This document discusses culture and cultural diversity. It defines culture and identifies some key dimensions of cultural variation, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. It also discusses frameworks for analyzing culture like Hofstede's cultural dimensions and Trompenaars' cultural orientations. Specific cultural differences between countries like the US, Japan and Germany are examined across these dimensions. The impact of culture on areas like decision making, risk tolerance, and rewards is covered.
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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.
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Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
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This slideshow was created to accompany the sixth chapter of Communicate! by Kathleen S. Verderber, Rudolph F. Verderber and Deanna D. Sellnow. Publisher: Wadsworth/Cengage Learning. ISBN-13: 978-0-495-90171-6
Walmart is well known as the retail giant with global outreach, but sometimes failures do happen. This presentation attempts to analyze Walmart's failure in Japan and possible opportunities.
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MBA 670 Capsim: Strategic Decision Making
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International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
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MBA 670 Capsim: Strategic Decision Making
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Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
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Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
1. +
Chapter 4
The Meanings and
Dimensions of Culture
2. +
Culture
Article: Emphasis on face to face interaction in Japan
International managers need to keep in mind that practices
around the world differ greatly
Culture: acquired knowledge that people use to interpret
experience and generate social behavior; forms values, creates
attitudes, and influences behaviors
Can be learned, shared, transgenerational, symbolic, patterned, and
adaptive
3. +
Cultural Diversity
Centralized v. Decentralized Decision Making
who makes the decisions?
Safety v. Risk
should people make risky decisions?
Individual v. Group Rewards
how does the culture reward success?
High v. Low Organizational Loyalty
do people identify with the employer or the job more?
Cooperation v. Competition
how should employees interact in the workplace?
4. +
US v. Japan v. Germany
Decision Making: US and Germany
are more decentralized, Japan
centralized
Safety v. Risk: US takes most
risk, Germany moderate risk, Japan
focuses on safety
Rewards: US and Germany focus on
individual rewards, Japan focuses on
group rewards
Loyalty: Japan is loyal to
organization, US and Germany loyal
to occupational group
Cooperation v. Competition: Japan
likes cooperation, US and Germany
prefer competition
5. +
Components of culture
The explicit artifacts and products of the society
(buildings, language, food)
The norms and values that guide the society
The implicit , basic assumptions that guide people’s behavior
6. +
Values
Values are basic convictions that people have regarding what is
right and wrong, good and bad, important and unimportant
Can values change over time?
Japanese values seem to be changing after a long term
recession; “era of personal responsibility”
7. +
Hofstede’s Four Dimensions
Dutch researcher GeertHofstede identified four main
dimensions of culture
Power Distance: the extent to which less powerful members of
organizations accept that power is distributed unequally
Uncertainty Avoidance: the extent to which people feel threatened
by ambiguous situations and have created beliefs and institutions
that try to avoid these
High uncertainty avoidance: high need for security and a strong
belief in experts; Germany, Japan
Low uncertainty avoidance: more willing to accept risks; Denmark,
Great Britain
8. +
Hofstede’s Four Dimensions (cont.)
Individualism: the tendency of
people to look after themselves
and their immediate family only
Opposite is collectivism, which
is the tendency to belong to
groups and to look after each
other in exchange for loyalty.
Masculinity: a cultural
characteristic in which the
dominant values in a society are
success, money, and things.
The contrary is
femininity, which is a cultural
characteristic in which the
dominant values are caring for
others and the quality of life.
9. +
Trompenaars Cultural Dimensions
Another view is that of FonsTrompenaars, with five relationship
orientations that address the ways in which people deal with
each other
Universalism v. Particularism
Universalism is the belief that ideas and practices can be applied
everywhere without modification, so they focus on formal rules
Particularism is the idea that circumstances dictate how ideas and
practice should be applied, so they focus more on relationships
and trust
Individualism v. Communitarianism
Communitarianism has the same idea as collectivism
10. +
Neutral v. Emotional
Neutral culture is one in which emotions are held in check (United
Kingdom)
Emotional culture is one in which emotions are expressed openly and
naturally (Mexico and the Netherlands)
Specific v. Diffuse
Specific culture is one in which individuals have a large public space
they readily let others enter and share and a small pricate space they
guard closely and share with only close friends and associates. There is
a strong separation of work and personal life.
Diffuse culture is one in which public space and private space are similar
in size and individuals guard their public space carefully b/c entry into
public space affords entry into private space. Work and private life are
closely linked.
11. +
Achievement v. Ascription:
Achievement cultures focus on how well people perform
Ascription cultures focus on who or what the person is
12. +
US v. Japan v. Germany
US has high individualism and
low power distance, weak
uncertainty
avoidance, moderate degree of
masculinity
Japan has moderate
individualism and moderate
power distance, strong
uncertainty avoidance, and a
very high degree of masculinity
Germany has slightly lower
individualism and low power
distance, moderate uncertainty
avoidance, and a high degree of
masculinity
13. +
Time
Sequential time v. Synchronous time
In cultures that have sequential approaches, people tend to do one
thing at a time, and they follow plans strictly. (United States)
In cultures with synchronous approaches, people do multiple things
at a time and things like appointments are subject to change.
