Fons trompenaars Cultural Dimensions

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Fons trompenaars Cultural Dimensions

  1. 1. Sinem KüçükyılmazGamze Saba Berlin School of Economics and Law Intercultural Communication Cynthia Tilden-Machleidt
  2. 2.  Who is Fons Trompenaars ? What are the dimensions ? Dimensions with examples Dimensions in Turkey
  3. 3. •Fons Trompenaars is a Dutch author and consultant in thefield of cross-cultural communication.•Trompenaars experienced cultural differences firsthand athome, where he grew up speaking both French and Dutch.Later at work with Shell in nine countries.•is ranked in the Thinkers50 of the most influentialmanagement thinkers alive
  4. 4. Individualism Specific Neutral Achievement Past InternalUniversalism vs. vs. vs. vs. vs. vs. vs. CommunitarianParticularism Diffuse Affective Ascription Future External ism
  5. 5. You are riding in a car driven by a close friend. Hehits a pedestrian. You know he was going at least35 mph where the maximum allowed speed is 20mph. There are no witnesses. His lawyer says thatif you testify under oath that he was only driving20 mph it may save him from seriousconsequences. Fons Trompenaars
  6. 6. UNIVERSALISM PARTICULARISM Seek fairness by treating all  Seek fairness by treating all like cases the same way cases on their special merits Focus more on rules than  Focus more on relationships relationships than on rules  Business loyalty is based on Business loyalty is based on personal relationship general rules, standards  Written contracts are less Detail written legal contracts important; mutual trust in are very important more important Signed contracts are  Signed contracts are not irrevocable stipulations of always kept, particularly if the commitments conditions of the environment change
  7. 7. 100% South Korea90% Venezuela80% Russia70% China Mexico60% Japan50% France40% Denmark30% UK20% Germany10% USA 0% Canada
  8. 8. What is your observation about Coca Colacommercial from Turkey ?
  9. 9. INDIVIDUALISM COMMUNITARISM More frequent use of “I”  More frequent use of “We” Decisions made on the spot by  Decisions referred back to representatives organisation Quicker decision-making  Slow decision-making process Assume personal responsibility  Assume joint responsibility The individual is compensated  The group is compensated for for high performance high performance Job turnover and mobility high  Job turnover and mobility low Vacations in pairs  Vacations in gruops of extend family
  10. 10. NEUTRAL AFFECTIVE Do not reveal what they are  Reveal thoughts and feelings thinking or feeling verbally and in face Cool and well–controlled  Heated, vital and animated conduct is admired expressions are admired Statements are monotonic and  Statements are emotional and lack an emotional ton dramatic The entire negotiation is  Negotiation is typically focused typically focused on the object on the persons involved Behaviour during negotiations  Behaviour is warm, expressive tends to be detached and cool
  11. 11. Diffuse (China) Specific (USA)If an European manager gets invited by his Chinese partner at home ?
  12. 12. SPECIFIC DIFFUSE Private and business  Private and business issues agendas are kept separate interpenetrate Low communication context  High communication context Structure meetings with  Let the meeting flow time slots  Study the history Study the objectives  Indirect, circuitous Direct to the point  Respect a person’s title, age, Do not use titles background, connections
  13. 13. ACHIEVEMENT ASCRIPTION Respect for superior in  Respect for superior in hierarchy depends on his / hierarchy depends upon the hers knowledge and skills employees commitment to Titles are used to reflect the the organisation  Titles are used to reflect the competence of a person influence of a person or his / Decisions are challenged by her organisation anybody on technical and  Decisions are only challenged functional grounds by people with higher In negotiations technical authority advisers and knowledgeable  In negotiations older and people are used for hierarchically senior people convincing are used for convincing
  14. 14. INTERNALISTIC EXTERNALISTIC Often dominating attitude  Often flexible attitude, willing and tendency to to compromise and keep the aggressiveness peace.  Softness, persistence, Playing “tough” is legitimate politeness Focus is on self, own group  Focus is on “other”, that is and own organisation customer, partner, colleague Discomfort when  Comfort with waves, shifts environment seems “out of and cycles control” or changeable  It is most important to It is most important to win maintain the relationship the objective
  15. 15. Past Present Future China, Britain, Japan and the rest of the spanish-speaking The United States and,most spanish-speaking Latin Latin American countries and increasingly, Brazil, American countries many African countries. Germany talk about history,  the past as passed optimism about future origin of family and the future as planning and Traditional values strategizing done uncertain respect shown for enthusiastically  Here and now ancestors, older more abstract, more  short-term benefits people imaginative, more Conservative  immediate results. creative management  Let the things flow the fresh to the old
  16. 16. SEQUENTIAL SYNCHRONIC time as a series of passing  ideas about the future and events. memories of the past the completion of each shape present action. stage.  interchangeable stepping- hate to be thrown off their stones schedule or agenda  showing how they value rude to be few minutes people by giving them time late  less insistent upon punctuality
  17. 17. Individualism Specific Neutral Achievement Past InternalUniversalism vs. vs. vs. vs. vs. vs. vs. CommunitarianParticularism Diffuse Affective Ascription Future External ism
  18. 18.  Trompenaars, F. and Hampden-Turner, C. (2005) ‘Riding the waves of culture: Understanding cultural diversity in business’ (Nicholas Brealey, UK) Trompenaars, F.and Woolliams, P. (2003) ‘Business across cultures’ (Capstone, UK) Woolliams, Peter; Trompenaars, Fons. "Business weltweit: der Weg zum interkulturellen Management“ Gutterman S. “Trompenaars’ and Hampden- Turner’s Seven Dimensions of Culture” Dr. Boeree ,G. “Culture Personalities”, 2007 Analyzing Cultural differences [Online]. Available: http://www.europeansmeetchinese.com/#post55 Accessed 20 May 2012]
  19. 19. Questions ?

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