Presented by:

Multicultural YOGESH NARANG

VANSHIT YADAV
KARAN SINGH

management NIKHIL
DEVYANK RASTOGI
MEANING OF
CULTURE
Culture may be defined as the sum total of
beliefs, customs, values, rules and artifacts that
characterize human population. It is aggregate of
shared knowledge, art, law and other habits and
capabilities which members of a society have
acquired.
According to Elbert W. Steward "culture consists
of the thought and behavioral patterns, that
members of as society learns through language
and value , the common view point which bind
them together as a society entity." Culture
usually charges in a gradual manner, picking up
new ideas and dropping old ones.
 • Culture is learnt : Culture is acquired through
experience and learning it is not inherited .
• Culture is shared : Culture is not specific to an
individual. Rather it is shares by the member of
a particular group, organisation or society.
• Culture is descriptive : culture defines the
social behavior of people. It is the means by
which people interpret their environment.
CHARACTERISTICS • Culture is adaptive : culture depends on the
OF CULTURE capacity of people to adapt to change. Culture
is dynamic and it is not immune to change. It
keeps on changing.
• Culture is symbolic : the language patterns,
habits, customs, rituals and artifacts symbolize
the culture of people
ELEMENTS OF
CULTURE
The important elements of culture are language,
religion, values and attitudes, education, social
organization, technology and material culture, law and
politics, and aesthetics. (Carter, 2002) Language:
Language can be verbal and non-verbal. Verbal means
how the words are spoken (tone of voice) and non-
verbal includes gestures, body position and eye
contact. It is important to really understand how
language is used by the people in your target market.
Consider the following examples: the Kentucky Fried
Chicken slogan “Finger-licking’ good” in Chinese, came
out as “Eat your fingers off”. These can irritate and
frustrate the customer and therefore these
misunderstandings should be avoided. It does not give
the best impression of the company that has produced
it.
 Religion:
Many international companies ignore the influence of religion. Most cultures find in religion a
reason for being. It is important to identify the difference between the shared beliefs, for example,
in Islam, Buddhism, or Christianity. An example of the effect of religious beliefs on international
marketing is the ban of pork products and alcoholic beverages in the Middle East. The international
market manager must be aware of religious division in the countries of operation.
 Values and attitudes:
Values and attitudes can affect reaction to a product or to its origins. For example, a firm using
yellow flowers in its logo or on the packaging of a product was well accepted in the United States
but was a disaster in Mexico, where a yellow flower symbolizes death or disrespect. (Kotler and
Armstrong, 1999) An international company needs to understand the differences in values and
attitudes within the country.
 Education:
It is significant for international firms are to know about the educational system of a country. The
level and nature of education can have a major impact on how receptive consumers are to foreign
marketing activities.
 Law and politics:
Certain issues in the political environment are significant. Some countries, such as
Russia, have relatively unstable governments, whose policies may change
dramatically if new leaders come to power by democratic or other means. Some
countries have little tradition of democracy, and thus it may be difficult to
implement. When a company is going into a foreign market it is also important to
look at the ownership regulations, the employment law, health and safety system,
financial law and patent protection.​
 Social organization:
The social systems are different in every country, for example the family relations,
the social stratifications, the interest groups and the status in a community group.
Social organization also determines the roles of managers and subordinates and
how they relate to one another.
 Organisational system is the system of
shared beliefs and values that guides the
behavior of individual and group in
organisaton. It shapes the attitudes behavior
and performance of people of people in the
organisation . Culture establish a clear vision
of what the organisation attempts to
ORGANISATIONAL accomplish and allows individual to rally
member the vision. The culture that is clear,
CULTURE well defined and widely shared among
member is a strong culture. It encourages
positive behavior and commitment to the
organisation. A good culture is performance
oriented, emphasizes teamwork, allow risk-
taking encourage innovation and gives
priority to well-being of members.
 Culture awareness is becoming increasingly
necessary because we now live and work
in diverse culture. Firm which encourage in
international business encounters new and
different culture . Awareness and acceptance of
culture difference have to be an integral part of
ASSESSMENT employee training an d development. While
conducting business with person from a different
OF CULTURE culture you must remember that he or she thinks
differently. The astute manager must learn about
the various culture that are critical to his or her
line of business. The process by which one adopts
and adjust to different culture is known as
ACCULTURATOIN
APPROACHES
FOR
ASSESSING
CULTURE
THE PARTIAL THE COMPREHENSIVE
DIFFERENCES APPROACH APPROACH
THE PARTIAL
APPROACH
• The most common approach is the partial
approach. It is confined to the study of particular
aspect of a culture. Some of these key aspects are
as follows
v Attitude towards work and Achievement
v Attitude towards Authority
v Attitude towards the Future
v Expression of Disagreement
v Patterns of decision making
v Responsibility of family
v Social structure
 THE COMPREHENSIVE APPROACH

The partial approach is time saving and less

While assessing culture, the international
expensive. But it does not provide a
enterprise must be aware of both similarities
comprehensive view of culture difference.
and difference, generally emphasis is put
Under the comprehensive approach an attempt
on culture difference as they are likely to
is made to identify and judge an entire range of
create problem I international business. It is not
culture variables. However comprehensive
enough to identify difference between cultures.
assessment tends to be quite consuming, costly
Cross culture analyses should also indicates
and unwieldy due to large number of culture
which culture variable will change in what
difference. A combine approach may be
order and with what speed.
adopted to focus on key culture variables.
 PRIMARRY MESSSAGE DEPICTS VALUE AND CULTURE RULES
SYSTEM

INTERCTION The ordering of man's interaction with those around him,

through language , touch, noise and so on.

