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Cross Cultural Management Focus on Thailand july 2013
 

Cross Cultural Management Focus on Thailand july 2013

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A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.

A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.

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    Cross Cultural Management Focus on Thailand july 2013 Cross Cultural Management Focus on Thailand july 2013 Presentation Transcript

    • WWW.ASIOCONSULTING.COM
    • What is culture ? “Culture is defined as the collective mental programming of the human mind which distinguishes one group of people from another.” Prof. Geert Hofstede WWW.ASIOCONSULTING.COM
    • WWW.ASIOCONSULTING.COM Geert Hofstede’s model Studied how values in the workplace are influenced by culture Started in IBM subsidiaries early 70s Identified 4 “dimensions” (later extended to 6) Studies extended to 93 countries www.geert-hofstede.com
    • WWW.ASIOCONSULTING.COM Dimension #1: Power Distance (PDI) “The degree to which the less powerful members of a society accept and expect that power is distributed unequally” o distribution of power is equalized o power inequalities need to be justified PDI low high o there is a hierarchy where everyone has a place o this is accepted and there is no need for justification Philippines (94) Russia (93) Mexico (81) India (77) Austria (11) Israel (13) Sweden (31) Great Britain (35) USA (40) Thailand (64)
    • WWW.ASIOCONSULTING.COM Dimension #2: Individualism vs Collectivism (IDV) “Degree to which people’s self-image is defined in terms of “I” or “we.”” o tightly-knit framework in society o individuals expect relatives or members of a group to look after them o loyalty to the group IDV collectivism individualism o loosely-knit framework in society o individuals take care of themselves and their immediate families only USA (91) Australia (90) Great Britain (89) Canada (80) Indonesia (14) Taiwan (17) South-Korea (18) Thailand (20)
    • WWW.ASIOCONSULTING.COM Dimension #3: Masculinity vs Femininity (MAS) or assertiveness vs modesty “Degree to which society clearly distinguishes emotional gender roles.” o focus on cooperation, modesty, caring for the weak, quality of life o society is consensus-oriented MAS feminine masculine o focus on achievement, heroism, material reward, assertiveness o society is competitive Japan (95) Italy (69) China (66) Sweden (5) Netherlands (14) Finland (26) Thailand (34)
    • WWW.ASIOCONSULTING.COM Dimension #4: Uncertainty Avoidance (UAI) “Degree to which the members of a society feel uncomfortable with uncertainty and ambiguity” o relaxed attitude o practice counts more than principles UAI low high o rigid codes of belief and behavior o intolerant of unorthodox behavior and ideas Greece (112) Belgium (96) Japan (92) France (86) Singapore (8) Denmark (23) Hong Kong (29) Vietnam (30) Thailand (64)
    • Dimension #5: Long vs Short Term Orientation (LTO) “Degree to which society values the long term focus.” LTO low high South Korea (100) Taiwan (93) Japan (88) China (87) USA (25) Ireland (24) Australia (21) Egypt (7) Thailand (32) WWW.ASIOCONSULTING.COM o quick results o limited savings for future o save and invest o perseverance
    • WWW.ASIOCONSULTING.COM RESULTSBEHAVIORASSUMPTIONS CULTURE & CULTURE’S DIMENSIONS beliefs, values communicate, making decisions Why is this important at work ?
    • WWW.ASIOCONSULTING.COM Example #1: Manager from high IDV in low IDV context o tightly-knit framework in society o individuals expect relatives or members of a group to look after them o loyalty to the group IDV o loosely-knit framework in society o individuals take care of themselves and their immediate families only Thailand (20) USA (91) USA Manager needs to … - Understand subordinates have a responsibility over their family - Give praise to the team (as opposed to individuals) - Be aware that relationships can be more important than the task - Be aware decision making can be slow because of the need to consult many people
    • WWW.ASIOCONSULTING.COM Example #2: Manager from low PDI in high PDI context PDI Austria (11) Thailand (64) o distribution of power is equalized o power inequalities need to be justified o there is a hierarchy where everyone has a place o this is accepted and there is no need for justification Austrian Manager needs to … - Give clear and explicit directions to subordinates - Be aware that not much initiative can be expected - Accept that his team puts him at a higher level - Show respect to those higher up in the hierarchy
    • WWW.ASIOCONSULTING.COM PDI Thailand (64) IDV collectivism individualismThailand (20) MAS feminine masculineThailand (34) low high UAI low highThailand (64) LTO low highThailand (56) UK (35) UK (89) UK (66) UK (35) UK (25) France (68) France (71) France (43) France (86) France (39)
    • WWW.ASIOCONSULTING.COM www.geert-hofstede.com