International Culture

Culture Defined
the collective programming of the mind
which distinguishes one group or category of people from another

Culture

Impacts everything
Shapes attitudes, beliefs, & behaviors Differences can produce both:

Friction and disruption Enormous benefit

Culture (contd)

Complex and rooted in:

Historical events Shared traditions Language

Geography Economic development Religion

Dynamic and constantly evolving

Should not be oversimplified

Can differ among individuals within culture

International Managers Must Consider Culture and

Employee Motivation Human resource practices Organizational structure Strategy formation and implementation Conflict management Negotiation tactics Leadership styles

The Key Is:

To understand culture and turn it into an advantage Research shows that companies are more successful when they consider local methods

Nature of Culture
Learned
Culture is acquired by learning and experience

Shared
People as a member of a group, organization ,or society share culture

Trans-generational
Culture is cumulative, passed down from generation to generation

Symbolic
Culture is based on the human capacity to symbolize

Patterned
Culture has structure and is integrated

Adaptive
Culture is based on the human capacity to change or adapt

Culture

Manifest Culture

Language, Dress, technology

Expressed Values

Cultures explanation of itself

materialism vs. spiritual enlightenment

Basic Assumptions

How Culture is Learned

Primary Socialization
Subcultures

Appropriate behavior for age, gender, etc.

Ethnic differences
Adult roles & occupations

Secondary Socialization

How Cultures Affect Management Approaches

Centralized Decision Making Risk Averse Individual Rewards Informal Procedures High Organizational Loyalty Co-operation Encouraged

Decentralized Decision Making Risk Seeking Group Rewards Low Organizational Loyalty Competition Encouraged

Value Priorities
United States
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Freedom Independence Self-Reliance Equality Individualism Competition Efficiency Time Directness Openness

Japan

Arab Countries

1. Belonging 1. Family Security 2. Group Harmony 2. Family Harmony 3. Collectiveness 3. Parternalism 4. Age/Seniority 4. Age 5. Group Consensus 5. Authority 6. Cooperation 6. Compromise 7. Quality 7. Devotion 8. Patience 8. Patience 9. Indirectness 9. Indirectness 10. Go-between 10. Hospitality

Values- basic convictions that people have regarding what is right and wrong, good and bad, important or unimportant

Value Differences and Similarities Across Cultures

Differences

Similarities

U.S. managers value tactful acquisition of influence Japanese managers value deference to superiors Korean managers value forcefulness and aggressiveness Indian managers value nonaggressive pursuit of objectives Australian managers value low-key approach with high concern for others

Strong relationship between managerial success and personal values Value patterns predict managerial success Successful managers favor pragmatic, achievement-oriented values while less successful managers prefer static and passive values

Hofstedes Dimensions of Culture:

Power Distance (Large or Small)

The extent to which less powerful members of institutions accept that power is distributed unequally Large (Mexico, South Korea, India) blindly obey order of superiors hierarchical organizational structure Patron system Small (U.S., Denmark, Canada) decentralized decision making flat organizational structures question the boss

Hofstedes Dimensions of Culture:

Uncertainty Avoidance (High or Low)

The extent to which people feel threatened by ambiguous situations High( Germany, Japan, Spain) high need for security strong beliefs in experts slower decision making Low (Denmark, UK) willing to accept risks less structuring of activities quick decisions

Hofstedes Dimensions of Culture:

Individualism vs. Collectivism
Individualism - The tendency of people to look after themselves
and their immediate family only strong work ethic promotions based on merit - U.S., Canada, UK

Collectivism - The tendency of people to belong to groups and to

look after each other in exchange for loyalty weaker work ethic promotions based on seniority - China, South
America

Hofstedes Dimensions of Culture:

Masculinity vs. Femininity

Masculinity the dominant values in society are success, money and things emphasis on earning and recognition high stress workplace Japan, U.S. Very low % of women managers in japan, they are told to stay home after marriage. Mex and peru high % of women work. Femininity the dominant values in society are caring for others and the quality of life employment security employee freedom Scandinavian cultures.

Tropanaars Dimensions:
Universalism/Particlarism

Universalism - Universal Ways

U.S., Switzerland, Sweden, U.K., Germany. People

will be more concerned about rules and regulations.

Particlarism - Situation Specific

Russia, South Korea, Venezuela. People will lie to

help friends. India very particulist.

Tropanaars Dimensions:
Universalism/Particlarism

Stop sign in the desert: Would you stop? Who controls local marketing: H.Q. or Local? More Particlarist = More commitment to leader

How to Cope: Universalism

Focus on rules (not relationships) Use legal contracts Trustworthy = Honor your word There is only one truth A deal is a deal

How to Cope: Particlarism

Focus on relationship Legal contracts changeable Trustworthy = Honor changing conditions Several perspectives on reality Relationships evolve, as do deals.

