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Understanding Cross-Cultural Fourth
Edition Marie-Joëlle Browaeys & Roger Price
Management
Understanding
Browaeys & Price

Understanding Cross-Cultural Management
Fourth Edition
Marie-Joëlle Browaeys & Roger Price

Given the global nature of business today and the increasing diversity within the workforce of so many
industries and organisations, a cross-cultural component in management education and training has
become essential. This is the case for every type of business education, whether it be for aspiring
Cross-Cultural
Management
graduates at the start of their careers or senior managers wishing to increase their effectiveness or
employability in the international market.
The 4th edition of Understanding Cross-Cultural Management has been adapted in line with the feedback
from our many readers, and boasts new case study material based on recent research, as well as a
stronger focus on Asian cultures, thereby providing more non-Western examples.
Fourth Edition
Understanding Cross-Cultural Management offers a selective but broad view of classic and contemporary
thinking on cultural management and encourages you to apply theories and ideas to practice - and to relate
them to your own experience - through various examples and cases from the business world as well as
through a range of practical activities, including:
• Cross-cultural concepts, which explain key ideas from leading theorists, thinkers and practitioners.
• Case studies (many of them based on articles from the Financial Times), dilemmas and points for
reflection, which enable you to judge internally and interact externally.
• Spotlights in every chapter, which briefly illustrate the concepts being described.
• Mini-cases with questions and points for discussion, which encourage consistent application of theory
to practice.
• Activities at the end of each chapter, as well as at the end of each of the book’s three parts, which
provide a broader and more integrated perspective on the material in each section. These encourage
you to develop both your cross-cultural management skills and a critical view of research done in this
area.
This book has been written for undergraduate and postgraduate students, as well as practising managers
and professionals, who are studying cross-cultural and international management as part of either
specialist international business programmes or general business-related qualifications. This book is also a
valuable resource for self-study, enabling readers to extend and to deepen their cross-cultural awareness.
Marie-Joëlle Browaeys is a lecturer and researcher in cross-cultural management, affiliated to Nyenrode

Business University, The Netherlands.
Roger Price, formerly senior lecturer at Nyenrode Business University, The Netherlands, is a freelance
coach, instructor and writer in the area of cross-cultural management.
Cover image: © Shutterstock Premier/OKing www.pearson-books.com
CVR_BROWA_04_.indd 1 3/5/19 9:08 AM

Contents
Further reading 214

References 215
Activities 216
8 Culture and leadership 222
Learning outcomes 222
Concept 8.1 Different conceptions of leadership 222
Concept 8.2 Leadership in a global context 229
Conclusion 235
Points for reflection 235
Further reading 236
References 236
Activities 237
9 Culture and corporate strategy 242
Concept 9.1 Cultural view of strategy 242
Concept 9.2 Strategic alliances and business cultures 248
Conclusion 256
Further reading 256
References 257
Activities 258
10 Managing human resources in a global environment 263
Concept 10.1 Diversity management in global organisations 264
Concept 10.2 International dimensions of managing human resources 272
Conclusion 278
Further reading 280
References 280
Activities 282
11 Culture and customers in the global market 293
Concept 11.1 Customers in a cross-cultural environment 294
Concept 11.2 Communicating with customers across cultures 302
Conclusion 310
Further reading 311
References 311
Activities 312
12 Managing cultural change in a global environment 320
Concept 12.1 Organisational change as a cultural process 320
Concept 12.2 Organisational change in a global environment 326
Conclusion 331
vii
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Contents

Further reading 332
References 332
Activities 333
Part Two Final activity A2.1 Maintaining IKEA’s culture 337
Part Two Final activity A2.2 Group-project activity: Assessing the

environment through a cultural lens, using the PEST analysis tool 343
Part Three CULTURE AND BUSINESS COMMUNICATION 345
Introduction to Part Three 347

13 Business communication across cultures 353
Concept 13.1 Communicating verbally 353
Concept 13.2 Communicating non-verbally 365
Conclusion 380
Further reading 381
References 381
Activities 383
14 Managing intercultural negotiation and conflict 387
Concept 14.1 Negotiating in an international context 388
Concept 14.2 Understanding and dealing with conflicts 399
Conclusion 412
Further reading 413
References 413
Activities 416
15 Working effectively in an international environment 419
Concept 15.1 The dynamics of global teams 419
Concept 15.2 Developing intercultural communicative competence (ICC) 432
Conclusion 445
Further reading 446
References 446
Activities 449
Part Three Final activity A3.1 Simulation: negotiating internationally 455
Part Three Final activity A3.2 Group-project activity: Adapting an

international approach to the local market 459
Index 461
viii

Preface
Knowing is not enough; we must apply.

Willing is not enough; we must do.
Johann Wolfgang von Goethe
This fourth edition, just like its predecessors, explores the many facets of cross-cultural
management while allowing the reader to apply the many theories and ideas which have
evolved in this area to actual practice. When preparing this latest edition we have con-
tinued to take into account the feedback given by the readers and users through the
reviews collated by our publisher.
We are particularly grateful to our reviewers for their encouragement as well as for
their critical observations and invaluable suggestions for improvement. Their feed-
back is particularly evident in this edition since we have for the first time altered the
chapter structure of the book. Originally, each of the book’s three parts consisted of
six chapters, but in this edition, Part Three has only three longer chapters. This
change is our response to the need expressed by a number of our reviewers for Part
Three’s structure to be changed in order to bring greater cohesion to the text and to
increase the integration of the theories presented on intercultural communicative
competence.
This fourth edition continues to update many features of the book, including the
frequent newspaper articles which form the basis of its mini-case studies and end-of-
chapter activities. The questions and tasks which go with these have also been updated
to encourage more discussion and interaction with fellow-students.
Updating the text is always a welcome challenge. When doing so for this edition we
have given more attention to Asian cultures and included more non-Western examples
in the various chapters. Also, the increased attention given to ‘culture’ in business
publications has helped us in our search for illustrations of the aspects of culture
featured in the book.
The support material available to instructors has also been updated and improved.
At their request, we have given more assistance in dealing with the questions asked of
students relating to the mini-cases. Moreover, we have given more background informa-
tion, where appropriate, concerning subject-matter in the text. This has been done
mainly by giving links to newspaper and journal articles which offer extra depth
and insight.
More recent insights into cross-cultural theory have also been added which have
emerged from more recent research. Although the notion of cultural dimensions in its
many forms continues to play an important role in the book, we have given more atten-
tion to alternative theories where the individual’s relation to the cultural context is
the focus.
ix

