Quan Tri Da Van Hoa Nguyen Thi Phuong Linh Week 2 The Meaning and Dimension of Culture Copy Copy (Cuuduongthancong - Com)

BUSINESS
IN MULTICULTURAL ENVIRONMENT
om
.c
Chapter 1
ng
co
The Meanings and Dimensions of
an
Culture
th
o ng
du
Instructor: MA. Nguyen Thi Phuong Linh.

u
cu
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
CuuDuongThanCong.com https://fb.com/tailieudientucntt
Summarize lesson 1
om
1. What is culture? What are characteristics of
.c
culture?
ng
co
2. Is culture diversified? How?
an
3. Do cultural differences affect International
th
business? How? (3 ways to examine)
o ng
4. What is value in culture?
du
5. Examine differences and similarities of value

u
cu
6. Is value changing over time?
4-2
Characteristics of Culture
• Learned - Culture is not inherited or biologically based; it is
om
acquired by learning and experience
.c
• Shared - People are members of groups that shared
ng
culture; it is not specific to single individuals
co
• Trans-generational - Culture is cumulative, passed down
an
from one generation to the next.
th
• Symbolic – Culture is based on the human capacity to
o ng
symbolize or use one thing to represent another.
du
• Patterned – Culture has structure and is integrated; a

u
cu
change in one part will bring changes in another

• Adaptive – Culture is based on the human capacity to
change or adapt (the new things), as opposed to the
generally driven adaptive process of animals 4-3
A Model of Cultural diversity
om
.c
ng
- Outer ring consists of
co
observable things: food,
an
language, buildings and art
- Middle ring consists of
th
formal/informal norms and ng
values by which people
o
understand how to behave
du
- Inner ring consists of

assumptions that govern
u
cu
behavior by which people can

organize themselves in a way
that improve effectiveness of
problem-solving process and
interact well with each other.
4-4
Compare culture as a normal
distribution
om
.c
ng
co
an
th
o ng
du
u
cu
4-5
Values in Culture
om
• Values
.c
– Basic convictions that people have about
ng
co
• Right and wrong
an
• Good and bad
th
• Important and unimportant
o ng
– Learned from culture in which individual is
du
reared
u
cu
– Value can be different and similar across

cultures.
4-6
BUSINESS
IN MULTICULTURAL ENVIRONMENT
om
.c
Chapter 1
ng
co
The Meanings and Dimensions of
an
Culture
th
o ng
du
Instructor: MA. Nguyen Thi Phuong Linh.

u
cu
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Lesson Objectives
om
• Hofstede’s model
.c
ng
co
• Trompenaars’s model
an
• The Global Project th
o ng
du
• Summarize today’s lesson and

u
cu
chapter 1
4-8
Hofstede’s four Cultural Dimensions
om
.c
ng
1.Power distance
co
an
2.Uncertainty avoidance
th
ng
3.Individualism vs. Collectivism
o
du
u
4.Masculinity vs. Femininity

cu
4-9
Hofstede’s four cultural Dimension
• Gerard Hendrik (Geert) Hofstede (born
om
.c
2 October 1928) is a Dutch social
ng
psychologist, former IBM employee,
co
and Professor Emeritus of
an
th
Organizational Anthropology and ng
o
International Management at
du
Maastricht University in the

u
cu
Netherlands,
• His most notable work has been in

4-10
developing cultural dimensions theory.
Hofstede’s four cultural Dimension
om
• Geert Hofstede identified four dimensions and later a
.c
fifth dimension
ng
1. Power distance
co
2. Uncertainty avoidance
an
3. Individualism vs. Collectivism
th
4. Masculinity vs. Femininity ng
• The purpose of the model is to explain how and why
o
people from various cultures behave as they do.
du
• His initial data were gather from two questionnaire

