Values and Beliefs are specific to each culture and their impact on decision choice and decision processes differ from one country to another. This presentation explores various dimensions of this issue and and illustrates how Cultural Factors can be addressed in System Design through examples.
The document discusses cross-cultural decision making. It notes that culture shapes values and behaviors, and differences can emerge when people from different cultures interact. Decision making processes also vary across cultures. There are two main types: programmed, which relies on precedent, and non-programmed, which analyzes current data. Western cultures typically use a six-step process involving defining problems, criteria, options, evaluation, selection and implementation. Key problems in cross-cultural decision making include reconciling conflicting demands and defining individuals' motivation levels.
The document discusses decision making processes and culture. It explains that managers have the function of making decisions. The decision making process involves generating criteria to select alternatives through communication before, during and after. Group decisions have benefits like more input but also drawbacks like taking more time. Communication is key when making decisions in multicultural teams as different cultures approach decision making differently.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
The document summarizes key concepts about organizational culture from a textbook chapter, including that organizational culture is defined as shared meanings held by members, stems from founders' actions, is transmitted through socialization, stories, rituals and symbols, and can impact ethics, spirituality and diversity. Managers must consider culture when selecting employees, socializing them, and leading with ethical and positive role modeling.
This document provides an overview of cross-cultural training. It discusses the role of training in supporting expatriate adjustment and performance. Effective pre-departure training includes cultural awareness, preliminary visits, language skills, and relocation assistance. Training can vary in rigor from short lectures to month-long experiential programs. Components of cross-cultural training include cultural orientation, language training, sensitivity training, and field experience. The document also examines conceptual frameworks for cross-cultural training, including models by Tung, Mendelhall & Oddou, and Black & Mendelhall.
Organizational Behavior Chapter 4 Personality and ValuesDr. John V. Padua
This document summarizes a chapter about personality and values from an organizational behavior textbook. It defines personality and describes how it is measured. It discusses two frameworks for assessing personality: the Myers-Briggs Type Indicator and the Big Five model. It also covers other personality traits, values, value systems, frameworks for assessing cultural values, and implications for managers regarding personality and values.
Here is a one page proposal on how to improve relationship between Malaysian students and students from other cultures in UUM based on Hofstede's cultural dimensions:
Proposal to Improve Inter-Cultural Relationships at UUM
Background: UUM has a diverse student population from many different cultures. However, there can be challenges in relationships between Malaysian students and international students due to cultural differences.
Objective: To foster greater intercultural understanding and improve relationships between Malaysian and international students at UUM.
Activities:
- Organize cultural appreciation workshops that educate students about different cultures based on Hofstede's dimensions such as power distance, individualism vs. collectivism, masculinity vs. femininity
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
The document discusses cross-cultural decision making. It notes that culture shapes values and behaviors, and differences can emerge when people from different cultures interact. Decision making processes also vary across cultures. There are two main types: programmed, which relies on precedent, and non-programmed, which analyzes current data. Western cultures typically use a six-step process involving defining problems, criteria, options, evaluation, selection and implementation. Key problems in cross-cultural decision making include reconciling conflicting demands and defining individuals' motivation levels.
The document discusses decision making processes and culture. It explains that managers have the function of making decisions. The decision making process involves generating criteria to select alternatives through communication before, during and after. Group decisions have benefits like more input but also drawbacks like taking more time. Communication is key when making decisions in multicultural teams as different cultures approach decision making differently.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
The document summarizes key concepts about organizational culture from a textbook chapter, including that organizational culture is defined as shared meanings held by members, stems from founders' actions, is transmitted through socialization, stories, rituals and symbols, and can impact ethics, spirituality and diversity. Managers must consider culture when selecting employees, socializing them, and leading with ethical and positive role modeling.
This document provides an overview of cross-cultural training. It discusses the role of training in supporting expatriate adjustment and performance. Effective pre-departure training includes cultural awareness, preliminary visits, language skills, and relocation assistance. Training can vary in rigor from short lectures to month-long experiential programs. Components of cross-cultural training include cultural orientation, language training, sensitivity training, and field experience. The document also examines conceptual frameworks for cross-cultural training, including models by Tung, Mendelhall & Oddou, and Black & Mendelhall.