Preface
Preparing for global business

Given the globalisation of business and increasing diversity within the workforce of so
many industries and organisations, a cross-cultural component in management educa-
tion and training can no longer be considered as a useful ‘add-on’ merely for those who
might consider venturing abroad to pursue their career. Nowadays, more and more
managers and professionals are required to work effectively across cultural borders.
Even if they are confined to their offices, they are more and more likely to interact with
people from other cultures. Training in cross-cultural management has therefore
become a ‘must’, whatever the type of business education concerned, whether it be for
aspiring graduates at the start of their career or for those senior managers who wish to
improve their effectiveness in their present positions or their employability in the inter-
national market.
The approach of this book

This book is the result of our experiences in educating international executives and
postgraduate students in the areas of cross-cultural management and cross-cultural
business communication. It reflects the need we felt for a practical, hands-on approach
to study in this area which:
● offers a broad, if selective, view of theories, models and ideas on culture in terms of
management, organisation and communication. This is preferable to providing just
one particular (theoretical) approach to cross-cultural studies or giving an encyclo-
paedic survey of the subject area;
● allows the theories and ideas mentioned to be applied to practice through the inclu-
sion of examples and brief case studies from the business world, as well as activities
that require some of the theories outlined to be applied to business situations and to
the reader’s own work experience.
Combining a concise overview of cross-cultural concepts and learning-by-doing
activities is an approach to cross-cultural management we have found to be effective for
instructors and students, trainers and trainees. Students are exposed to approaches to
cross-cultural aspects of business rather than being overwhelmed with detail about
countries and their culture based on one theoretical framework. At the same time, they
are asked to apply these approaches in a practical and relevant manner to a number of
case studies, many of which are taken from the business media. When doing so, students
are expected not only to use the concepts, but also to apply their own intuitive insights
and cross-cultural experience. This can be a rewarding experience for those concerned
because the learning-by-doing activities themselves can reveal cultural assumptions and
attitudes of those undergoing the learning process.
The instructor will, it is hoped, appreciate the concise overview of theories and
concepts relating to cross-cultural management while also being provided with activ-
ities to facilitate learning. Moreover, the material enables the instructor to make
maximum use of the environment in which the learning is taking place. As a facilitator

Preface
in the process, the instructor helps the students not only to ‘construct’ their own
understanding based on their knowledge and experience, but also to take advantage
of the informal learning process through those activities, which encourage interaction
between trainees. Having said that, however, we believe that this book is also a valu-
able resource for self-study because it enables readers to extend and to deepen their
cross-cultural awareness.
This approach to learning reflects a concern we had when writing a book that deals
with culture: knowledge of oneself is as important as the knowledge of theory.
The structure of this book

This book is divided into three parts:
● Part One. Culture and management deals with the concept of culture, its facets and
the levels at which culture operates. Cultural dimensions in the business context are
explored as well as the cultural dilemmas arising when managers of an international
company make decisions. The model of culture presented towards the end of the last
chapter is based on cultural value orientations that affect managerial and professional
activities. Business cultures are examined in Western and Eastern cluster terms. Part
One rounds off with a brief examination of alternative notions concerning cultural
values. Each of the six chapters in Part One includes a short preface which introduces
a theoretical issue.
● Part Two. Culture and organisations considers the influence of culture on aspects of
an organisation, including its structure, its corporate culture, the way its employees
are managed and the role of the organisation’s leader. Attention is also given to the
cultural factors involved in strategy and strategic alliances, as well as to the way
companies operate in a global market and social networking environment. Finally,
the focus moves to the management of organisational change, including the influence
of external factors.
● Part Three. Culture and business communication examines how culture affects the
process of communication both within and between cultures. Cross-cultural business
communication is addressed, from a verbal and non-verbal perspective, in various
contexts such as negotiating in dealing with conflicts and working effectively in
global teams. This last context leads to an examination of the skills required to be an
effective intercultural communicator.
Parts One and Two each contain six chapters.

Part Three contains three chapters.
The chapters in Part One each begin with a preface. The chapters in all three parts
each contain two cross-cultural concepts. These concepts address key ideas and the-
ories developed by leading researchers and practitioners in the area of cross-cultural
management, and present our overviews of their work. Spotlights and mini-cases
improve the application of the theories described. The mini-cases in particular, with
xi

