1.
Cultural dimensions based on how we
relate to other people
Specific & Diffuse

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.
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.
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.
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.
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.
The End
Based on the work of Fons Trompenaars & Charles
Hampden-Turner: Riding the Waves of Culture.
Bachelorinternationalmanagement.eu
Michael Medlock MBA