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This document discusses cultural profiles that international managers can develop to understand how cultural variables may impact organizations. It provides examples of cultural dimensions that shape values and behaviors, such as power distance, uncertainty avoidance, individualism, and masculinity. Developing profiles of a country's system on these dimensions can help anticipate differences from one's own culture in areas like time, change, materialism, and individualism. Understanding these profiles is crucial for contingency management, where managers adapt practices to the local environment.
This document discusses cultural profiles that international managers can develop to understand how cultural variables may impact organizations. It provides examples of cultural dimensions that shape values and behaviors, such as power distance, uncertainty avoidance, individualism, and masculinity. Developing profiles of a country's system on these dimensions can help anticipate differences from one's own culture in areas like time, change, materialism, and individualism. Understanding these profiles is crucial for contingency management, where managers adapt practices to the local environment.
This document discusses cultural profiles that international managers can develop to understand how cultural variables may impact organizations. It provides examples of cultural dimensions that shape values and behaviors, such as power distance, uncertainty avoidance, individualism, and masculinity. Developing profiles of a country's system on these dimensions can help anticipate differences from one's own culture in areas like time, change, materialism, and individualism. Understanding these profiles is crucial for contingency management, where managers adapt practices to the local environment.
General Outline Culture and its Effects on Organizations Cultural Variables and Dimensions Developing Cultural Profiles Culture and Management Styles Around the orld I. Culture and Its Effects on Orani!ations A critical s!ill for managing people and processes in other countries is cultural savvy" that is# a $or!ing !no$ledge of the cultural variables affecting management decisions% Cultural sensitivity &cultural empathy' is a sense of a$areness and honest caring about another individual(s culture% Such sensitivity re)uires the ability to understand the perspective of those living in other &and very different' societies and the $illingness to put oneself in another*s shoes% +he culture of a society comprises the shared values# understandings# assumptions# and goals that are learned from earlier generations# imposed by present members of a society# and passed on to succeeding generations% Culture results in a basis for living grounded in shared communication# standards# codes of conduct# and e,pectations% +hese differences result from the societal# or sociocultural# variables of the culture- such as religion and language- in addition to prevailing national variables- such as economic# legal# and political factors% .ational and sociocultural variables thus provide the conte,t for the development and perpetuation of cultural variables% +hese cultural variables# in turn# determine basic attitudes to$ard $or!# time# materialism# individualism# and change% Such attitudes affect an individual*s motivation and e,pectations regarding $or! and group relations# and they ultimately affect the outcomes that can be e,pected from that individual% II. Cultural "aria#les and $i%ensions One $ay for managers to anticipate the probable effects of an unfamiliar culture on an organization*s outcomes and processes is to develop a cultural profile% Managers should never assume that they can successfully transplant America*s# or /apan*s# or any other country*s styles# practices# e,pectations# and processes% 0nstead# 12 they should practice contingency management% Contingency management re)uires managers to adapt to the local environment and people and to manage accordingly% A% Subcultures Managers should recognize# of course# that generalizations in cultural profiles $ill produce only an appro,imation# or stereotype# of national character% Many countries also comprise diverse subcultures $hose people conform only in varying degrees to the national character% 3ood managers treat people as individuals# and they consciously avoid any form of stereotyping% 4% Cultural Variables A !inship system is one adopted by a given society to guide family relationships% +he formal or informal education in a culture greatly affects e,pectations of people in the $or!place# recruitment and staffing practices# training programs and leadership styles% A nation(s economic system is a po$erful influence on such organizational processes as sourcing# distribution# incentive systems# and repatriation of capital% +he system of government in a society imposes varying constraints on the organization and its freedom to do business% +he spiritual beliefs of a society are often so po$erful that they transcend other cultural aspects% 5eligion commonly underlies both moral and economic norms% Many and varied types of social associations arise in cultures out of formal and informal groups% +he system of health care in a country affects employee productivity# employee e,pectations of $ho is responsible for their health programs# and attitudes to$ard physical fitness% 5ecreation is the manner in $hich people use their leisure time and attitudes to$ard leisure% C% Value Dimensions Cultural variables result from uni)ue sets of shared values among different groups of people% Values are a society*s ideas a about $hat is good and bad# right or $rong% Values $ill influence people to li!ely behave differently under similar circumstances% 16 D% 7ofstede*s Value Dimensions One useful frame$or! for understanding ho$ basic values underlie organizational behavior $as proposed by 7ofstede# the result of research on over 889#::: people in ;: countries% 7ofstede proposes four value dimensions< po$er distance# uncertainty avoidance# individualism# and masculinity% Po$er distance is the level of acceptance by a society of une)ual distribution of po$er in institutions% +he e,tent to $hich subordinates accept une)ual po$er is socially determined% =ncertainty avoidance refers to the e,tent to $hich people in a society feel threatened by ambiguous situations% 0n a business conte,t# this value results in formal rules and procedures designed to provide more security and more career stability% 0ndividualism refers to the tendency of people to loo! after themselves and their immediate family only and neglect the needs of society% Masculinity refers to the degree of typical >masculine> values# such as assertiveness# materialism# and lac! of concern for others% ?emininity in a society emphasizes concerns for others# relationships $ith others# and )uality of life% E% 0ntegration of Value Dimensions +he results of 7ofstede*s research are sho$n in $hat 7ofstede calls @cultural maps of the $orld%A +he significance of these cultural maps is that they sho$ us at a glance $here there are similarities or differences in $or! values - and# therefore# in potential employee behaviors - among various countries% E,hibit 1BC sho$s the abbreviations for those countries used in 7ofstede*s research% +he four cultural value dimensions researched by 7ofstede do not operate in isolation% +hey are interdependent and interactive in their effects upon $or! attitudes and behaviors and# therefore# their implications for organizational operations# such as leadership% ?