Preface
their questions and discussion points, enable an exchange of ideas using the stu-
dents’ own experiences and thoughts. Each chapter of the book ends with two activ-
ities. These allow the learner to apply the concepts through exercises of
various kinds.
The points for reflection given after the concepts encourage the readers to go beyond
their knowledge of the subject-matter and apply their skills to certain cross-cultural
issues. Following these are a list of publications for further reading as well as references.
These are intended for readers who wish to read more detailed accounts, or extend their
knowledge of the areas in question.
The two final activities at the end of each part pull the strings together. They take
various forms, ranging from case studies to group activities such as simulations,
role-plays and projects. Being more extended in nature and incorporating the ele-
ments of each part, they are intended to provide a broader perspective of the area
in question.
A particular type of exercise which plays a prominent role in the book is case analysis.
We have found case studies to be a very effective learning tool: confronted with a
dilemma described in each case, students are forced to consider their potential behaviour
in the context described and learn from the choices they make. Interaction with their
peers and instructor when accounting for their choices compels them to talk about their
experiences and feelings, as well as the insights they have gained from reading the
cross-cultural concepts in the book. The cases deal with many cultural contexts, so stu-
dents are confronted with different ways of thinking, thereby helping them to develop
transcultural competence.
Flexibility of approach
The arrangement of material is such that it allows flexibility in the sequence to be
followed. Although we would suggest that Part One be the starting point for any
programme of study, the sequence of chapters in Part Two and Part Three, as given
below, need not be followed slavishly. The chapters may be re-arranged according
to the priorities of the instructor and/or student. For example, if Chapters 8 and 15
are studied one after the other, then the cultural aspects of leadership can be
examined in terms of the communicative skills considered appropriate and effective
as a (team) leader in different national/organisational cultures. A further example:
Chapters 9 and 14 can be studied together and so allow the issue of company
takeovers and mergers to be combined with the negotiating process – and possible
conflicts – involved.
xii

Preface
Part One Part Two Part Three

Culture & management Culture & organisations Culture & business communication
1 7
Determinants of culture Culture and corporate structures
Preface: organisational culture as a Organisational structures
‘metaphor’ Corporate cultures
Facets of culture 13
Levels of cultures Business communication across cultures
2 8 Communicating verbally
Dimensions of culture: Culture and leadership Communicating non-verbally
Hofstede and GLOBE Different conceptions of leadership
Preface: a model from social Leadership in a global context
anthropology
Hofstede’s national cultural dimensions
Cultural dimensions according to GLOBE
3 9
Business cultures in the Western world Culture and corporate strategy
Preface: two approaches to the concept Cultural view of strategy
of multiculturalism Strategic alliances and business cultures
European cultures 14
American and Australasian cultures Managing intercultural negotiation
and conflict
4 10 Negotiating in an international context
Business cultures in Asia, Africa and Managing human resources in Understanding and dealing with conflicts
the Middle East a global environment
Preface: two different cognitive Diversity management in global
approaches to management organisations
Asian cultures International dimensions of managing
African and Middle East cultures human resources
5 11
Cultural dimensions and dilemmas Culture and customers in the
Preface: motivation and dilemmas global market
Value orientations and dimensions Customers in a cross-
Reconciling cultural dilemmas cultural environment 15
Communicating with customers Working effectively in an international
across cultures environment
The dynamics of global teams
6 12 Developing intercultural communicative
Culture and styles of management Managing cultural change in a competence (ICC)
Preface: the conceptualisation of culture – global environment
a static or dynamic approach Organisational change as a cultural
Management tasks and cultural values process
Other views on cultural values Organisational change in a global
environment
xiii

Acknowledgements
Authors’ acknowledgements
We would like to thank, first and foremost, Nyenrode Business University for encour-
aging us to write this book, which is now in its fourth edition. Their support, particularly
that of the university’s Academic Services Center, has proved invaluable throughout the
book’s development.
We are equally grateful to Pearson Education for their initial decision to publish the
first edition – and the others which have followed. The editorial teams may well have
changed over the years, but their support has continued to be unstinting, professional
and encouraging.
The readers/users of the previous editions have also proved to be very supportive with
their advice and ideas and have helped us considerably while we have been preparing
each new edition. This goes particularly for the fourth edition, which contains many of
the changes they suggested.
The Financial Times, with its vast coverage of international business, top-class jour-
nalists and perceptive columnists, has continued to be an indispensable source of mate-
rial for the new edition.
Our thanks also go out to the numerous contributors to the book. The contributions
made by Fons Trompenaars, as well as alumni and alumnae from Nyenrode Business
University, deserve particular mention.
Last, but by no means least, we would like to thank once again our respective part-
ners, Wim and Anke, for their patience and encouragement while we undertook a
further – and even more time-consuming – revision of the book.
xiv

Publisher’s acknowledgements
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Eicher, S. (2009) ‘What corruption is and why it matters’, in Eicher, S. (ed.), Corruption
in International Business: the Challenge of Cultural and Legal Diversity, Burlington, VT:
Gower. 271 Telegraph Media Group Limited: ‘Companies apathetic about corruption’,
Telegraph 8/9/2013 (Roland, D.), http://www.telegraph.co.uk/finance/globalbusi-
ness/10294957/Companies-apathetic-about-corruption-risks.html, accessed 1/2/2014.
271 Taylor & Francis Group: Eicher, S. (2009) ‘What corruption is and why it matters’,
in Eicher, S. (ed.), Corruption in International Business: the Challenge of Cultural and
Legal Diversity, Burlington, VT: Gower. 271 Taylor & Francis Group: Eicher, S. (2009)
xxiv

