Professional Documents
Culture Documents
MANAGEMENT
Chapter Outline
• Concept of Culture
• Elements of Culture
• Determinants of Culture
• level of culture
• Cross cultural theories
• Cross Cultural Communication
• Culture Shock
Concept of
Culture
• Culture is learned
• Culture is unconscious
• Culture is shared
• Culture is integrated
• Culture is Symbolic
• Culture is a way of life
• Culture is Dynamic
• Culture is Relative
• Culture is universal
Education
Political
Language
philosophy
Determinants Social
Religion of Culture structure
level of culture
pervasive and extends to the whole of a
Dominant Culture country
• Uncertainty avoidance
Hofstede
Countriesobserved
in whichtwo types
people of distance:
blindly obey the Countries which people (supervisors and
1.orders
High power
of theirdistance
superior, employees sub
2.acknowledge
Low power distance
the boss’s authority simply ordinates) are apt to regard one another
by equal in
respecting that individual’s formal position power.
in
the hierarchy, and they seldom bypass the
chain of command
Results
• Less Harmony and less cooperation • More harmony and cooperation.
• Centralized order • Decentralized structure
• Autocratic Leadership • Democratic leadership
• Taller Organization structure • Flatter organization structure
Maxico, South Korea and India. Austria, Esrael, USA, UK, Denmark
Power Distance:
unequal power of distribution.
High Power distance Low power distance
Countries in which people blindly obey the Countries which people (supervisors and
orders of their superior, employees sub
acknowledge the boss’s authority simply ordinates) are apt to regard one another
by equal in
respecting that individual’s formal position power.
in
the hierarchy, and they seldom bypass the
chain of command
Results
• Less Harmony and less cooperation • More harmony and cooperation.
• Centralized order • Decentralized structure
• Autocratic Leadership • Democratic leadership
• Taller Organization structure • Flatter organization structure
Maxico, South Korea and India. Austria, Esrael, USA, UK, Denmark
Uncertainty Avoidance
High uncertainty avoidance Low uncertainty avoidance
Countries with high masculinity – India, Countries with low masculinity – Denmark,
Japan, Norway, Sweden etc.
USA, UK etc.
Kluckhohn - Strodthbeck
People try not to show their feelings People smile, talk loudly, greet
each other with enthusiasm
Specific vs. Diffuse
Specific - culture in which Diffuse - culture in which both
individuals have a large public public and private space are similar
space they readily in size and individuals guard their
share with others and a small public space carefully, because
private space they guard closely entry into public space affords
and share with entry into private space as well
only close friends and associates
People often are open and extroverted People often appear indirect and
introverted, and work and private life
often are closely linked
Environment
Inner-directed Outer-directed
People believe in controlling People believe in allowing things
environmental outcomes to take their natural course
• Irritability • Boredom
• Fluctuating appetite • low energy
• Moodiness • Confusion
• Disrupted sleep • Anxiety
• Homesickness • Negativity
• Spending time alone • Alienation
• Avoiding the locals • Depression
• Reading all day • Physical illness
• Depression
OCTAPACE
OPENNESS
CONFRONTATION
TRUST
AUTHENTICITY
PROACTIVELY
AUTONOMY
COLLABORATION
EXPERIMENTING.
a) Openness - the comparative openness in the system should
influence the design of HRS. Organizations can be classified in
continuum from completely open to completely close. No orgn
may be on the two extremes of the continuum. However, they
will tend to be towards one or the other end. The degree of
openness of the orgn will be an imp factor in determining the
nature of the various dimensions of HRD being designed, as
well as the way in which these dimensions should be
introduced. orgn which are fairly open may start with several
confronting designs of HRS .
UAE
United Arab Emirates
Dressing
Food Culture
Food Culture –
No No
• Pork
Muslims are prohibited from eating pork so it is not included in Arab
menus. There are substitutes for the same.
• Alcohol
Alcohol is generally only served in hotel restaurants and bars.
Exceptions are some clubs (e.g. golf clubs) and associations.
Doing Business in
the UAE
Business Social
Practices Customs
Working
Practice
Don’t
Do’s • Expect a one-on-one meeting to only
Address Emirati counterpart with include yourself and the other person.
appropriate titles
• Assume that the person who asks the
Dress Conservatively most questions in meetings holds the
Accept Invitation to a meal or most Responsibility.
social events
• DON’T ask about a person’s wife or
Politeness and courtesy daughters.