u
cu
surveys with over 116,000 respondents from over 70

different countries around the world – making it the
largest organizationally based study ever conducted.
4-11
Hofstede’s Four Cultural Dimensions
om
• Power distance: Less powerful
.c
members accept that power is distributed
ng
unequally
co
an
– High power distance countries: people
th
blindly obey superiors; centralized, tall
ng
structures (e.g., Mexico, South Korea, India)
o
du
– Low power distance countries: flatter,

u
cu
decentralized structures, smaller ratio of

supervisor to employee (e.g., Austria,
Finland, Ireland)
4-12
Hofstede’s Four Cultural Dimensions
om
• Uncertainty avoidance: people feel threatened by
.c
ambiguous situations; create beliefs/institutions to
ng
avoid such situations
co
– High uncertainty avoidance countries: high need for
an
security, strong belief in experts and their knowledge;
structure organizational activities, more written rules, less
th
managerial risk taking, low labor turnover (e.g., Germany,
ng
Japan, Spain)
o
– Low uncertainty avoidance countries: people more willing

du
to accept risks of the unknown, less structured organizational

u
cu
activities, fewer written rules, more managerial risk taking,

higher labor turnover, more ambitious employees (e.g.,
Denmark and Great Britain)
4-13
Uncertainty avoidance
om
Xã hội có UA yếu Xã hội có UA mạnh
.c
Ít người cảm thấy không hạnh Nhiều người cảm thấy không hạnh
ng
phúc phúc
co
an
Ít lo lắng về sức khỏe và tiền bạc Nhiều lo lắng về sức khỏe và tiền
bạc
th
ng
Giáo viên có thể trả lời ―tôi không Giáo viên đề nghị mọi người trong
o
du
biết‖ lớp cùng giúp đỡ trả lời câu hỏi

u
cu
Khi đi mua sắm, tìm kiếm sự thuận Khi đi mua sắm, tìm kiếm sự thuần
tiện khiết, sạch sẽ
om
Xã hội có UA yếu Xã hội có UA mạnh
.c
Mua xe hơi cũ, tự sửa nhà Mua xe hơi mới, thuê thợ sửa
ng
chữa nhà
co
an
Chấp nhận nhanh chóng các Có sự do dự khi chấp nhận
th
phát kiến mới như ng sản phẩm mới hay kỹ thuật
smartphone, email, internet mới
o
du
Sự hài hước trong các đoạn Sự xuất hiện của các chuyên
u
quảng cáo gia trong các clip quảng cáo

cu
Hofstede’s Cultural Dimensions
om
• Individualism is the tendency of people to look after
.c
themselves and their families only; Collectivism is the
ng
tendency of people to belong to groups or collectives
co
and look after each other in exchange for loyalty.
an
– High individualism countries: wealthier,
th
protestant work ethic, greater individual initiative,
ng
promotions based on market value (e.g., U.S.,
o
Canada, Sweden)
du
– High collectivism countries: poorer, less support

u
cu
of Protestant work ethic, less individual initiative,

promotions based on seniority (e.g., Indonesia,
Pakistan)
4-16
om
• Masculinity is a situation in which the dominant
.c
values in society are success, money and things;
ng
Femininity is a situation in which the dominant values
co
in society are caring for others and quality of life
an
– High masculine countries: stress earnings,
th
recognition, advancement, challenge, wealth; high
ng
job stress (e.g., Germanic countries)
o
– High feminine countries: emphasize caring for

