to
behave and what they should do
- Communicate messages to outsiders on the
important aspects of living
- Gives the values revered by the a culture its
shape and characters
meetings, celebrations, kenduri
3. HEROES -Who are our heroes/heroines,
ROLE MODEL
Tan Sri Syed Mokhtar Al-
Bukhary

Tan Sri Dato' Seri Vincent Tan

Tan Sri T Ananda Krishnan

 3. HERO/ROLE MODEL

-Who are our heroes/heroines

-serve as models of behaviour (model kelakuan)
-by their actions and words, the heroes personify
the values of the culture
-often referred to and recognized by others as key
role players
- Interpret the values of culture to others
4. VALUES
- What we believe in.. shoulds, oughts, and
musts inferred from our behaviours
- The shoulds and oughts of thinking and
feeling given to us early in life which influence
our behaviors

Harmony, Family centeredness

Respect for elders, Polite behavior
Humility, Religious, Prosperity
Hardwork, Shame, Wealth, Risk taking,
Champion of causes, Teamwork
 Source:
Understanding The Malaysian Workforce, Malaysian Institute of Management, Kuala Lumpur, 2000

Malays
MALAYSIAN Cultural VALUES
Deference for elders
Harmony
Cooperation Chinese Indians
Being non-confrontational
Indirectness Food Loyalty of belonging
Faith in God Education Participation
Humility Achievement Brotherhood
Being apologetic
Hard work Harmony
Compliant
Tact, Politeness Success Respect
Courtesy Perseverance Family
Friendliness Diligence Filial piety
Generosity Gambling, Risk taking Fear of God
Being accommodating Entrepreneurship drive Karma
Tacit system of Wealth, Prosperity Hard work
reciprocal obligations
Thrift Security
Loyalty
Family orientation Family, Filial piety Face
Trustworthiness Respect, Hierarchy, Position Modesty
Fairness Status, Harmony, Face Being champion
Sincerity Modesty of causes
Honesty Being pragmatic/practical
Self respect (hormat diri)
Discipline, patience Americans: Task orientation Individualism Punctuality
Money Privacy Competition
 5. UNDERLYING ASSUMPTION - ways
of perceiving, thinking and evaluating
the world around us
We
Harmony
Relationship
Hierarchy
Shame
High context communication
Polychronic time orientation
Religious/Spritual
 5. UNDERLYING ASSUMPTION - ways of
perceiving, thinking and evaluating the world around us

8 PAIRED CULTURAL DIMENSIONS

1. Harmony -------------------------------------------------Control/Mastery
- gauges the individuals relationship with Nature
2. Relationship --------------------------------------------- Task
- measures the importance placed on relationships with others versus task accomplishments
3. Hierarchy--------------------------------------------------Equality
- gauges the emphasis placed on rank, status and other ascribed attributes over equality issues
4. Shame ---------------------------------------------------- Guilt
- verifies if shame (outer driven, external locus of control or guilt (inner driven internal locus
of control is the principle that guides behaviour
5. High--------------------------------------------------------Low context communication
- measures the extent to which cultures depend on the external environment, situation,
nonverbal signs to communicate
6. Polychronic-----------------------------------------------Monochronic time orientation
- verifies is the principle that guides behaviour is circular or sequential
7. We --------------------------------------------------------- I
- measures the preference for interdependence with other people
8. Religious --------------------------------------------------Secular
- verifies the degree in which religiosity, as opposed to secularity, is considered in work
related issues
@asma
 LINKING KEY ELEMENT OF CULTURE
SYMBOL
VALUES

PROTOCOL

VALUES
HERO

WEALTH, philanthropy
 LINKING KEY ELEMENT OF CULTURE

UNDERLYING ASSUMPTION VALUES

HIGH CONTEXT COMMUNICATION

Indirect
- What you see is not what you get - Not so specific
need to consider the context Implicit and
indirect
Time waster
Face saving
- Behaviour and person cannot be Collective agreement
separated Berliku liku

-Guarded in stating views and opinions

 KEY ELEMENTS OF CULTURE: Malay
Symbols Malay house, verandah. color green, salam, songkok,
selendang, keris. Kiss hand of elders

Rituals Greetings, salutations, praying slaughtering/halal food, eating

with fingers, Open House for Hari Raya, adat formalities, protocol

Heroes Penghulus, Imam, village elders, Dr Mahathir Mohamed,

Values Harmony, Family centeredness, Respect for elders, Polite

behavior, Humility, Modesty, Showing gratitude, Religious

Underlying assumptions:

Mans relationship with Nature Eco-friendly, harmony with others

Mans relationship with people Relationship orientation, Group oriented,

Shame driven, Hierarchical

Mans relationship with God Belief in both acquired and revealed knowledge
KEY ELEMENTS OF CULTURE: Chinese
Symbols Fengshui, Red color, Dragon, Tiger, Lantern, Expensive
cars

Rituals Tea ceremony, Lion dance, Cheng beng ceremony,

Joystick praying, Reunion dinners

Heroes Confucius, scholars, Educators, Sun Tzu,

businesspersons, Parents

Values Education, Prosperity, Harmony, Family

centeredness, Respect for elders, Hardwork, Shame,
Wealth, Face saving, Food, Risk taking