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A few days before Thanksgiving a gentleman stepped into the school office and
offered to pay for one of the Thanksgiving baskets which the school sends out to
poor families in the neighborhood. No one seemed to know the exact value of one
of the baskets, so Grade Three was asked to make the estimate.
This could have been done by an adult in a few minutes, but it would have been
done no more accurately than the children were able to do it after having made a
careful study of market lists. The exercise also furnished an excellent child’s aim
for the arithmetic lesson. The class felt its responsibility and was anxious to do
good work.
The list of things generally put into one of the baskets was given to the class.
The children decided upon the average price of each item. This called for an
appreciation of the word average. The work was done orally with class discussion.
For instance, when the price of a squash was asked, one child said “twelve cents,”
another, “eighteen cents,” etc. The class finally agreed that a medium-sized
squash would cost about fifteen cents.
Small squash 12¢
Large squash 18¢
2 ) 30¢
15¢
The child who recorded the price of the squash on the board wrote fifteen cents
—$.15. Before the lesson was over, several children had a little trouble in writing
cents without dimes ($.06), keeping the money columns straight, using the dollar
mark and decimal point, etc. With suggestions from other members of the class,
the list was complete.
In the item “6 lb. of beef @ 16¢” the class found that it was necessary to multiply
by six. As they had never had the six table, I did not expect them to be able to do
it, but it chanced that one boy knew his six table and did the work readily.
Marion Thalman. Nov. 23, 1909.
The Cost of a Thanksgiving Dinner
1 squash $.15
2 cans of vegetables @ 10¢ .20
3 qt. of potatoes @ 8¢ .24
6 lb. of beef @ 16¢ .96
2 qt. of apples @ 12¢ .24
1 qt. cranberries .12
1 lb. sugar .06
1 lb. nuts .18
$2.15
When the price of each item had been decided upon, the children found the total
cost at their seats, and their results were compared.
The lesson closed with the question, “What did you find out in to-day’s lesson?”
The answers were: “The cost of a Thanksgiving basket”; “That Russell is the only
child who knows his six table”; “That we need to write dollars and cents so that we
won’t make mistakes.”
At the beginning of the arithmetic lesson the following day, when the class was
asked, “What do we need to do to-day?” there was a division of opinion as to
whether the drill on dollars and cents or learning of the six table should come first.
The decision was in favor of the drill on writing money, and the six table was
presented later in the same period.
The result of the lesson on the cost of the dinner was sent to the principal. The
class received a note of thanks for the help which it had rendered. The children
were proud of their accomplishment and anxious to work out more real problems.
A L ESSO N F O R APPRECI AT I O N
Teacher’s aim: To help children to enjoy Stevenson’s Bed in

Summer.
Did any child in the room ever have to go to bed before it was
dark? Did you ever get up in the morning before daylight? Stevenson
remembered how he used to feel when he had to go to bed before
dark, and wrote a story about it. Would you like to hear the story?
Children’s aim: To enjoy Stevenson’s story about going to bed
before dark.
Subject Matter Method of Procedure
BED IN SUMMER I want you to tell me all you can

about the place where Stevenson
“In winter I get up at night lived, when I am through reading the
And dress by yellow candle light; story.
In summer quite the other way, Read the poem.
I have to go to bed by day. Who will describe the place where
he lived?
“I have to go to bed and see Were there other children who lived
The birds still hopping on the tree, near by?
And hear the grown-up people’s Were there any trees near the
feet house?
Still going past me in the street. I’ll read the poem again and you will
see how many reasons Stevenson
“And does it not seem hard to you, had for not wanting to go to bed by
When all the sky is clear and blue, day.
And I should like so much to play, Read the poem again twice.
To have to go to bed by day?” Why does he tell you that he has to
get up at night in the winter?
When do the birds go to bed?
Do the grown-up people go to bed
when children do?
How was he able to see the birds in
the trees? Do you think he ever got
out of bed?
Do you think all the children in the
street had to go to bed as early as
Stevenson? Let me read the last
stanza and see whether you can tell.
Recall the Mother Goose Rhyme:
“Girls and boys come out to play,
The moon doth shine as bright as
day;
Leave your supper and leave your
sleep,
And come with your playfellows into
the street.”
How did Stevenson know the other

children were in the street?
Read the last stanza.
I’ll read the whole story again, and
then ask some one to tell me
Stevenson’s story about going to bed
in summer.
Read the poem, calling attention to
the different scenes: (1) The boy that
gets up by night and dresses by
yellow candle-light. (2) In summer
quite the other way, he has to go to
bed by day—he has to go to bed and
see the birds still hopping on the tree
and hear the grown-up people’s feet
still going past him in the street. (3)
The little boy lying in bed who feels
very much abused.
And does it not seem hard to you,
etc.? Let us see all of the pictures
i R di i
again. Read in same way again.
Who will tell the story? I am going
to write it on the board, so that we
can tell the story as Stevenson did.
After the treatment indicated above, memorization will be very

easily accomplished. The preliminary study for appreciation will
make the poem mean more to the children than it could have meant
had the teacher simply read it to the children two or three times and
then asked them to memorize it.
In a study lesson, the plans will vary from a single exercise in
finding the principal thought in a paragraph to a development lesson,
not dissimilar as to plan to other lessons of the same type. The
recitation lesson may be a development lesson, inductive or
deductive, or a drill lesson. The plans would therefore be similar to
those given above.
In conclusion, it may be suggested that any teacher who feels that
it is impossible to plan all of her work will gain greatly if she will plan
carefully for a single subject. As facility is gained in plan making, it
will be possible to write plans for two or three or for more subjects. A
topic plan should result in definiteness in the work of both teacher
and pupils. Good plans give the teacher more freedom in conducting
her work, and enable her to tell definitely the progress which the
class has made. Plans are necessary in teaching. No one has a right
to pretend to teach without previous thought concerning the subject
to be taught, and the method to be employed in giving children
command of this material.
For Collateral Reading

W. W. Charters, Methods of Teaching, Chapter XIX.
C. A. and F. M. McMurry, The Method of the Recitation, Chapter XIV.
Exercises.
The plans which follow were offered to teachers as suggestions rather than as
outlines of subject matter or of procedure to be followed absolutely. Reorganize
these plans so as to show subject matter and method separately. Add to the
subject matter or method wherever necessary. If you think best, change the
organization of material, the statement of aim, the references to books, and the
like. Do not change the topic. As a result of your work you should be ready to
present a plan for which you are willing to stand.
L I T E R AT U R E — T H I R D G R A D E
Atalanta’s Race
Note.—The story of Atalanta’s Race furnishes material for several lessons. The
following outline embraces the whole set of lessons.
Aim:—
To teach the story of Atalanta’s Race.