du
cooperation, friendly atmosphere, employment

u
cu
security, group decision making; low job stress (e.g.,

Norway)
4-17
Masculinity vs. Femininity
om
Xã hội nam tính Xã hội nữ tính
.c
Đánh giá cao giáo viên thông minh Đánh giá cao giáo viên thân thiện
ng
Thi rớt là thảm họa Thi rớt là sự cố nhỏ
co
Lựa chọn công việc dựa trên cơ hội Lựa chọn công việc dựa trên quan
an
nghề nghiệp tâm nội tại.
Phụ nữ mua sắm thực phẩm, đàn
th Phụ nữ và đàn ông cùng nhau mua
ng
ông mua xe hơi thực phẩm và xe
o
du
Hai người yêu nhau cần 2 chiếc xe Hai người yêu nhau cần một chiếc
u
hơi xe hơi
cu
Nhiều sản phẩm cá nhân được bán Nhiều sản phẩm cho gia đình được
bán
Masculinity vs. Femininity
om
Xã hội nam tính Xã hội nữ tính
.c
Thích đọc sách phi – tiểu thuyết Thích đọc sách tiểu thuyết
ng
Internet sử dụng cho tìm kiếm thông Internet sử dụng cho mục đích xây
co
tin dựng mối quan hệ
an
Thích làm việc trong các công ty lớn Thích làm việc trong công ty nhỏ
th
Sống để làm việc ng Làm việc để sống
Thích nhiều tiền hơn thích thời gian Thích nghỉ dưỡng hơn là nhiều tiền
o
du
nghỉ dưỡng
u
Nghề nghiệp ổn định là bắt buộc đối Nghề nghiệp ổn định là tùy chọn với
cu
với nam giới, tùy chọn với nữ giới cả hai giới
Integrating the Dimensions
om
.c
• It is very useful in depicting what
ng
co
countries appear similar in values, and to
an
th
what extent they differ with other country
ng
o
cluster.
du
u
cu
4-20
Integrating the Dimensions
om
.c
ng
co
an
th
o ng
du
u
cu
4-21
om
.c
ng
co
an
th
o ng
du
u
cu
4-22
om
.c
ng
co
an
th
o ng
du
u
cu
4-23
Cultural Difference between
Taiwan and US.
om
Taiwan U.S.A
.c
ng
Power Distance Medium/ high Medium/ how
co
an
th
Uncertainty Avoidance o High
ng High
Masculinity Medium/ low Medium/ high

du
u
cu
Collectivism High Low
4-24
Taiwan and US.
om
.c
Power distance Taiwan U.S.A
ng
1. Managers should make most decisions 2.79 2.54
without consulting subordinates
co
2. It is frequently necessary for a manager to 3.64 3.39
an
use authority and power when dealing with
th
subordinates ng
3. Managers should seldom ask for the 2.52 2.10
opinions of employees
o
du
4. Employees should not disagree with 3.46 2.54

management decisions.
u
cu
5. Managers should not delegate important 2.68 2.20

tasks to employees.
4-25
Taiwan and US.
om
.c
ng
co
an
th
o ng
du
u
cu
4-26
Taiwan and US.
om
.c
ng
co
an
th
o ng
du
u
cu
4-27
Taiwan and US.
om
.c
ng
co
an
th
o ng
du
u
cu
4-28
om
.c
ng
co
an
th
o ng
du
u
cu
4-29
Trompenaars’ Cultural Dimensions
om
• Alfonsus (Fons) Trompenaars (born 1953, Amsterdam) is a
.c
Dutch organizational theorist, management consultant, and
ng
author in the field of cross-cultural communication.
co
• Trompenaars' model of national culture differences is a well-
known framework for cross-cultural communication applied to
an
general business and management
1. Universalism vs. Particularism
th
ng
2. Individualism vs. Communitarianism
o
du
3. Neutral vs. Emotional

4. Specific vs. Diffuse
u
cu
5. Achievement vs. Ascription

6. Time
7. The Environment
4-30
om
• Trompenaars’s research was conducted over
.c
a 10-year-period and published in 1994.
ng
• He administered research questionnaires to
co
over 15,000 managers from 28 countries and
an
th
received usable responses from at least 500 in
ng
each nation
o
• His research result is a wealth of information

du
u
helping explain how cultures differ and offering

cu
practical ways in which MNCs can do business

in various countries.
4-31
om
.c
ng
co
an
th
ng
o
du

u
cu
6. Time
7. The Environment
4-32
om
.c
- Universalism is the belief that ideas/practices can be
ng
applied everywhere without modification.
co
High universalism countries: the focus is more on formal
an
rules than on relationships, business contracts are
th
adhered to very closely, and people believe that ―a deal is
ng
a deal‖ (e.g., Canada, U.S., Netherlands, Hong Kong)
o
du
- Particularism is the beliefs that circumstances dictate