• Protocol-conscious
• Do business only with highest ranking executives
• Appear stiff and dull
• More expressive in private than in public
• Hard to draw up contracts due to language
barriers
• Have little advertising experience
Doing Business
in the
Middle East
Care of Old People Sons are expected to Old parents are not cared for.
take care of their
Parents.
• Box of Sweets
• Chocolates
• Bouquet of Flowers
• Household Items
• Liquor, but . . . .
Topics of Conversation
• Families
• Tradition
• Foreign Countries Poverty
• Cricket Personal Matters
• Politics & Religion
Military Spending
Doing Business in India
• FDI caps:
Telecom up to 74 percent,
Mining 74 percent,
Private sector banking 49 percent,
Insurance 26 percent.
(The government is seeking to increase the FDI caps further)
• Do’s
• Wrap gift in red or yellow paper
• Use both hands when offering a gift
• Don’ts
• Wrap gifts in green, white or black paper
• Sign a card in red ink
• Opened the gift when received
Dress
Etiquette
Dos
• Men should wear dark color, conservative
business suits with white shirts
• Women should dress conservatively and wear
light color
Don’ts
• Man shouldn’t wearing jewelry other than a
watch or wedding ring
Japanese company structure
VS
American company structure
Key concepts to understand
Japanese Business system
- Once you are hired by the company, you will work for it
until you retire
• Japan • US
-You get higher salary
as you get older
Your salary is based
on your current
Salary you get now is not
always related to your performance
current performance
Difference of salary you get and salary
based on your performance
1000000
900000
800000
700000 Salary you get
600000
500000 Salary base on your
performance
400000
300000
200000
100000
22 30 40 50 60
Findings
• Japan
Cross functional
Workers are assigned
various jobs within a • US
company
Your career is developed
within a company Vertical functional
Workers are promoted
Ex)A marketing senior within a department
manager is promoted to a
HR Vice president
Your career is developed
within a market
Recruiting and Promotion Decision makers
• Japan • US
• Japan • US
General skills is required Special skills that is
in a company required for a job in
the market
Workers try to get overall
skills that is necessary to
fulfill various jobs in a Workers try to get
company special skills that is
necessary to fulfill a
specific job
Commitment
• Japan: Lifelong (終身雇 • US: Short term
用) You change companies
Once you are hired to the or jobs and proceed
company, basically you will within the market
work for the company until
you retire
Exception)Workers are Average Americans have
sometimes sent to an 6-8 different jobs and 3-4
another company that has different occupations
relation with his/her
company but mainly it is for
making stronger connection
between companies
Japan:
Good points/ Bad points
• Bad
• Good
It is not easy to leave a company
You are able to see overall company,
which helps you to be a manager who which you find you do not fit
is fully understanding the company
You might be assigned to a
Insider CEOs care more about department that you do not desire
company future or reputation than
their own reputation or benefit
Not getting people who has
experience in a different market
Strong company culture and strong
loyalty is developed makes companies more difficult
to get new wind
-employees are thought to be assets
rather than cost
It is not easy to fire low productive
You can save the cost for workers workers
who quit jobs
US:
Good points/ Bad points
• Good • Bad
It is not easy to share company
culture with new workers
Flexible-you are able to change
companies, jobs as you desire It is expensive to advertise a job
opening, recruit and train a new
You can fire low productive worker
workers easily
Outsider CEOs care more about their
own reputation or benefit than
Getting new workers who has company reputation of future
experience of a different market or
jobs brings new wind to a Companies lay-off employees easily,
company employees quits easily
-low trust
Business culture-
China vs US
Presentation Outline
China US
• Everything is in • Efficiency and
harmony effectiveness
• Change is viewed • End result
as disruptive • logical reasoning on
• Reason -- too many facts
people • change to get
desired results
Importance of Relationship
• China • US
• 4 important social • constitutions
groups: relatives, guarantee the rights
schoolmates, • a short history to
personal friends, inherit traditions
and the indirect • stress on
relationship from the individualism for
3 personal
• Importance of achievement
“guanxi”
(connection)
Relationship (continued)
China • US
• Build on subtlety • Frank and open