Underlying assumptions:

Mans relationship with Nature Harmony driven

Mans relationship with people Relationship orientation,
Mans relationship with God Confucianism, Buddhism, Taoism
 KEY ELEMENTS OF CULTURE: Indians
Symbols Banana leaf, coconut leaves, sarees, pottu, kolam

Rituals Offering garlands, chewing beetle leaves, bangle ceremony

Heroes Parents, film stars, spiritual figures, teachers, union leaders

Values God fearing, Spirituality, Harmony, Family centeredness,

Respect for elders, Hardwork, Champion of causes

Underlying assumptions:

Mans relationship with Nature Harmony driven

Mans relationship with people Relationship orientation, Hierarchical

Mans relationship with God Karma, Hinduism

 KEY ELEMENTS OF CULTURE: Americans
Symbols Eagle - freedom, strength, individuality, Flag. Big Mac,
Disney, Coke

Rituals Holidays. Independence Day, Thanks giving, Going to Church

on Sundays

Heroes Founding fathers, Martin Luther King, Athletes, Entertainers

Values Task orientation, Individualism, Punctuality, Money, Privacy,

Competitiveness,

Underlying assumptions:

Mans relationship with Nature Control, Mastery

Mans relationship with people Individualism, Task driven, Monochronic time,

Low context, Guilt, Equality

Mans relationship with God Secular

 CULTURAL BAGGAGE
the tendency for one's to pervade thinking, speech, and
behavior without one being aware of this pervasion.
becomes a factor when a person from one culture
encounters a person from another, and unconscious
assumptions or behaviors can interfere with interaction.
Workers bring along their home/society culture to org
One company (ex: Matsushita) bring along their cultural
values (Japanese) in the form of systems, procedures,
techniques and ways of developing HR to countries
wherever they develop companies.
 Bagasi Budaya (cultural baggage).
Semua individu pekerja samada di peringkat
atasan atau bawahan, akan membawa budaya
masyarakat masing-masing ke organisasi. Istilah
ini dinamakan Bagasi Budaya (cultural baggage).
Bagasi budaya ialah kecenderungan bagi
seseorang untuk membawa nilai dan amalan
budaya masyarakat masing-masing ke tempat
kerja. Pekerja akan membawa bersama budaya
masyarakat mereka kepada organisasi.
 Bagasi Budaya (cultural baggage).
Kecenderungan ini meresapi pemikiran, pertuturan
dan tingkah laku tanpa individu berkenaan
menyedari akan penyerapan tersebut.
Kecenderungan ini menjadi faktor penting apabila
seseorang dari satu budaya menemui seseorang
dari budaya yang lain.
Konflik boleh berlaku apabila terjadi
pertembungan budaya yang berbeza termasuk
salah faham, tidak mengetahui rasional sesuatu
amalan atau simbol yang digunakan.
 Bagasi Budaya (cultural baggage).
CONTOH
Pengurus Melayu akan membawa budaya Melayu apabila
mengurus syarikat yang dimilkinya.
Pekerja Jawa akan membawa budaya jawa apabila bekerja
di syarikat yang terdiri daripada pelbagai bangsa.
Pengarah etnik China akan meletakan simbol naga
ditempat kerja.
Pengurus dari Jepun (contoh,Sony Corporation) akan
membawa membawa nilai-nilai budaya Jepun dalam
bentuk sistem, prosedur dan sebagainya (seperti 5S,
Genba, kebersihan, patuh) apabila bekerja di Malaysia
 KEY UNDERLYING CULTURAL ASSUMPTIONS

Relationship 1. Control/Mastery.......Harmony
with Nature

2. Task...........................Relationships
3. Equality.....................Hierarchy
Relationship 4. Guilt.......................Shame
with people 5. Low Context..............High Context Communication
6. Monochronic.............Polychronic time
7. Individualism............Collectivism

Relationship 8. Secular......................Spirituality, Religious

with God Acquired.........................Revealed Knowledge

@asma
 8 PAIRED CULTURAL DIMENSIONS

1. Harmony -------------------------------------------------Control/Mastery
- gauges the individuals relationship with Nature
2. Relationship --------------------------------------------- Task
- measures the importance placed on relationships with others versus task accomplishments
3. Hierarchy--------------------------------------------------Equality
- gauges the emphasis placed on rank, status and other ascribed attributes over equality issues
4. Shame ---------------------------------------------------- Guilt
- verifies if shame (outer driven, external locus of control or guilt (inner driven internal locus
of control is the principle that guides behaviour
5. High--------------------------------------------------------Low context communication
- measures the extent to which cultures depend on the external environment, situation,
nonverbal signs to communicate
6. Polychronic-----------------------------------------------Monochronic time orientation
- verifies is the principle that guides behaviour is circular or sequential
7. We --------------------------------------------------------- I
- measures the preference for interdependence with other people
8. Religious --------------------------------------------------Secular
- verifies the degree in which religiosity, as opposed to secularity, is considered in work
related issues
@asma
 CHARACTERISTICS OF VALUES