how ideas and practices should be applied.
u
cu
High particularism countries: the focus is more on the

relationships and trust more than formal rules, legal
contracts are often modified (e.g., China, South Korea)
4-33
Example of Universalism and Particularism
om
.c
ng
co
an
th
o ng
du
u
cu
4-34
om
.c
ng
co
an
th
o ng
du
u
cu
4-35
om
.c
ng
Recommendation:
co
an
• When doing business in a universalism culture, people should be
th
prepared for rational, professional arguments and a “let’s get
o ng
down to business” attitudes.
du
• When doing business in a particularism culture, people should be

u
cu
prepared for personal meandering or irrelevancies that seem to

go nowhere.
4-36
om
.c
ng
co
an
th
o ng
du
u
cu
4-37
om
.c
– Individualism: people regarding themselves as
ng
individuals. Countries with high individualism:
co
stress personal and individual matters; assume
an
great personal responsibility (e.g., Canada,
th
Thailand, U.S., Japan) ng
– Communitarianism: people regarding themselves
o
du
as a part of group. Value group-related issues;

u
committee decisions; joint responsibility (e.g.,

cu
Malaysia, Korea)
4-38
Example of Individualism vs Communitarianism
om
• If you were to be promoted,
.c
which of the two following
ng
issues would you emphasize
most: (a) the new group of
co
people with whom you will be
an
working or (b) the greater
th
responsibility of the work you ng
are undertaking and the higher
o
income you will be earning?
du
The following reports the latest

u
scores associated with the

cu
individualism of option b—
greater responsibility and more
money
4-39
om
.c
ng
Recommendation:
co
an
• When doing business in a communitarianism culture,
th
ng
people should be patience and aim to build lasting
o
du
relationship.
u
• When doing business in Individualism culture, people

cu
should be prepared to emphasize a great deal of

personal responsibility.
4-40
om
.c
• Neutral: culture in which emotions not shown
ng
– High neutral countries: people try not to show their
co
feeling, they act stoically and maintain composure
an
(e.g., Japan and U.K.)
th
• Emotional: Emotions are expressed openly and
ng
naturally
o
du
– High emotion cultures: people smile a lot, talk

u
loudly, greet each other with enthusiasm (e.g.,

cu
Mexico, Netherlands, Switzerland)
4-41
om
.c
Recommendation:
ng
co
• When doing business in a neutral culture, people should put as
an
th
much as they can on paper and submit it to the other side. They
ng
should realize that lack of emotion does not mean a lack of
o
du
interest or boredom, but rather that people from neutral culture do

u
not like show their emotion..

cu
• When doing business in emotional culture, people should try to

respond calmly to the emotional affections.
4-42
om
.c
– Specific: large public space shared with others and small
ng
private space guarded closely
co
• High specific cultures: people open, extroverted; strong
an
separation work and personal life (e.g., Austria, U.K., U.S.)
th
– Diffuse: public and private spaces similar size, public space
ng
guarded because shared with private space; people indirect
o
and introverted, work/private life closely linked (e.g.,
du
Venezuela, China, Spain)

u
cu
4-43
om
.c
Recommendation:
ng
co
• When doing business in a diffuse culture, people should
an
th
respect a person’s title, age, and background connections;
ng
do not get impatient when people are indirect or circuitous.
o
du
• When doing business in specific culture, people not use

u
cu
their titles or acknowledge achievements or skills that are

irrelevant to the issues being discussed..
4-44
om
.c
ng
co
• Achievement culture is one in which people are
an
accorded status based on how well they perform
th
ng
their functions (Austria, Switzerland, U.S.)
o
du
• Ascription culture is one in which status is

