2. Cultural Shock
• Cultural Shock may be viewed as travel anxiety, and it is nothing
more than the experience of dissonance brought about by
unfamiliar people and environments (Smith, 2008)
• Have you experienced cultural shock before?
• Cultural shock can be minimized by learning intercultural
management skills and improving cultural intelligence.
• Cultural intelligence (CQ) is the capability to relate and work
effectively in culturally diverse situations.
7. Communication
• Low Context (Direct) Culture:
• Emphasis on explicit
• High Context (Indirect)Culture:
• Emphasis on indirect
communication (tone, context)
9. Hofstede’s Cultural Dimension
• Hofstede’sCulture Dimension
– Power distance
– Masculinity vs. Femininity
– Individualism vs. Collectivism
– Uncertainty Avoidance
– Long- or short-Term Orientation
– Indulgence vs. Restraint
Note: Hofstede’s model is often criticized for
oversimplification. National culture is never
homogenized but a complicated mixture of.
10. Intercultural Management
As a team manager, how will you deal with the following
two scenarios based on your understandings on
intercultural management?
• You have a new player from Brazil that just arrived and
could not speak English.
• The Championship games is scheduled in the middle of
Ramadan and you have two Muslim players on your team.
15. CASE STUDY
• UFC
• Formula One
• Esports and the Olympics
• NFL in Europe
16. DISCUSSION
• Choose one of the following countries and use Hofsted’s Cultural
Dimensions to discuss the potential impact of cultural differences
on NFL’s business in your chosen country. (Mexico, Germany, China,
UAE, Greece, Brazil)
• Focus on potential risk and opportunity due to the cultural
differences.
• What are your strategies to “glocalize” NFL’s business?
17. Attitudes toward Authority and Decision-Making
• Many executives and managers assume that in more-
hierarchical societies, decisions will be made at the top by
the boss, and in more-egalitarian cultures, decisions will be
reached by group consensus.Yet on a worldwide scale,
hierarchies and decision-making methods are not always
correlated.
• Attitude toward authority (hierarchical vs. egalitarian)
• Attitude toward decision-making (top-down vs. consensual)