Tropanaars Dimensions:

Individualism/Collectivism

Individualist
Collectivist

U.S. Australia, U.K., Germany, Norway Mexico, Japan, China, India

Tropanaars Dimensions:

Individualism/Collectivism

Early bird gets the worm The race goes to the swift Longest nail gets hammered down

Tropanaars Dimensions:

Individualism/Collectivism

Merit pay and fast track promotion Travel alone or in small groups Group pay and promotion Travel in large groups

How to Cope: Individualism

Fast decisions Negotiator can commit for company Negotiating alone = trust of company Aim = quick deal

How to Cope: Collectivism

Slower decisions Negotiator cannot commit for company Negotiating as head of group = status in company Aim = lasting relationship

Tropanaars Dimensions:
Neutral/Affective

Show Emotions?

Yes:

Arabic countries, Spain & Hispanic cultures, Russia, France, Ireland USA, Mexico, Finland, UK

Some:

No:

Japan, Hong Kong, China, Austria, Poland

Neutral/Affective: American Culture

Do men and women show emotions in the same way? Are women more emotional than men?
Are men and women the same on showing emotions in other cultures?

Neutral/Affective: Humor
Americans and English use humor at work and humor is often self deprecating. Germans and Dutch use humor in social settings among friends. Singapore and Japan dont usually laugh in work settings.

Neutral/Affective:
Anglo-Saxon: __ __ __ __ __ __ __ __ __ Talking at diff times Latin: ___ ___ ___ ___ ____ ____ ____ At the same time Persians, Middle East: __ __ __ __ __ __ __taking turns to talk. Taking pauses between talk.

Neutral/Affective:
European:
Talk in paragraphs

US vs Europe
___ ___ ___ ___

___
___

___

USA:

__

__ __ __ __ __ __ __ __

Talk in bunch of 5 seconds sound bite

Tropanaars Dimensions:
Specific/Diffuse

Specific = Public & Private Separate Diffuse = Public & Private Same
your life are different.

USA, UK, Sweden, France, New Zealand. Both Nigeria, Argentina, Japan,Denmark, Russia,
Germany (weaker). They are same. As in India.

Tropanaars Dimensions:
Specific/Diffuse
Specific: Diffuse:

Private

Private

Tropanaars Dimensions:
Specific/Diffuse

Specific

Direct, to the point, purposeful in relating Precise, blunt, definitive, and transparent Principles and consistent moral stands
independent of person being addresses

Tropanaars Dimensions:
Specific/Diffuse

Diffuse -

Indirect, circuitous Evasive, tactful, ambiguous Highly situational morality depending on the
person and context encountered

How to Cope: Specific

Study the objectives, principles and numerical targets of the specific organization with which you are dealing Be quick, to the point, and efficient Structure meetings with time intervals and agendas Dont use titles or acknowledge skills that are irrelevant to the issue being discussed

How to Cope: Diffuse

Study the history, background and future vision of the diffuse organization Take your time There are many ways to reach a given goal Let the meeting flow, occasionally nudging its progress Respect the persons title, age, background connections, whatever the issue being discussed Go a lot with India

Tropanaars Dimensions:
Achievement/Ascription

Achievement: What you do - What have you

accomplished lately

Norway, Ireland, USA, Australia, Germany

Ascription: Who you are Family, Class, Age, Gender, Education, What youve done over your career

Egypt, Austria, Cuba,

Argentina

Tropanaars Dimensions:
Achievement/Ascription

Importance of Family Titles

Role of Translators:

Translate or Interpret

Personal discretion to speak for company Identification with Company or Profession

Negotiating w/ Achievement

Make sure you have convincing technical data Respect knowledge & info of counterparts Use the title that shows your personal competence Dont underestimate counterparts need to do more or better

Negotiating w/ Ascription

Make sure you have older/senior members on your team Respect status & influence of counterparts Use the title that shows your influence in company Dont underestimate counterparts need to fit their role

Tropanaars Dimensions:
Time Orientation

Polychronic Monochronic

Tropanaars Dimensions:

Time Orientation - Examples

Are you one thing at a time or multitasking Barcelona Olympics vs Atlanta Olympics

Tropanaars Dimensions:
Time Orientation

Past Venezuela Russia France

Future Japan Korea USA

Dealing with Sequentials

Do only one thing at a time Time is sizable and measurable Keep appointments strictly on schedule Relationships are secondary to schedule Strong preference for following initial plan

Dealing with Synchronics

Do more than one activity at a time Appointments are subject to giving time to others Schedules are secondary to Relationships Strong preference for following where relationships lead

Tropanaars Dimensions:
Orientation to Nature

Control Nature Go Along with Nature

Who Controls Fate?

External (Outer) Internal (Inner)

Venezuela China Russia Egypt Arab Nations USA UK Israel Norway France

Getting Along with Internals

Playing Hard Ball is legitimate to test the resilience of an opponent Winning your objective is important Win some, lose some.

Getting Along with Externals

Softness, persistence, politeness, and long, long patience will get rewards. It is most important to maintain your relationship Win together, lose apart.

Edward T Halls Concept:

Time Orientation : Other Names

Monochronic:

On Time, Sequential, A Time, Industrial Time In Time, Synchronic, B Time, Agricultural

Time

Polychronic:

Halls Context and Culture

High-Context

Low-Context

Message implicit Context provides info for interpretation Focus on long-term relationship Build trust over time

Message explicit Meaning based on what is actually said Focus on current situation Greater reliance on written contracts

Comparing High- and LowContext Cultures