CULTURE

• Matrix that binds society.

• Historical
• Enduring
• Dynamic
• Adaptation
• Functional
 ELEMENTS OF CULTURE
• Belief systems: fundamental assumptions of life,
death & God
• Values: Preferred terminal and instrumental
goals in life
• Attitudes: predisposition to actions with
emotional , evaluative and cognitive components

•
 Beliefs

Shared philosophical beliefs about ontology

and epistemology of life
 Values

• Shared preferences about terminal and

instrumental goals of life

• Shared behavioral practices in different

domains of life
 Attitudes

• Predispositions that have cognitive -

emotional - evaluative components about
different people and situations.
 Levels of culture
• Latent- belief systems forms the core of the
personality and gives internal stability.
• Social- Governs modes of actions and
interpersonal behavior and communication.
• Manifest- dress codes, food habits, outward
expressions.
 How do we learn Culture
• Socialization- upbringing
• Role models- significant others
• Rituals, symbols & norms
• Organizational - induction,
recruitment,technology, leadership.
• Education
 Purpose of Culture
• Guides interpersonal relationships
• Elicit rewards and avoid punishment
• Negotiate needs fulfillment
• Minimizes conflict
• Set life goals
 SOCIETAL CULTURE

Collective perception of :
1. Attitudes , values & beliefs
2. Norms and practices
3. Leaderships styles practiced
4. Communication processes
5. Power and Decision making
6. Reward structures
 PARADIGMS OF CULTURE
• EASTERN: Vedas, Upanishads, Buddhism,
Taoism, and Zen

• WESTERN: Classical Greek mythology,

Judaism, Scientific rational movement.

• ISLAMIC- Shariah
ABRAHAMIC – PARADIGM
Western & Islamic

DUALISM
• GOD - MAN
• MIND - BODY
• MAN - NATURE
• GOOD - EVIL
• HEAVEN - HELL
 VALID KNOWLEDGE
• Rational
• Linear- logical
• Publicly verifiable
• Measurable
• Based on sense perceptions
• Neutral- secular- value free
 Impact on Society
• Contractual work ethics
• Competitiveness
• Individualism
• Exploitation-control
• External movement for learning:focused on
training and acquiring skills
• Limited time
 EASTERN PARADIGM
UNITY UNDERLING DIVERSITY:

INVOLUTED PERFECTION

DYNAMISM & CHANGE

CONTEXT ORIENTED
 VALID KNOWLEDGE
• Apar Vidya\direct: Phenomenal ,visible
world that can be subject to empirical
validation
• Para Vidya-nondirect: Experiential and
transformational knowledge beyond the
domain of sense organs and rational mind
• Holistic view of life - a complete human
being is made up of mind body and soul .
 Impact on Society
• Relationship orientation
• Non aggressive - non confrontation
• Extended notion of time
• Knowledge is internal & external movement
• Context determines action
• Cooperative and not competitive
• Non - material focus to life.
 Barriers

• Ethnocentrism
• Stereotyping
• Lack of cultural sensitization
• Rigidity & inflexibility
HOFSTEDE-Cultural dimensions
• Individualism-Collectivism
• Masculine-Feminine
• Low uncertainty Avoidance-HUA
• Low power Distance –High power distance
Hofstede – Masculinity vs Femininity
Femininity Masculinity

Gender roles overlap Distinct gender roles

Nurturance Assertiveness

Stress on equality, solidarity, and quality of Stress on equity, competition, and performance
work life

Managers use intuition and strive for consensus Managers are expected to be decisive and
assertive

Humility and modesty are important Men are assertive; women are tender

Conflict resolution by compromise and Conflict resolution by fighting out over issues
negotiation

Sweden, Norway, Denmark, Netherlands Japan, Italy, Mexico (Latin Europe & America)

USA ranked 15 of 53 — Moderate/high MAS

Hofstede – Uncertainty Avoidance
Low Uncertainty Avoidance High Uncertainty Avoidance

Low time consciousness High time consciousness

Few rules Many rules

High tolerance of deviant and innovative ideas Low tolerance of deviant ideas; resistance to
change

Low stress High stress

Risk taking Risk adverse

People can appear quiet, easy-going, indolent, People can appear busy, emotional, aggressive
controlled and/or lazy and/or active

Students comfortable with open-ended learning Students comfortable with structured learning,
situation ‘right’ answers