• Language based on
abstraction of ideas
• Reduce
confrontation
• Outspoken --not
norm
(read the tea leaves-
- observe body,
Subtlety and Explicitness (continued)
• Courtesy
(righteousness,
ethics and honor)-
virtues
• Saving face
• Do not say “no”
easily
• Hint to get help
• Self-control makes
people appear “shy”
Communication Style
China US
• Silence for reflection • uncomfortable with
• Not to exaggerate gaps of silence
(implications on • Some American feel
marketing a product) ok to exaggerate
• fluency and gift of
gab--admirable
Communication-continued
• China US
• contract is the end
in itself
• Americans think
Chinese use
banquet as the way
to get upper hand
• discuss openly costs
and benefits
Rule of Banquet
China US
• Much attention to • using club members
eating and drinking
• Private rooms in
restaurant
• round table with
chopsticks
• Seats assigned
• Do not stretch arm
for food
Taboos
• China US
• Concerns with • Hard work
numbers (symbol for
luck)
• Success factors:
fate, luck, feng-
shui,good deeds
and knowledge
Strategies of
Resolving Conflict
• Avoiding
• Forcing
• Education and persuasion
• Infiltration
• Accommodation
• Negotiation and compromise
• Collaboration and problem solving
International Manners
• Africa Present the card with right hand
• Asia Offer the card with both hand and accept in the same way (China, Japan,
• South Korea, India)
• Australia & New Zeeland- Not so Important for them
• Europe -Power breakfasts are become more popular (in France, Switzerland,
England)
• Middle East & Gulf Countries -Present Card with right hand with respect
• Canada & USA It is acceptable to make a cold call ( calling a person without making
an
• introduction or appointment
• Africa Be prepared for a large no. of people
• Asia Decide before hand what tech. information they are willing to share and be
sure everyone on your team knows
• Australia & New Zeeland- To the point, specific and punctual
• Europe Class conscious good manners are critical and ignorance is no excuse for
bad manners
• Middle East & Gulf Countries- Maintain Royalty and detail discussion, prefer local
language or English
• Canada & USA Meeting begin and end as scheduled. There is very little small talk at
meetings
Topics to Avoid:
• Asia Decide before hand what tech. information they are willing to share
and be sure everyone on your team knows
• Middle East & Gulf Countries- Maintain Royalty and detail discussion,
prefer local language or English
• Canada & USA Meeting begin and end as scheduled. There is very little
small talk at meetings
Doing business in China
1. The focus of reform in China is primarily on the state owned enterprises (SOE).
2. The managers are official, not entrepreneurs, there is no real incentives for them.
3. Business meetings typically start with pleasantries such as tea and general
conversation about the guest’s trip to the country, local accommodations, and family.
4. The Chinese host will give the appropriate indication for when a meeting is to begin
and when the meeting is over.
5. Once the Chinese decide who and what is best, they tend to stick with these
decisions. Although slow in formulating a plan of action, once they get started, they
make fairly good progress.
6. In negotiations, reciprocity is important. If the Chinese give concessions, they expect
some in return.
7. Because negotiating can involve a loss of face, it is common to find Chinese carrying
out the whole process through intermediaries.
8. During negotiations, it is important not to show excessive emotion of any kind.
Anger or frustration is viewed as antisocial and unseemly (indecent).
9. Negotiations should be viewed with a long-term perspective. Those who will do
best are the ones who realize they are investing in a long-term relationship.
Doing business in India
1. It is important to be on time for meetings.
2. Personal questions should not be asked unless the other individual is a
friend or close associate.
3. Titles are important, so people who are doctors or professors should be
addressed accordingly.
4. Public displays of affection are considered to be inappropriate, so one
should refrain from backslapping or touching others.
5. Beckoning is done with the palm turned down; pointing often is done with the
chin.
6. When eating or accepting things, use the right hand because the left is
considered to be unclean.
7. The namaste gesture can be used to greet people; it also is used to convey
other
messages, including a signal that one has had enough food.
8. Bargaining for goods and services is common; this contrasts with Western
traditions, where bargaining might be considered rude or abrasive.
Thank You