Specific and diffuse cultures

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A summary of Tromperaars and Hampden-Turners specific and diffuse cultural dimensions.

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Specific and diffuse cultures

  1. 1. Cultural dimensions based on how we relate to other people Specific & Diffuse
  2. 2. Specific and diffuse cultures  Specific  Segrate positions at work from other life  a.k.a. U-types  Eg. Americans  Diffuse  Authority at work transfers to society  a.k.a. G-types  Eg. Japanese
  3. 3. Consequences  Specific seem more open  Diffuse seem more guarded  Once you are in you are in my WHOLE life  Face more important in diffuse cultures  Specific more object oriented  Diffuse more relationship oriented
  4. 4. Business Consequences  Relationships vital in diffuse  Pay for perfomance in specific  Low labour turnover in diffuse  Less M&A activity in diffuse  More cross-holdings in diffuse  Diffuse corporations more “social”
  5. 5. Dealing with specifics  Study and acknowledge objectives  Stick to the point  Well-structured meetings  Titles may seem pompous  Only skills relevant to business at hand are important
  6. 6. Dealing with the diffuse  Understand organisational background and vision  Take your time  Let meetings meander rather than impose structure  Titles, background and age important across all spheres of life
  7. 7. The End Based on the work of Fons Trompenaars & Charles Hampden-Turner: Riding the Waves of Culture. Bachelorinternationalmanagement.eu Michael Medlock MBA

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