I. Division into parts.
1. Atalanta.
2. Hippomenes.
3. The Race.
II. Outlining of each part.
1. Atalanta.
a. Her home.
b. Swiftness of foot.
c. Beauty and grace. Desire of youths to win her.
d. Her determination.
2. Hippomenes.
a. Who he was.
b. His decision.
c. His resort to strategy.
3. The Race.
a. Atalanta’s self-confidence.
b. The first apple; the result.
c. The second apple; the result.
d. The third apple; the result.
Preparation:—
Tell me of a game in which one child outruns another.
Tell me of a story in which two animals played a game like this race of Atalanta.
(Hare and Tortoise.)
Let us play a game in which two boys run a race.
Let us play the Hare and the Tortoise.
Which is the faster runner, the hare or the tortoise?
How, then, did the tortoise win the race?
Presentation:—
Let the teacher tell the story of the Hare and the Tortoise.
Find in the Atalanta story the person who takes the place of the hare, and the
one who takes the place of the tortoise.
By showing the picture in the book, have the children solve the problem.
Did Atalanta expect to win the race? Why not?
How did this make her act?
Did the hare expect to lose the race? Why not?
The teacher may tell the story of the girl going to market with a basket of eggs
on her head. She was so sure of getting sale for her eggs that she
set to dreaming of the pretty things she would buy with the money
she was to get for the eggs. She would buy, she thought, a bright
new dress and a new hat; and then how mean and shabby she
could make the other girls look; and how she could walk past them
all, tossing her head in pride! Forgetting that she was still only on
her way to market, she then gave her head a proud little toss; and
—what do you think happened?
Let the children give the story of the Hare and the Tortoise in their own words.
What is likely to happen to any one of us who is too sure of winning?
What will we say, then, of any one who is too sure of anything?
It has been said, “Count not your chickens before they are hatched.” What does
this mean?
ARITHMETIC—FIFTH GRADE
Aim:—
To teach division of decimals.
The following is assumed as class knowledge upon which the process should be
based.
1. Ability to read and write decimals.
2. Vivid knowledge of the relations of one hundred to ten, ten to one unit,
one unit to one tenth, one tenth to one hundredth, etc.
3. Knowledge of the process of division of whole numbers.
4. The principle: multiplying or dividing both dividend and divisor by the
same number does not change the quotient.
Preparation:—
1. Division by an integer.
a. Find the value of 1 acre of land if 15 acres cost $77115.
$ 5141
15 ) $ 77115
75
21
15
61
60
15
15
b. Find the value of 1 acre of land if 15 acres cost $771.15.
$ 51.41
15 ) $ 771.15
75
21
15
6.1
6.0
.15
.15
Compare the steps in (b) with the corresponding steps in (a). The pupil will
experience no difficulty in telling the unit that each quotient figure represents, for
he knows that dividing any number into parts does not change its unit.
Presentation:—
a. 12 is contained in 36 how many times?
12 ) 36
3
b. Multiply both dividend and divisor in (a) by 2.
24 is contained in 72 how many times?
24 ) 72
3
c. Multiply both dividend and divisor in (a) by 10.
120 ) 360
3
Compare the quotients. Recall the principle: Multiplying both dividend and
divisor by the same number does not change the quotient.
d. .2 is contained in 2.4 how many times?
Multiplying both numbers by 10, to what is the divisor
changed? To a whole number.
2 ) 24
12
e. .22 is contained in 2.42 how many times?
Change .22 to a whole number, by multiplying both the
numbers by 100.
11
22 ) 242
22
22
22
f. .005 is contained in .125 how many times?
By what shall both numbers be multiplied so that .005 may
become the whole number 5?
5 ) 125
25
g. 2.88 is contained in 3.456 how many times?
By what shall both numbers be multiplied so that 2.88
may become the whole number 288?
288 is contained in 345.6 how many times?
1.2
288 ) 345.6
288
57.6
57.6
Many such examples will enable the pupils to formulate the generalization: “To
divide a decimal by a decimal, multiply the dividend and divisor by the power of ten
that will change the divisor to an integer, then divide as in simple division.”
N AT U R E S T U D Y — F I F T H G R A D E
Detailed Plan for a Series of Lessons
Topic:—
The horse.
Materials:—
The horse seen on the street; drinking fountains; horsemanship observed;
harness; shoes; protection; different kinds of vehicles; printed
matter issued by the Society for the Prevention of Cruelty to
Animals and by the Department of Agriculture.
Aim:—
To train the children to meet sympathetically and intelligently their
responsibilities to the horse.
Preparation:—
Years of interest in horses; directed observation of other periods.
Presentation:—
1. Stories of horses known to the children—those owned by their parents,
fire horses, horses of the mounted police, showing their
faithfulness, intelligence, strength, training, treatment.
In the city of Baltimore the old fire horse is practically pensioned when
unfit for further service. This is one way in which right-minded
people acknowledge their obligations to horses, by providing for
their comfort in their old age.
Have stories like the Pacing Mustang read to the class; allow the children
to take the storybooks home, and encourage them to bring to the
class other stories about horses. Encourage the children to read
brief histories of the great breeds of horses—the Norman horses,
Clydesdales, etc.—horses that hold the world’s records for speed.
2. Observations to identify horses that show normal blood, and discover
their fitness of blood and temperament for the work they are doing.
Are they strong enough for the work they are required to do?
Are they disturbed by passing street cars? If so, how do they show it?
What is the effect upon them of the confusion of other city noises?
Notice that while some horses are evidently distressed by the confusion
of city life, others love it and become homesick when sold for use
in the country.
Blanketing:—
Call attention to the manner in which large firms so carefully blanket their
horses.
Why should a horse be blanketed when he is standing?
Shoeing:—
Notice the cause of slipping, stumbling, and falling on icy or wet
pavements, and therefore the necessity for rough shoes, rubber
shoes, etc.
If possible, bring into the class a specimen of a patent horseshoe; the
shoe and shield of a cart horse.
Harness:—
Is the horse easy in harness?
What sort of a checkrein would you use? Why?
Why is the back pad used with the two-wheel cart?
What are the effects of an ill-fitting harness?
What do you think of the law which in some places punishes a man
whose horses show galls?
Horsemanship:—
Have the children report critical situations which have happened within
their observation and how they were met by drivers; their
observation of the affection shown by a horse toward his master.
General Condition of Horses:—
Discuss the effect of grooming upon the horse’s coat.
Why should the horse be fed regularly?
Why should ground food be given to an old horse whose teeth are poor?
Discuss the necessity of allowing the horse freedom in traveling.
Temporary lameness is frequently due to a stone in the foot; how may it
be removed?
What should be done for a horse that is seriously lame?
3. The economic value of such knowledge as the foregoing:—
Horses are stiffened by standing unblanketed in the wind or cold.
Foundering is caused by watering a horse when he is over-heated.
A properly fitted harness and a comfortable checkrein, if any is used,
save the strength of the horse.
The selection of a horse whose strength and temperament fit him for his
work adds to his value and usefulness.
Skillful drivers, especially those who like their teams, can secure a great
amount of work from them and yet save much of their energy. It
frequently happens that after a day’s work one man will bring in a
team comparatively fresh, while under a different driver the same
team will be worried into exhaustion.
4. Knowledge of the work of the Society for the Prevention of Cruelty to
Animals:—
The work of this society demands judgment based on a fuller knowledge
of conditions and causes than most children of their ages possess.
Its work, therefore, is not intended for children, but they should
know what help they may give the society, and be taught to use it.
5. Knowledge of the city law for protecting horses.
Seat Work:—
Sketches of horses’ hoofs showing how a stone may cause lameness.
Sketches of different kinds of shoes.
Sketches of different kinds of checkreins: the overdraw check and its effect; side
check and its effect.
Different head and ear postures of horses indicative of their conditions and
feelings.
Getting records of observations into shape to present to class.
Have each member of the class imagine himself to be his favorite horse,—a fire
horse; mounted policeman’s horse; a United Railway repair wagon
horse; a hospital ambulance horse; an express-wagon horse; a
carriage horse; a broken-down carriage horse, etc.,—and write a
story of his part in a fire, a serious accident, or some other
situation.
Give related language work.
GEOGRAPHY—FIFTH GRADE
Detailed Plan for a Series of Lessons