Anglo & Nordic; Singapore Latin Europe, Latin America, Korea, Japan

USA ranked 43 of 53 — Low UA

Hofstede – Indiviualism vs collectivism
Individualism Collectivism

Identity is based on the individual Identity is based on one’s social network

I do, therefore I am I am, therefore I do

Work relationship is seen as contract based on Work relationship is seen in moral terms, like
mutual advantage family link

Task prevails over relationship Relationships prevail over task

Employment decisions supposed to be based on Employment decisions reflect person’s group

skills and rules connections
Speaking one’s mind indicates honesty Harmony should be maintained & confrontation
avoided
Low-context communication (direct) High-context communication (indirect)

Rule-breaking leads to guilt and loss of self- Rule breaking leads to shame and loss of face
respect
Management is management of individuals Management is management of groups

USA, Australia, Britain, Netherlands Central and South America, East Asia

USA ranked 1 of 53 — HIGH Individualism

 Hofstede - Power distance
Low Power Distance High Power distance

Subordinates expect to be consulted Subordinates expect to be told what to do

Boss should be resourceful democrat Boss should be benevolent autocrat

Privileges and status symbols frowned upon Privileges and status symbols expected

Teachers expect initiatives from students in class Teachers are expected to take all initiatives in class

Hierarchy in organizations seen as exploitive Hierarchy in organizations reflects natural

differences

Inequalities between people should be minimized Inequalities between people are expected and
desired

Parents and children treat one another as equals Children respect parents and parents expect
obedience

Austria, Israel, Ireland, Scandinavia Malaysia, Panama, Mexico, Philippines

USA ranked 38 of 53 — moderate/low PD

 Schwartz Values
Openness to change Self Transcendence

•Self Direction •Universalism

•Stimulation •Benevolence

Self Enhancement Conservatism

Hedonism •Conformity-Tradition
Achievement •Security
Power
Schwartz Values
Motivational Types of Values

The motivational goal of power values is the attainment of social status and prestige, and the control or dominance over
Power people and resources.

The primary goal of this type is personal success through demonstrated competence. Competence is evaluated in terms of
Achieveme
what is valued by the system or organization in which the individual is located.
nt

The motivational goal of this type of value is pleasure or sensuous gratification for oneself. This value type is derived from
Hedonism physical needs and the pleasure associated with satisfying them.

The motivational goal of stimulation values is excitement, novelty, and challenge in life. This value type is derived from the need for variety
Stimulation and stimulation in order to maintain an optimal level of activation. Thrill seeking can be the result of strong stimulation needs.

Self- The motivational goal of this value type is independent thought and action (for example, choosing, creating, exploring).
Direction Self-direction comes from the need for control and mastery along with the need for autonomy and independence.

Universalis The motivational goal of universalism is the understanding, appreciation, tolerance, and protection of the welfare for all
m people and for nature.

Benevolenc The motivational goal of benevolent values is to preserve and enhance the welfare of people with whom one is in frequent
e personal contact. This is a concern for the welfare of others that is more narrowly defined than Universalism.

The motivational goal of tradition values is respect, commitment, and acceptance of the customs and ideas that one's
Tradition culture or religion imposes on the individual. A traditional mode of behavior becomes a symbol of the group's solidarity and
an expression of its unique worth and, hopefully, its survival.

The motivational goal of this type is restraint of action, inclinations, and impulses likely to upset or harm others and violate
Conformity social expectations or norms. It is derived from the requirement that individuals inhibit inclinations that might be socially
disruptive in order for personal interaction and group functioning to run smoothly.

Security The motivational goal of this type is safety, harmony, and stability of society or relationships, and of self.
 Choose your values
1. Want to contribute 1. Independence at 1. Benefits, pension,
to the nation work leave,
2. Insurance etc is
2. Freedom to choose 2. Job Status & important
own style of prestige 3. Pay
working 4. Job security
3. Personal growth 3. Meaningful work 5. Pleasant and
4. Want consultative agreeable work
decision making environment
6. Feedback &
5. Rewards based on recognition
personal out put 7. Equal distribution
of rewards
6. Individual
responsibility &
accountability
 Forces - Cultural Convergance/Homogenous

• Forces at work that

will drive cultures down
a common path
• Such that they come to
adopt similar features
and become virtually
indistinguishable.

• These Forces are ........