u
cu
attributed based on who or what a person is (e.g.,

Venezuela, China, Indonesia)
4-45
om
.c
• Recommendation:
ng
• When doing business in a ascription culture, people
co
should make sure that their group has older, senior,
an
and formal position holders who can impress other
th
side; respect counterpart’s status and influences.
ng
• When doing business in an achievement culture,
o
du
people should make sure that their group has

u
sufficient data, technical advisers and knowledgeable

cu
people to convince the other group that they are

proficient.
4-46
om
6. Time
.c
– Sequential: only one activity at a time; appointments
ng
kept strictly, follow plans as laid out (U.S.)
– Synchronous: multi-task, appointments are
co
approximate, schedules subordinate to relationships
an
(e.g., France, Mexico)
th
– Present vs. Future:
• Future more important (Italy, U.S., Germany)
ng
• Present more important (Venezuela, Indonesia
o
du
• All 3 time periods equally important (France, Belgium

u
cu
– Recommendation: doing business with future-oriented

cultures, an effective international manager should emphasize
the opportunities, limited scope, agree to specific deadlines
for getting things done
4-47
om
6. Time
.c
Recommendation:
ng
• When doing business in a sequential and
co
an
future-oriented cultures, people should
th
emphasize the opportunities, limited scope,
ng
agree to specific deadlines for getting things
o
du
done
u
• When doing business in a synchronous and

cu
past or present oriented cultures, people

should provide multiple task but without strict
deadlines 4-48
om
7. The Environment
.c
– Inner-directed: people believe in control of outcomes
ng
(U.S., Switzerland, Greece, Japan)
co
an
– Outer-directed: people believe in letting things take
th
own course (China, many other Asian countries)
ng
o
du
u
cu
4-49
om
7. The Environment
.c
Recommendation:
ng
co
• When doing business in a inner-directed
an
culture, people should emphasize the
th
ng
criteria and results can ben achieved.
o
• When doing business in a outer-directed

du
u
culture, people should be persistent and

cu
polite, maintain good relationships with

the other party.
4-50
om
One of the things he asked managers to do was choose between the
following statements:
.c
1.What happens to me is my own doing.
ng
2.Sometimes I feel that I do not have enough control over the
co
directions my life is taking
• United States 89%
an
Managers who believe in controlling • Switzerland
th
84%
their own environment would opt for
• Australia
ng
81%
the first choice; those who believe
• Belgium
o
that they are controlled by their 76%
du
environment and cannot do much • Indonesia 73%

u
about it would opt for the second. • Hong Kong 69%

cu
Here is an example by country of • Greece 63%

the sample respondents who
• Singapore 58%
believe that what happens to them
is their own doing • Japan 56%
• China 35% 4-51
Quiz: Analyze Japanese culture based
on Trompenaars’s model?
Trompenaars’s
om
Japan
cultural dimensions
.c
ng
Universalism vs. Particularism Universalism
co
an
Individualism vs. Communitarianism Communitarianism
th
ng
Neutral vs. Emotional Neutral
o
du
Specific vs. Diffuse Diffuse

u
Achievement vs. Ascription Ascription

cu
Time: sequential vs synchronous Both
4-52
The Environment:
CuuDuongThanCong.com
Inner-directed
https://fb.com/tailieudientucntt
Integrating Culture and Management:
The GLOBE Project
om
• GLOBE: Global Leadership and Organizational
.c
Behavior Effectiveness.
ng
• Project extends and integrates previous analyses of
co
cultural attributes and variables.
an
• Evaluates nine different cultural attributes using middle
th
managers from 951 organizations in 62 countries.
ng
• Multi-cultural team of 170 scholars from around the
o
du
world worked together to survey 17,000 managers in 3

u
industries: financial services, food processing, and

cu
telecommunications.
• Covered every major geographic region of the world.
4-53
The GLOBE Project
om
• The 9 Dimensions of the GLOBE
.c
Project:
ng
–
co
– Power distance
an
– Collectivism I: Social collectivism
–
th
Collectivism II: In-group collectivism
ng
– Gender egalitarianism
o
du
– Assertiveness
u
– Future orientation
cu
– Performance orientation
– Humane orientation
4-54
GLOBE Results
om
• Corresponds generally with those of Hofstede
.c
and Trompenaars.
ng
• Different from Hofstede in that many more
co
researchers with varied perspectives were
an
th
involved (vs. Hofstede workng alone); studied
ng
many companies vs. Hofstede’s IBM.
o
• GLOBE provides a current comprehensive