Topic:—
Pittsburg as a trade center.
Materials:—
Pictures, maps, sand table, specimens of iron ore, coal, coke, limestone,
reference books, railroad folders.
Aim:—
To show how natural advantages have determined the location and growth of
Pittsburg; to show the direction and extent of manufacturing and
commerce in Pittsburg.
Preparation:—
1. Study of coal mine, iron mine, blast furnace.
2. Relation of iron mines to coal mines.
3. Location of Pittsburg—
(a) in coal region.
(b) at junction of rivers which form the Ohio River.
Presentation:—
(Following closely McMurry’s Special Method in Geography.)
1. Advantages of Pittsburg for iron and steel manufacturing. Illustrate with
sand map.
(a) Coal region—rivers bring coal to Pittsburg.
(b) Iron region near.
Much iron ore brought from Lake Superior region via Great Lakes, by
railroad from Lake Erie.
In manufacture of steel more coal is used than iron ore; it pays to
bring iron ore to coal.
(c) Manufactured products—steel rails, armor plate, pig iron.
(d) Rank of Pittsburg in regard to manufacture of iron and steel. Pittsburg
makes 10 per cent of all iron and steel goods made in the United
States.
2. Neighboring manufacturing towns.
(a) Names—Allegheny, Carnegie, Homestead, Braddock, etc.
(b) How do their manufactures compare with those of Pittsburg in kind? in
quantity? in value?
3. Coke ovens.
Uses of coke.
Kind of coal used; where obtained.
Amount of it put into each oven.
Length of burning.
By-products.
Drawing out and cooling.
Extent of ovens.
Effect on landscape.
4. Blast furnaces.
5. Other manufactures.
(a) Oil refining.
Where oil comes from.
How it is pumped, carried, stored.
Value of pipe lines.
How is oil brought to Baltimore?
Effect of oil tanks on landscape.
Processes of refining.
Dangers.
Uses.
By-products.
(b) Glass making.
Kinds of glass made.
Materials used.
Where found.
6. Transportation by water. Illustrate with sand map.
(a) Need for means of transportation: of raw material to Pittsburg; of
manufactured products from Pittsburg.
(b) Rivers.
The Allegheny and Monongahela bring raw materials to Pittsburg.
The Ohio carries raw materials and manufactured products away
from Pittsburg.
No tracks or roadbed to be laid for river,—river always ready; Ohio
deep enough for large barges; swiftness of current due to nature of
slopes.
Coal and iron carried by river as far as New Orleans.
7. Railroad center.
(a) Sections of country not reached by waterways. How products are
transported to those parts?
(b) Need of railroads for people who travel to and from Pittsburg.
(c) Chief directions in which railroads lead from Pittsburg. What roads
lead from Baltimore to Pittsburg? From New York to Pittsburg?
(d) What supplies are brought by railroad besides those needed in
manufacturing?
8. Aspects of the city of Pittsburg:—
Wealth—opportunities for getting, for spending.
Education—what special class of schools likely to develop.
Smoke and dirt—due to nature of manufactures.
Seat Work:—
Illustrative drawings.
Maps showing coal and iron regions, course of rivers.
Related language work.
Reference reading.
CHAPTER XVII
T H E T E A C H E R I N R E L AT I O N T O S U P E R V I S I O N
Teachers are generally responsible in some measure to one or