% 3eographic Clusters 5onen and Shen!ar developed eight country clusters grouped according to the similarities found in studies of employee attitudes to$ard the importance of $or! goals# need fulfillment and Dob satisfaction# managerial and organizational variables# and $or! role in interpersonal orientation% 1E 3% Critical Operational Value Differences Some specific culturally based variables $hich cause fre)uent problems for Americans in international management are time# change# material factors# and individualism% +ime< +o Americans# time is a temporal value &as opposed to eternalFpermanent'# ma!ing it something to be saved# scheduled# and spent $ith precision so that it is not $asted% 0n many parts of the $orld# people vie$ time from different perspectives# often based on religious beliefs% Change< +he value of change varies greatly across cultures% An accepted estern attitude to$ard change is that an individual can e,ert some control over the future and can manipulate events# particularly in business% 0ndividuals feel they have some internal control% 0n many nonBestern societies# control is considered e,ternal# and people generally believe in destiny or the $ill of Allah% +hey therefore adopt a passive attitude and may have negative attitudes to$ard change% Material factors< Americans consume resources at a far greater rate than the rest of the $orld% +he attitude of Americans to$ard nature is that it is there to be used for their benefit% +his differs from the attitudes of 0ndians and Goreans# $ho $orship nature as a part of their religious beliefs% 0ndividualism< 0n general# Americans tend to $or! and conduct their private lives independently# valuing individual achievement# accomplishment# promotion# and $ealth above group goals% 0n other countries# this individualistic attitude is not valued# and a greater emphasis is placed on such things as conformity# cooperation# and the strength of the family or community% 0nternational managers often face conflicts in the $or! situation as a result of une,pected behaviors arising from differences in values held about time# change# materialism# and individualism% +hese differences in values have important implications for organizational behavior in such areas as communication# $or! organization and scheduling# incentive systems# and attitudes to$ard $or! in general% III. $e&elo'in Cultural Profiles Managers can gather considerable information on cultural variables from current research# personal observation# and discussions $ith people% ?rom these sources# ;: managers can develop cultural profiles of various countries - composite pictures of $or!ing environments# people*s attitudes# and norms of behavior% 0t is relatively simple to pull together a descriptive profile for American culture# even though there are regional and individual differences# because $e !no$ ourselves and because researchers have thoroughly studied American culture% +he results of one such study by 7arris and Moran are sho$n in E,hibit 1B2# $hich provides a basis of comparison $ith other cultures on 8: dimensions and thus suggests the li!ely differences in $or!place behaviors% 0t is not so easy# ho$ever# to pull together descriptive cultural profiles of peoples in other countries unless one has lived there and has been intricately involved $ith those people% 4ut managers can ma!e a start by using $hat research and literature is available on a comparative basis% A% /apan Much of the /apanese culture - and the basis of $or!ing relationships - can be e,plained by the principle of >$a#> meaning peace and harmony% +his principle# imbedded in the value attributed to amae &indulgent love'# probably originated in the Shinto religion% /apan(s cultural roots have produced a very homogeneous managerial value system# $ith strong middle management# strong $or!ing relationships# a strong seniority system that stresses ran!# and an emphasis on loo!ing after subordinates% +he principle of >$a> places emphasis on participative management# consensus problem solving# and decisionBma!ing $ithin a patient# longBterm perspective% Ho$ emphasis is given to open e,pression of conflict% 4% 3ermany +he reunited 3ermany is naturally fairly culturally diverse# since the country borders several nations% 4ased on 7ofstede# 3ermans ran! high on individualism &though less individualistic than the =%S%' high on uncertainty avoidance and masculinity and have a relatively small need for po$er distance% +hese cultural norms manifest themselves in 3erman*s preferences for being around familiar people and situations and# also# in their propensity to do a detailed evaluation of business deals before committing themselves% Christianity dominates 3erman culture - E9I are either Protestant or Catholic% +his may be $hy 3ermans prefer rule and order in their lives% 3ermans are ;8 assertive in business but not aggressive" they have a very strict sense and use of time and follo$ hierarchical organizational structures $ith po$er at the top% 0n negotiations# 3ermans $ant detailed information before and during discussions% C% Gorea Goreans ran! high on collectivism and pragmatism# fairly lo$ on masculinity# moderate on po$er distance and )uite high on uncertainty avoidance% 0n Gorea# priorities are family# respect for authority# formality# class# and ran!% Goreans are aggressive and hard$or!ing# friendly# and hospitable% 4usiness is based on honor and trust" most contracts are oral% I". Culture and Manae%ent (t)les around t*e +orld As an international manager# it is useful then to apply information to develop an understanding of the e,pected management styles and $ays of doing business that predominate in that region# or $ith that type of business setting% +$o e,amples are presented-that for Saudi Arabia# and for Chinese Small ?amily 4usinesses% A% Saudi Arabia +he Arab culture is intert$ined $ith the pervasive influence of 0slam% Even though not all Middle Easterners are Arab# the Arab culture and management style predominates in the 3ulf region% 0slam @permeates Saudi life-Allah is al$ays present# controls everything# and is fre)uently referred to in conversation%A 4% Chinese Small ?amily 4usiness As put forth by Chen# the philosophy and structure of Chinese businesses comprises paternalism# mutual obligation# responsibility# hierarchy# familialism# personalism# and connections%
Autocratic leadership is the norm# $ith the o$ner using his or her po$er# but also $ith a component of caring about other people $hich may predominate over efficiency% ;J