0 evaluări0% au considerat acest document util (0 voturi)
24 vizualizări1 pagină
Some countries emphasize a value of universalism, in which other people's behavior is governed by universal standards and rules. People in universalistic cultures are more likely to refuse than people in particularistic cultures. A second value dimension differentiates cultures that value individualism versus collectivism.
Some countries emphasize a value of universalism, in which other people's behavior is governed by universal standards and rules. People in universalistic cultures are more likely to refuse than people in particularistic cultures. A second value dimension differentiates cultures that value individualism versus collectivism.
Some countries emphasize a value of universalism, in which other people's behavior is governed by universal standards and rules. People in universalistic cultures are more likely to refuse than people in particularistic cultures. A second value dimension differentiates cultures that value individualism versus collectivism.
one of these dimensions to the exclusion of another,
but there are clear differences in the amount of emphasis placed on each dimension. The first five dimensions of the model refer to how individuals relate to other people. Some countries (e.g., the United States, Norway, Sweden, Switzerland) emphasize a value of universalism, in which other peoples behavior is governed by universal standards and rules (e.g., do not lie, do not cheat, do not run a red light even if no one is coming the other way). General societal rules govern behavior. Other countries (e.g., Korea, China, Indonesia, Singapore) hold a value of particularism, in which the relationship with an individual governs behavior (e.g., is the other person a friend, a family member, a relative?). To illustrate the differences, consider your answer to this question: You are driving in a car with a close friend who hits a pedestrian while going 40 miles an hour in a 25-mile-an-hour zone. There are no witnesses, and your friends lawyer says that if youll testify that he was traveling only 25 miles an hour, hell get off. Will you lie for him? People in universalistic cultures are more likely to refuse than people in particularistic cultures. For example, 97 percent of the Swiss and 93 percent of North Americans (Canada and the United States) would refuse to testify, whereas 32 percent of Venezuelans and 37 percent of South Koreans would refuse. A second value dimension differentiates cultures that value individualisman emphasis on the self, on independence, and on uniquenessversus collectivisman emphasis on the group, the combined unit, and on joining with others. Individualistic values hold the contributions of individuals to be most valued whereas collectivism values team contributions. In general, individual responsibility dominates much more in Western cultures than in Eastern cultures. Consider your answer to this question: What kind of job is found most frequently in your organization, one in which everyone works together and you do not get individual credit, or one in which everyone is allowed to work individually and you receive individual recognition? Eastern Europeans (e.g., Russia, Czech Republic, Hungary, Poland) average above 80 percent in agreeing that individual credit is received, whereas Asians (e.g., Japan, India, Nepal) average below 45 percent (United States score is 72 percent). A third value dimension refers to the display of feelings in public. It identifies an affective versus neutral orientation. Cultures with high affective values show emotions openly and deal in emotional ways with problems. Loud laughter, anger, and intense passion may all be displayed in the course of a business
negotiation. Cultures with neutral values are more
rational and stoic in their approach to problem solving. Instrumental, goal-directed behaviors rather than emotions dominate interactions. If you became very upset at work or in classsay you feel slighted, offended, or angryhow likely would you be to display your feelings openly in public? Managers in Japan, Ethiopia, and Hong Kong, for example, average 64 percent, 74 percent, and 81 percent, respectively, in refusing to show emotions publicly. On the other hand, 15 percent of Kuwait managers, 18 percent of Egyptian managers, and 19 percent of Spanish managers would refuse (United States score is 43 percent). A fourth dimensionspecific versus diffuse describes the difference between cultures that segregate the different roles in life so as to maintain privacy and personal autonomy compared to cultures that integrate and merge their roles. Cultures with specific values separate work relationships from family relationships, whereas diffuse cultures entangle work and home relationships. People with specific values may seem difficult to get to know because they keep a boundary between their personal lives and their work lives. People with diffuse values may seem too forward and too superficial because they seem to share personal information freely. Diffuse cultures have lower turnover rates among employees and higher degrees of loyalty to an employer because work and personal relationships are more intertwined. To illustrate the difference, how would you respond to this question: Your boss asks you to come to her home to help her paint her house. You dont want to do it because you hate painting. Would you refuse? More than 90 percent of the Dutch and Swedes would refuse, whereas only 32 percent of the Chinese and 46 percent of Nigerians would refuse (in the United States, 82 percent would refuse). A fifth value dimension differentiates cultures that emphasize an achievement orientation versus an ascription culture. People tend to acquire high status based on their personal accomplishments in some cultures, whereas in other cultures status and prestige are based more on ascribed characteristics such as age, gender, family heritage, or ethnic background. Who you know (ascription) versus what you can do (achievement) helps identify the difference on this value dimension. For example, the following statement helps highlight achievement versus ascription value differences: It is important to act the way you are, to be consistent with your true self, even if you do not accomplish the task at hand. Only 10 percent of managers from Uruguay, 12 percent from Argentina, and 13 percent from Spain DEVELOPING SELF-AWARENESS CHAPTER 1