The shoulds and oughts of thinking and

feeling given to us early in life which influence
our behaviors

Revered Freely
chosen Expressed

A clear, meaningful Consciously Efforts toward

and uncompromising chosen and not intended
statement about externally destination must
what is critical imposed be made visible

@asma
UNDERLYING ASSUMPTIONS and VALUES
1. HARMONY
Live in harmony with nature and co-
exist with the non-physical aspects Status quo
of the unseen world Flexible
Less likely to challenge existing Accommodating
boundaries Conflict avoidance
Difficult to be friends with those we Cooperation
disagree with Ketenteraman

2. MASTERY /CONTROL
Firm
Take control over environment
Demanding
and harness forces of nature to
Assertive
meet ones needs
Confrontational
Challenge existing boundaries Competitive
Can be friends with those we
@asma
disagree with
UNDERLYING ASSUMPTIONS and VALUES
3. RELATIONSHIP
-it is important to recognize that the basis of doing business More sensitive
with another person is to first build good and friendly to feelings,
relationships. Only then will the task get done. Not wanting
- believe that it is only by understanding and having a "feel" to hurt others,
for the other party that they are able to live and work
Easy to get
smoothly with them
-social competencies (being friendly, accommodating, etc)
along with
are more valued than cognitive competencies.

4. Task
- when doing business with another person it is important Critical thinking,
to agree on a written contract.
Detailed and
-Cognitive competencies (critical thinking, problem
solving, etc) are more valued than social competencies.
specific,
-the task is the boss; relationships are secondary in nature. Contractual
agreement
UNDERLYING ASSUMPTIONS and VALUES
5. HIERARCHY
Work, duties and responsibilities are
distributed according to seniority Respect for elders
Status and power
Superiors addressed and respected Protocol and
Tolerance of differences in status and ceremonies
wealth Politeness
Bersopan
Subordinates accept directions from
superiors without questions

6. EQUALITY
Most competent will be rewarded
Meritocracy
Superiors addressed on first name basis Egalitarian
Less ceremonies
Differences in status and wealth minimised

Subordinates not afraid to question

instructions of superiors @asma
UNDERLYING ASSUMPTIONS and VALUES
7. SHAME
External locus of control: Rely on external
sanctions (group, family, and team and authority) to
get things done
Face saving
Concern with what will people say if they do Group
something wrong accountability
Malu
Truth depends on values, and religious teachings

8. GUILT
Internal locus of control: Do things own volition
and guided by inner conscience Independent
Not concerned with what others may say about Autonomous
me Personal
accountability
Has a code of ethics - absolute sense of right
and wrong
@asma
UNDERLYING ASSUMPTIONS and VALUES
9. HIGH CONTEXT
What you see is not what you get - need
to consider the context Implicit and indirect Indirect
Not so specific
Behaviour and person cannot be
Time waster
separated
Face saving
Guarded in stating views and opinions Collective agreement
Berliku liku

10. LOW CONTEXT

Say what you mean mean what you say Direct
explicit meaning and direct Specific
Time saver
Behaviour is separated from the person Factual
Data-oriented
Not afraid to speak up when they have
something to say
@asma
UNDERLYING ASSUMPTIONS and VALUES

11. POLYCHRONIC
Time as flexible and part of life
Diffused
Do many things at one time
Analog
Circuitous, non-sequential
Flexible
Non-linear
Multi tasking
Punctuality and deadlines are not
absolute

12. MONOCHRONIC
Time as a scarce and finite resource
Displaced
Do one thing at a time
Digital
Sequential
Focus on targets
Linear oriented
Timeliness
Punctual and adhere to schedules
Efficiency driven
and meeting datelines
@asma
UNDERLYING ASSUMPTIONS and VALUES
13. WE -Collectivism Our way
Part of a group with common grounds We: Related self
- ethnicity, language, religion
Communitarianism
Group achievement more important Concern for welfare
than personal goals of others
Obedience, Loyalty,
Value cooperation, interdependence Duty, Sacrifice
and collaboration and communal Kita, Kami
responsibility
14. I- Individualism My way
I: Separated self
Unique and independent individuals Self-reliance
Self-actualization
Personal goals more important
than group goals Self-esteem
Privacy
Value competition, achievement, Autonomy
and independence Competition
@asma
 UNDERLYING ASSUMPTIONS and VALUES
15. RELIGIOUS
Important to combine both religious and
material dimensions in ones life
Religious
Workplace ethics are guided by ones religion Work is a form
of worship
Religious commitments be blended with
productive work

16. SECULAR
Religion is separated from work matters

Workplace ethics influenced by code of Work and religion

conduct and set of principles not to be mixed

Work targets more important than meeting

religious commitments
@asma
 TERIMA KASIH KERANA
BERSAMA-SAMA KITA BELAJAR
Prof. Madya Dr. Hj. Azizan Asmuni
SHUKRAN

MAMNON

TERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJAR

Prof. Madya Dr. Azizan Asmuni