Association The organisation and structuring of society and

its components.
Subsistence The ordering of man's activity in feeding, working and
making a living.
EDWARD
HALL Bisexuality The differentiation of roles, activities, and function along sex
lines.
PRIMARY
MESSAGE Territoriality The possession , use and defensed of space and territory.
SYSTEM Temporality The use, allocation and division of time.
Learning The adaptive process of learning and instruction.
Play Relaxation, humor, recreation, and enjoyment
Defense Protection against man's environment including medicine,
warfare and law

Exploitation Turning the environment to man's use through technology,

construction and extraction of material.
 Power distance index (PDI): The power distance index is
defined as “the extent to which the less powerful members of
organizations and institutions (like the family) accept and
expect that power is distributed unequally.” In this dimension,
inequality and power is perceived from the followers, or the
lower strata. A higher degree of the Index indicates that
hierarchy is clearly established and executed in society,
HOFSTEDE'S without doubt or reason. A lower degree of the Index
signifies that people question authority and attempt to
CULTURAL distribute power.

DIMENSION Individualism vs. collectivism (IDV): This index explores the

“degree to which people in a society are integrated into
THEORY groups.” Individualistic societies have loose ties that often
only relate an individual to his/her immediate family. They
emphasize the “I” versus the “we.” Its counterpart,
collectivism, describes a society in which tightly-integrated
relationships tie extended families and others into in-groups.
These in-groups are laced with undoubted loyalty and
support each other when a conflict arises with another in-
group.
 Uncertainty avoidance (UAI): The uncertainty avoidance index is
defined as “a society's tolerance for ambiguity,” in which people
embrace or avert an event of something unexpected, unknown,
or away from the status quo. Societies that score a high degree in
this index opt for stiff codes of behavior, guidelines, laws, and
generally rely on absolute truth, or the belief that one lone truth
dictates everything and people know what it is. A lower degree in
HOFSTEDE'S this index shows more acceptance of differing thoughts or ideas.
Society tends to impose fewer regulations, ambiguity is more
accustomed to, and the environment is more free-flowing.
CULTURAL
DIMENSIONS Masculinity vs. femininity (MAS): In this dimension, masculinity
is defined as “a preference in society for achievement, heroism,
THEORY assertiveness and material rewards for success.” Its counterpart
represents “a preference for cooperation, modesty, caring for the
weak and quality of life.” Women in the respective societies tend
to display different values. In feminine societies, they share
modest and caring views equally with men. In more masculine
societies, women are somewhat assertive and competitive, but
notably less than men. In other words, they still recognize a gap
between male and female values. This dimension is frequently
viewed as taboo in highly masculine societies.
 Long-term orientation vs. short-term orientation (LTO):
This dimension associates the connection of the past with
the current and future actions/challenges. A lower degree
of this index (short-term) indicates that traditions are
honored and kept, while steadfastness is valued. Societies
with a high degree in this index (long-term) view
HOFSTEDE'S adaptation and circumstantial, pragmatic problem-solving
as a necessity. A poor country that is short-term oriented
CULTURAL usually has little to no economic development, while long-
term oriented countries continue to develop to a point.
DIMENSIONS
THEORY Indulgence vs. restraint (IND): This dimension refers to
the degree of freedom that societal norms give to citizens
in fulfilling their human desires. Indulgence is defined as
“a society that allows relatively free gratification of basic
and natural human desires related to enjoying life and
having fun.” Its counterpart is defined as “a society that
controls gratification of needs and regulates it by means of
strict social norms.”
 • A multicultural organization features a
workforce that includes people from
diverse backgrounds integrated across
all levels of the company. Employees in
a multicultural organization contribute
their unique perspectives based on
MULTICULTURE their various ethnicities, cultures,
backgrounds and other unique
ORGANISATION characteristics to the benefit of their
organization. A multicultural
organization also displays an absence
of discrimination and prejudice, with
skill, talent and aptitude being the
primary criteria for climbing
the corporate ladder.
 AFRICAN STUDENTS BLACK STUDENT BRAZILIAN STUDENTS

LIST OF ASSOCIATION UNION ASSOCIATION (JHU

BRSA)

MULTICULTURE
ORGANISATION

CARIBBEAN CULTURAL CHINESE STUDENTS FRENCH CLUB

SOCIETY ASSOCIATION (CSA)
STRATEGIES TO PROMOTE
CULTURAL DIVERSITY
• Acknowledge Differences. ...
• Offer Implicit Bias Training -- for Everyone. ...
• Provide Mentors. ...
• Let People Learn by Doing. ...
• Encourage Personal Evaluation. ...
• Ask Questions. ...
• Value All Diversity.
THANK YOU