(France and Mexico)
Example: People in the US will keep an appointment, while in
Mexico they might change it if something else comes up.
14. +
Environment
Two views of the environment
Idea that managers are in control of their fate and environment
Dominant in US thought
Idea that they must “go with the flow”
Dominant in Asian nations
Example: US govt urging Japanese car companies to purchase
component parts in order to balance the flow of trade (quid pro
quo)
15. +
GLOBE Project
Global Leadership and Organizational Behavior Effectiveness:
a multicountry study and evaluation of cultural attributes and
leadership behaviors among more than 17,000 managers from
951 organizations and 62 countries; measures cultural
differences
Meta-goal was to develop an empirically based theory to
describe, understand, and predict the impact of specific cultural
variables on leadership and organizational processes and the
effectiveness of these processes.
17. +
Strategic Predispositions
Ethnocentric predisposition: a nationalistic philosophy of
management whereby the values and interests of the parent
company guide strategic decisions
Polycentric predisposition: a philosophy of management whereby
strategic decisions are tailored to suit the cultures of the countries
where the MNC operates
Regiocentric predisposition: a philosophy of management
whereby the firm tries to blend its own interests with those of its
subsidiaries on a regional basis
Geocentric predisposition: a philosophy of management whereby
the company tries to integrate a global systems approach to
decision making
18. +
Meeting the Challenge
Globalization imperative: a belief that one worldwide approach to
doing business is the key to both efficiency and effectiveness
A large number of companies use a large number use the same
strategies abroad as they do at home
(US, Canada, France, Germany, Japan, UK)
19. +
Meeting the Challenge
Factors that help facilitate the need to develop unique strategies for
different cultures, including:
The diversity of worldwide industry standards
A continual demand by local customers for differentiated products
The importance of being an insider
The difficulty of managing global organizations
The need to allow subsidiaries to use their own abilities and
talents and not be restrained by headquarters
20. +
Cross- Cultural Differences and
Similarities
Parochialism: the tendency to view the world through one’s
own eyes and perspectives
Simplification:process of exhibiting the same orientation
toward different cultural groups
21. +
Example of Similarities
Korean firms and US firms
As organizational size inc, commitment declined
As structure became more employee-focused, commitment
increased
the more positive the perception of organizational climate, the
greater the employee commitment
22. +
Differences Across Cultures
Different clusters require a different approach to forming an
effective compensation strategy
Pacific rim countries – incentive plans should be group-based
EU nations (France, Spain, Italy, and Belgium) – similar
compensation strategies
Great Britain, Ireland, and the United States – managers value their
individualism and are motivated by the opportunity for earnings,
recognition, advancement, and challenge
Study – US affiliates used a hybrid form of HRM practices,
where they closely follow local practices when dealing with the
rank and file but even more closely approximate parent-
company when dealing with upper-level management
23. +
Doing Business in China
Technical competence – send
engineers to answer questions in
precise detail
Punctual
Nod to show that they understand
Guanxi; “good connections”
Guanxi represents nepotism, where
individuals in authority make decisions
on the basis of family ties or social
connections rather than objective
indices
Good listening skills
Collective society in which people
pride themselves on being members of
a group
24. +
Doing Business in Russia
Build personal relationship with
partners – personal relationships
are very important
Use local consultants
Different business ethics (giving
bribes)
Could take months for something to
get done, so be patient
Stress exclusivity
Be careful about compromising or
settling things too quickly, because
this is often seen as a sign of
weakness
25. +
Doing Business in India
Be on time for meetings
Unless close, personal questions
shouldn’t be asked
Public displays of affection are
considered inappropriate
The namaste gesture can be
used to greet people
Bargaining for goods and
services is common
Pointing is done with the chin and
beckoning is done with the palm
turned down
26. +
Doing Business in Brazil
Physical contact is an acceptable form
of communication
Face-to-face is preferred as a way to
communicate, so avoid simply e-
mailing or calling
Form a strong relationship before
bringing up business issues (tend not
to trust people)
Appearance is very important
Patience, because many processes
are drawn out
Still be prepared despite the slow
processes and relaxed environments
Editor's Notes
Which do you think is most effective? How can companies not get stuck in the rut of staying with one predisposition
1 - such as those in broadcasting, where television sets must be manufactured on a country-by-country basis. 2 - as in the case of consumer goods that must meet local tastes. 3 - as in the case of customers who prefer to “buy local.” 4 - as in the case of some local subsidiaries that want more decentralization and others that want less. 5 - as in the case of local units that know how to customize products for their market and generate high returns on investment with limited production output The way that a product is marketed (ex. toothpaste as a cosmetic product or as a cavity-fighter)Germans want advertising that is factual and rationalFrench avoid reasoning or logicBritish value laughter Table on page 130