more supervisory officers. Those who control the schools believe
that better work will be done because of the supervision which is
provided. It may not be out of place, therefore, in a book devoted to
the problems of the teacher to consider the relation to supervision
and to those who supervise her work.
The fundamental purpose of supervision, whether of schools or of
other activities, is increased efficiency of all who participate in the
work. Supervisors are worthy of the name only when they do their
best to increase the efficiency of every teacher with whom they come
in contact. Happily, this attitude of helpfulness characterizes most of
those who are known as principals, primary or grammar-grade
supervisors, subject supervisors, assistant and associate
superintendents, and superintendents of schools. It may be that
because of the great number of teachers employed in a system of
schools some of these officers can have little direct relationship with
individual teachers; but in the organization of the schools, by means
of regulations, courses of study and the like, or through those who
come directly in contact with teachers, these men and women seek
to help each teacher to do better work. It is important that all
teachers realize clearly the significance of the supervisor’s work, and
that she avail herself of the help and coöperation which is thus
provided.
One of the functions of the supervisor is to criticize the work which
is being done by individual teachers. It is especially difficult for some
teachers to appreciate the purpose of such criticism, or to avail
themselves of the aid which is offered in this form. Let us examine
the different kinds of criticism which one may expect to receive, and
try to discover how to get the most out of this instrument of
supervision.
There are supervisors whose criticism is occasionally purely
negative. They come into the room, observe some of the work, and
remark, either at the time or later, that the work was good, or that it
was poor. It does not help one much, except in a feeling of good will
toward the supervisor, when told that work is well done; nor is it very
significant for future work that one’s efforts have been condemned.
When the supervisor indulges in this type of criticism, the teacher
has a right to ask him for the reasons which lead him to praise or to
condemn. If excellent work is to be repeated, then the elements
which have made for success should be pointed out. One may try to
repeat good work and fail miserably because the elements in the
excellent work which made for success have been overlooked in the
second effort. Likewise failure may occur, even though it has been
stamped as poor work, because the teacher fails to see the essential
weakness of her effort.
Most supervisors are able to find strength of some sort in the work
of every teacher. It may be worth while for the teacher at times to ask
for a discussion of the strong points in her work. This constructive
appreciative criticism may help her to receive with open mind the
destructive criticism which may be needed to bring about the
elimination of weakness. Any teacher should welcome the criticism
which frankly points out the deficiencies of her work and suggests
the remedies which should be applied. We all want to do our best
work. Unfortunately we cannot always see our teaching in true
perspective. The supervisor who comes in from the outside, as it
were, with a wide range of experience in teaching and in observing
teachers can often give the suggestion which will make work, not
only more efficient, but also more pleasant.
It is a good rule for both supervisor and teacher to wait until the
end of the day or even for two or three days after the visit before the
criticism is given. Snap judgments are apt to be wrong on both sides.
The supervisor needs time to analyze the situation carefully in order
to pick out the elements in the situation which are most significant
and to overlook that which is trivial. The teacher will often be able to
analyze her own work and to point out its defects, if time is given her
to think it over. If the teacher can discover her own inefficiency, and if
she is willing to talk frankly with the supervisor concerning these
difficulties, the work of criticism will give satisfaction to both. A
teacher has a right to ask for an appointment with a supervisor for
the discussion of her work. Supervisors are, as a rule, only too
willing to grant such a request.
Criticism has not fulfilled its mission, if it stops with discovering to
the teacher her strength and her weakness together with the
analysis of the situation which enables her to repeat successes and
avoid failures. A wide-awake teacher will be looking and asking for
suggestions concerning new kinds of work. Suggestive criticism
opens up the way for growth by giving the teacher the
encouragement and help which are needed to undertake the new or
unusual type of work. Many of the best teachers might have
remained in the less efficient group, had it not been for the help and
inspiration which was imparted by a wise supervisor.
School exhibits are another means sometimes employed by the
supervisory force to increase school efficiency. Here, again, the
teacher should realize that the purpose of the supervisor is not to
burden her with work, but rather to offer the help which may come
from an exchange of experiences. The school exhibit which is most
worth while does not require any special preparation of material on
the part of the teacher. The work regularly done by children without
corrections or refinement constitutes a true exhibit of the results
secured. Any other kind of an exhibit is merely a test of the teacher’s
ingenuity, her skill in masquerading under the names of her children.
When a genuine exhibit of children’s work is brought together, it
affords to teachers and supervisors alike a wealth of suggestion and
help. The writer remembers visiting an exhibit of drawing and
constructive work in one of our large cities. The supervisors of this
work were in charge at regular hours each week. A very large
number of teachers came to see what was being done by other
teachers in their grade. A special feature of the exhibit was an
abundance of suggestions for the work of the next week provided by
the supervisors and taken from the work of previous years. The
consultation between supervisors and teachers concerning the work
exhibited, and with reference to the work both past and yet to be
done, was free from restraint and often lasted ten, fifteen, or even
twenty minutes. Needless to say, the results achieved in drawing and
constructive work in this city were far above the average. Similar
exhibits of work in English composition, arithmetic, some phases of
the work in literature, nature study, history, and geography are
possible and cannot fail to help the teacher who is anxious to
improve her work.
Visiting the work of other teachers has one advantage not
possessed by the exhibit: it is possible to see not only the result but
also the methods which are employed in securing the product. A
good supervisor should be able to tell teachers where to go to see
the kind of work which is most helpful. Any teacher should welcome
the opportunity to see the work of a teacher who is strong where she
is weak. Random visiting is not worth much. What counts is a visit to
a teacher who has some help to offer, in order to satisfy a real need.
Often the most profitable visiting can be done within the system in
which the teacher works. Not infrequently the greatest help can be
secured from another teacher in the same building. Whenever or
wherever a teacher visits, the important thing is to look for the strong
points in the work. The teacher who goes for help will not be
disappointed; the one who looks for defects, who is hypercritical, will
not profit by the time used.
After a visit to a teacher whose work is known by the supervisor, a
conference may be held, or a report given by the visiting teacher. If
the visit is worth making, it is worth some further consideration. It will
help the teacher to talk over the visit with the supervisor with
particular reference to her own work. The elements of strength in the
work of the teacher visited can thus be determined, and the
modifications in the work of the visitor desired by the supervisor be
made definite.
Examinations have from time immemorial been used by
supervisors to determine the success of school work. Teachers not
infrequently seem to feel that they are an unnecessary hardship
imposed without sufficient justification, whether teacher or pupils are
considered. Let us inquire what examinations should mean to the
teacher. First of all, it may be worth while to remember that the
command of some knowledge, and the ability to use it when
demanded, should form a part of the equipment of children who are
being educated. It is well at times to stop and discover how much
children know, and what facility they show in using their knowledge.
It is a shock sometimes to discover that a room full of enthusiastic,
well-behaved children do not know their multiplication tables, cannot
add, subtract, or divide without making many mistakes, cannot write
an acceptable paragraph because of mistakes in form which they
should have mastered long ago, do not know on which side of the
Ohio River to locate the state of Ohio; but that is just what is apt to
happen in a school where examinations are never given.
Success or failure in an examination should not be all-important to
children, nor should it lead to undue praise or condemnation of
teachers. The wise teacher will try to find in the results of the
examination evidence of the deficiencies of her teaching. In the light
of the work done by the children she can tell where she can depend
upon their knowledge, what part of the work needs to be reviewed,
which children need special help. An examination should be a taking
of stock which will enable teacher and pupil to do more and better
work, because each is acquainted with the needs of the situation
better than before.
Teachers’ meetings are worth just about what each individual
teacher is willing to put into them. The teacher who comes to a
meeting with her problems, willing to acknowledge that she needs
help, and anxious to get it will not find these gatherings dull or
uninteresting. If the meeting is organized for study, as is done in
connection with reading circle work, the meeting can be transformed
from a perfunctory recitation of the ideas of the book into a live
professional discussion, by the activity of two or three earnest
teachers. If the meetings are not good, individuals are at fault; if
these teachers become active, if they try to make the most out of
these discussions, their attitude will change.
One of the best types of teachers’ meetings is centered round the
actual teaching of children by a member of the group, to be followed
by discussion of the work done. There is no more certain way to
grow professionally than to be willing to demonstrate your theory by
practice, or to discuss the work which is done by other members of
the group. In several of our cities these lessons, taught sometimes
by the supervisors and at other times by the teachers themselves,
have become a regular feature of the year’s work. The teacher who
is most anxious to grow will be the first to avail herself of the
opportunity to teach such a lesson. Supervisors sometimes hesitate
to suggest this kind of a program for teachers’ meetings, because
teachers are so unwilling to do their part in making the work a
success. It is a poor professional spirit which is not strong enough to
lead a teacher to accept the criticism of her fellow teachers, when
she knows that therein lies the possibility of growth. Any group of
teachers who will voluntarily participate in such work will find that the
teachers’ meeting, instead of being a bore, will come to be looked
upon as the brightest spot in the whole week, because of the help
and inspiration which is derived from the hour’s work.
Institutes were once looked upon as places where teachers came
to be entertained, or, possibly, to be inspired. There was a time when
the best institutes were conducted on the “pouring in” plan. A
lecturer, or several lecturers, dispensed the truth, and teachers sat in
their places, supposedly drinking deep draughts from these fountains
of wisdom. It is strange that all of the theory of teaching which was
dispensed did not suggest that the manner of conducting the institute
was wrong. In our best institutes to-day teachers participate in
discussion, study and recite from books, undertake the revision or
organization of courses of study in coöperation with their
supervisors; in short, the institute has become a school for
professional study. In such an institute, as in teachers’ meetings,
those who come with real problems, anxious to get help, find the
week or two all too short. A group of teachers anxious to grow
professionally can, in most cases, secure the coöperation of

