Professional Documents
Culture Documents
Individualism/collectivism
Power distance
Uncertainty avoidance
Masculinity/femininity
Time orientation
Individual differences
Individualism/Collectivism: cultures that emphasize individualism tend to accent
individual rights and freedoms and place considerable attention on self-respect whereas
collectivism heavily accent the group and values harmony among members. For example
in US there is individualistic culture(every person for him/her self) but Japan is
collectivistic, with the culture that can be characterized by the proverb:The nail sticks
up gets pounded down.
Power distance: refers to the belief which are strong and legitimate decision-making
rights separating managers and employees.
Individual differences
Uncertainty avoidance: These employees prefer to avoid ambiguity at work and those
who with high degree often prefer stability, security and clarity.
Masculinity/ Femininity: define gender roles in more traditional ways. In addition,
masculine societies evaluate assertive behavior and acquisition wealth ;whereas feminine
cultures contribute to the relationships among people, caring for others and greater
balance between family and work life.
Individual differences
Time orientation: some cultures emphasize values such as the necessity of preparing for
the future, the value of thrift and savings and the qualification of persistence which have
long-term orientation such as Hong Kong, China and Japan.
Other cultures value the past and accent the present with the respect for tradition and
need to fulfill historical social obligations, they have short-term orientation such as
France, Russia, and West Africa.
Managing at International workforce
Multiculturism: occurs when the employees in two or more cultures interact with each
one regular basis.
In some instances the new employees are parent-country nationals from the
nations in which the home office is located or they may be third-country
nationals from some other nations. In either case they are called expatriate
because they come from another nation. Their role is to provide a
combination of cultures in which both parties adjust to the new situation of
seeking greater productivity for the benefit of both the organization and the
citizens of the country.
Barriers to cultural adaption
An expatriate manager may find several barriers to adjust to the new culture. For
overcoming such problems is to acquire cultural awareness of the multiple ways in which
cultures differ(language , religion , food ,social behavior and etc).
High context cultures: these cultures tend to emphasize personal relations, place high
value on trust, focus on nonverbal cues(guidelines) and accept the need to attend to
social needs before business matters like China, Korea and Japan.
Low-context cultures: tend to rely on written rules and legal documents, conduct business
first and value expertise and performance like Germany, US and Scandinavian countries.
Barriers to cultural adaption
Parochialism: it means that the people see the situation around them from their own
perspective. They may fail to recognize key differences between their own and others
cultures.
Ethnocentrism: occurs when people are predisposed (talented) to believe that their
homeland conditions are the best. This predisposition is known as the self-reference
criterion or ethnocentrism.
Cultural empathy: is the awareness of the differences across the cultures and
understanding of the ways in which those differences can affect business relationships.
When culture empathy continues, it will result in geocentric organization which ignore
person's nationality while emphasizing employee ability in selection, assignment, and
decisions.
Barriers to cultural adaption
Cultural distance: is the amount of difference between any two social systems and may
range from minimal to substantial and it can affect the responses of all people to business
issues. For instance ,expatriates managers tend to be a little ethnocentric and to judge
conditions according to their country standards and consequently ,these problems will be
magnified .
Culture shock: the employees who move to new job often experience various degrees of
cultural shock which is a feeling of confuion, insecurity and anxiety. These are related to
not knowing how to act and about losing their self-confidence when wrong things are
made.
Overcoming barriers to cultural adaption
careful selection
Compatible adjustment
Pre-departure training
Orientation and support in new country
Preparation for reentry
Productivity and cultural contingencies
Cultural contingency: means that the most productive practices for a particular nation will
depend heavily on its culture. This lesson for both expatriate and local managers to
accept is neither home nations nor host nations practices are used exclusively.
Cultural contingencies are illustrated by theory Z ,an integrative model of organizational
behavior proposed by William Ouch. It provides a useful way in which behavioral
instructions must be adapted to fit the organizations cultural environment:
Long-term employment
Non-specialized careers
Individual responsibility
Concern for the total person
Less formal control systems
Consensus decision making
Slower rates of promotion
CROSS-CULTURAL COMMUNICATION
In addition to the desirability to speak and understand the language of
the host country the expatriates also need to gain an appreciation for
important differences in non-verbal communication (i.e. Body language).
If they do not, they risk making serious errors that might damage their
relationships with their employees, partners and suppliers.
Areas in which orientations to Cross-culture communication may differ
and are important contingency factors that must me considered carefully
by managers include:
Thought patterns
Meaning of Silence
Legitimacy of touch
CROSS-CULTURAL COMMUNICATION
Transcultural Managers are those who have learned to manage employees
in several cultures effectively.
Transcultural Employees are those who have learned to operate
effectively in several cultures. These employees are low in ethnocentrism
and adapt readily to different cultures without major cultural shock.
They usually communicate in more than one language.