du
u
overview of general stereotypes that can be

cu
further analyzed for greater insight.
4-55
GLOBE Project
om
.c
ng
co
an
th
o ng
du
u
cu
4-56
GLOBE Analysis
om
.c
ng
co
an
th
o ng
du
u
cu
4-57
Closing Case: South Africa
om
.c
ng
co
an
th
o ng
du
u
cu
4-58
Review and Discuss
om
1. What is meant by culture?
.c
2. What is meant by value?
ng
co
3. What are the dimensions of Hofstede’s
an
model?
th
ng
4. Will cultural differences decline or
o
du
intensify as roadblock to international

u
understanding?
cu
5. Describe Trompenaar’s research.

6. Describe The global project. 4-59

Quan Tri Da Van Hoa Nguyen Thi Phuong Linh Week 2 The Meaning and Dimension of Culture Copy Copy (Cuuduongthancong - Com)

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Quan Tri Da Van Hoa Nguyen Thi Phuong Linh Week 2 The Meaning and Dimension of Culture Copy Copy (Cuuduongthancong - Com)

Uploaded by

Copyright:

Available Formats

BUSINESS

Instructor: MA. Nguyen Thi Phuong Linh.

5. Examine differences and similarities of value

6. Is value changing over time?

• Patterned – Culture has structure and is integrated; a

change in one part will bring changes in another

- Inner ring consists of

behavior by which people can

– Value can be different and similar across

Instructor: MA. Nguyen Thi Phuong Linh.

• Summarize today’s lesson and

4.Masculinity vs. Femininity

Maastricht University in the

• His most notable work has been in

• His initial data were gather from two questionnaire

surveys with over 116,000 respondents from over 70

– Low power distance countries: flatter,

decentralized structures, smaller ratio of

– Low uncertainty avoidance countries: people more willing

to accept risks of the unknown, less structured organizational

activities, fewer written rules, more managerial risk taking,

biết‖ lớp cùng giúp đỡ trả lời câu hỏi

quảng cáo gia trong các clip quảng cáo

– High collectivism countries: poorer, less support

of Protestant work ethic, less individual initiative,

– High feminine countries: emphasize caring for

cooperation, friendly atmosphere, employment

security, group decision making; low job stress (e.g.,

với nam giới, tùy chọn với nữ giới cả hai giới

Masculinity Medium/ low Medium/ high

Collectivism High Low

4. Employees should not disagree with 3.46 2.54

5. Managers should not delegate important 2.68 2.20

3. Neutral vs. Emotional

5. Achievement vs. Ascription

• His research result is a wealth of information

helping explain how cultures differ and offering

practical ways in which MNCs can do business

5. Achievement vs. Ascription

- Particularism is the beliefs that circumstances dictate

High particularism countries: the focus is more on the

• When doing business in a particularism culture, people should be

prepared for personal meandering or irrelevancies that seem to

as a part of group. Value group-related issues;

committee decisions; joint responsibility (e.g.,

The following reports the latest

scores associated with the

• When doing business in Individualism culture, people

should be prepared to emphasize a great deal of

– High emotion cultures: people smile a lot, talk

loudly, greet each other with enthusiasm (e.g.,

Mexico, Netherlands, Switzerland)

interest or boredom, but rather that people from neutral culture do

not like show their emotion..

• When doing business in emotional culture, people should try to

Venezuela, China, Spain)

• When doing business in specific culture, people not use

their titles or acknowledge achievements or skills that are

• Ascription culture is one in which status is

attributed based on who or what a person is (e.g.,

people should make sure that their group has

sufficient data, technical advisers and knowledgeable

people to convince the other group that they are