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(eBook PDF) Understanding

Cross-Cultural Management 4th Edition

Browaeys & Price

Marie-Joëlle Browaeys & Roger Price

Marie-Joëlle Browaeys is a lecturer and researcher in cross-cultural management, affiliated to Nyenrode

Cover image: © Shutterstock Premier/OKing www.pearson-books.com

CVR_BROWA_04_.indd 1 3/5/19 9:08 AM

Further reading 214

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Points for reflection 332

Part Two Final activity A2.2 Group-project activity: Assessing the

Part Three CULTURE AND BUSINESS COMMUNICATION 345

Introduction to Part Three 347

Part Three Final activity A3.2 Group-project activity: Adapting an

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Knowing is not enough; we must apply.

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Preparing for global business

The approach of this book

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The structure of this book

Parts One and Two each contain six chapters.

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Part One Part Two Part Three

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‘The cultural diversity of western conceptions of management’, International Studies of

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Hofstede’s approaches’, Journal of International Business Studies, 37: 897–914.

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‘Building business relationships: a preliminary study of business executives’ views’, Cross

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Cultural Dilemmas, Breukelen, Netherlands: Nyenrode University Press. 132 Nyenrode

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Managing Cultural Differences: Strategies for Comparative Advantage, Wokingham:

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International dimensions of organizational behavior. Mason, Ohio [u.a: Thomson

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In-Depth Studies of 25 Societies, New York, NY: Lawrence Erlbaum Associates.

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Teacher’s aim: To help children to enjoy Stevenson’s Bed in

BED IN SUMMER I want you to tell me all you can

How did Stevenson know the other

After the treatment indicated above, memorization will be very

For Collateral Reading

To teach the story of Atalanta’s Race.

Detailed Plan for a Series of Lessons

Teachers are generally responsible in some measure to one or

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