 URBANISATION

• Has uprooted many people from

their traditional rural locations
and surrounding socio-cultural
systems

• People are exposed to many

external influences of culture that
exist in Metropolis.
 EDUCATION

• Modern education has

exposed people to non
traditional ideas and values.

• American style MBA has

become widely adopted format
for higher level management
education.

• Reasearch is driven by
western theories and models
 POLITICS
•Political
Politicalsystem
systemisischanging
changing
and,so
and with
arethem, some
the traditional
traditional social arrangements
values.
and values.

• Political parties have worked

to eradicate mal practices
being run under the garb of
religion.

• India is moving towards

bipolar political system like in
west.
COMMUNICATION
Modern education has exposed
•people
Technology
to non,as
traditional
it spreads,
ideas
has
anduniversal
the values. applicability and it
pushes cultures closer
American style MBA has
toghether.
become widely adopted format
•for
People
higheraround
level management
the world
education.
communicate freely and
exchange ideas that are new and
Reaserch is driven by western
acceptable in current secnarios.
theories and models
 ECONOMIC
INTEGRATION
• Economies around the globe are
intergrating.

• Economy plays plays down the

role of national culture in shaping
organisation and management and
• Gives more weight to economic
factors which suppress or
override local differences and
traditional orientation.
 MEDIA
• Media - press, TV Channels,
Movies is driving various
cultures into harmony.
• People learn about the values
existing in other societies and
are influenced by their +ve
effects.
• Indian movies have exposed
Indian culture to world
audience to appreciate our
traditional values.
 Forces - Cultural Divergence/Hetrogenous

• States that there are

other forces at work
which will keep
cultures different , and

• May cause even

sharper differentiation.

• These Forces are ........

 NATIONALISM

• Developing countries especially ex

colonial want to disassociate from
the legacy.
• Divergent forces such as
• Group assertiveness
• Ethnic
• National, cultural identities
• Backed by elites and institutional
support can be sufficient to
generate , sustain, strengthen a
divergence in approaches to
management and organization
 Convergence – Divergence Balance
A) Driven By Dynamic forces.
B) Handshake Model :

“Convergence and Divergence are not the opposite ends at a distance.

They are like a handshake in which hands join each other & then part
away to join new set of hands.”
C) Relative Forces.
D) Coexisting Forces :
“ Convergence & Divergence movement are the result of Dynamic
forces, stretched over a period of time. They are like clouds with
opposite charges so when they interact, the impact can be felt.”
Hofstede 4 D Model
 8
Small Pow. Dist. + Large Pow. Dist. +
Weak Uncert.
Weak Uncert.
Avoidance
Avoidance
(Village Market) (Family)

Great Britain
Uncertainty avoidance

India
Norway
USA
Canada
S. Africa

Austria
Germany
Mexico
Finland
Costa Rica Brazil
France
Japan

Small Pow. Dist. + S. Korea

Large Pow. Dist. +
Strong Uncert.
Strong Uncert.
Avoidance
Avoidance
12 (well oiled machine) (Pyramid of people)

10 Power Distance 110

 L
Feminine + Weak Masculine. + Weak
Uncertainty Uncertainty
Avoidance
Avoidance
Uncertainty avoidance

Norway Great Britain

Finland
India
USA
Canada
S. Africa

Austria
France Germany
Brazil
Mexico
Costa Rica
Spain
S.Korea

H Feminine + Strong
Uncert. Avoidance
Masculine + Strong
Uncert. Avoidance

L Masculinity Index H
 12
Small Pow. Dist. + Large Pow. Dist. +
Mexico Low Individualism
Low Individualism
S.Korea

Costa Rica
Individualism

Japan
Brazil
India

Austria France
Germany Spain
Finland
S. Africa
Norway

Great Britain
Canada
US
Small Pow. Dist. +
91 High Individualism
Large Pow. Dist. +
High Individualism

11 Power Distance 111

 Schwartz theory
• Schwartz developed a theory of the dynamic relations

• Actions taken in pursuit of each type of value have

psychological, practical & social consequences that may conflict
or be compatible with the pursuit of other types.

• In the figure, competing values are shown to emanate from the

opposite direction in the figure.Complementary types are in close
proximity around the circle.

• In a study of 54 countries – 44,000 respondents found this to be

the structure of values.
Openness to Change Self-transcendence

Self-direction Universalism

Stimulation
Benevolence

Hedonism
Conformity Tradition

Achievement

Power Security

Self-enhancement Conservation

.Structural relations among the 10 values and the four higher values