Organizational Behavior Chapter 4 Personality and ValuesDr. John V. Padua
This document summarizes a chapter about personality and values from an organizational behavior textbook. It defines personality and describes how it is measured. It discusses two frameworks for assessing personality: the Myers-Briggs Type Indicator and the Big Five model. It also covers other personality traits, values, value systems, frameworks for assessing cultural values, and implications for managers regarding personality and values.
Here is a one page proposal on how to improve relationship between Malaysian students and students from other cultures in UUM based on Hofstede's cultural dimensions:
Proposal to Improve Inter-Cultural Relationships at UUM
Background: UUM has a diverse student population from many different cultures. However, there can be challenges in relationships between Malaysian students and international students due to cultural differences.
Objective: To foster greater intercultural understanding and improve relationships between Malaysian and international students at UUM.
Activities:
- Organize cultural appreciation workshops that educate students about different cultures based on Hofstede's dimensions such as power distance, individualism vs. collectivism, masculinity vs. femininity
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Social Responsibility and Ethics in Strategic ManagementRintis Eko Widodo
The concept of social responsibility proposes that a private corporation has responsibilities to society that extend beyond making a profit. Milton Friedman and Archie Carroll offer two contrasting views of the responsibilities of business firms to society.
Main characteristic of the 4 approaches to international staffingJubayer Alam Shoikat
Main characteristic of the 4 approaches to international staffing
The Ethnocentric Approach • The polycentric Approach • The Geocentric Approach • The Regiocentric Approach.
Advantages and Disadvantages
The document discusses the key challenges facing human resource management (HRM). It outlines several contextual factors that influence HRM, including globalization, changing workforce demographics, managing diversity, union attitudes, and work-life balance issues. Some specific challenges mentioned include identifying qualified candidates, adapting to increased competition, embracing change, and fully satisfying employees. The document then examines several challenges in more depth, such as managing a global and diverse workforce, union influence, keeping up with technological innovation, and containing costs while developing human capital. It emphasizes that HR professionals must help their organizations adapt to changing needs in order to succeed.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
What are the determinants of culture In terms of Hofstede model analyses how ...Sohag Jafrul
Wal-Mart faced challenges expanding into international markets due to cultural differences. In Mexico, Wal-Mart was able to adapt practices like selling in small quantities and hiring local managers, allowing it to succeed. However, in South Korea and Germany, consumers preferred higher quality goods and were not attracted to Wal-Mart's discount strategy, resulting in losses. In China, Wal-Mart adapted further by providing fresh food and killing animals on site, aligning with Chinese preferences. While culture can change through business influence over time, companies must respect local cultures to avoid ethnocentric behavior and achieve long term success abroad.
This document is from a chapter in an international business textbook. It discusses cultural environments and how they impact business operations. The chapter objectives are to understand cultural analysis methods, factors influencing cultural differences, and guidelines for operating internationally in light of cultural considerations. Key topics covered include defining culture, causes of cultural diversity and collisions in business, how cultures form and change, and how languages and religions shape cultures. Behavioral practices like social hierarchies, work motivation, communication styles, and risk tolerance are also examined.
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Global managers face many challenges: understanding different legal, political, and economic environments; navigating cultural differences; and adopting various strategic approaches for doing business internationally. Effective global managers develop a geocentric attitude by gaining knowledge of global issues and balancing local and worldwide objectives. They must understand how regional trading blocs like the EU and NAFTA influence business, as well as adapt company offerings to local preferences when expanding operations abroad.
This document discusses Hofstede's cultural dimensions model which identifies 6 dimensions for comparing cultures: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long term vs short term orientation, and indulgence vs restraint. For each dimension, countries or cultures can be placed on a spectrum ranging from high to low on each dimension based on surveys of employee values from around the world. The document provides descriptions and examples of countries that are high and low on each of these cultural dimensions.
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
This document provides an overview of cross-cultural management concepts including:
- Culture is learned behavior shared among members of a society that influences norms, values, and practices.
- Elements of culture include language, values, norms, attitudes, customs, and more.
- Cultural determinants include religion, language, education, and social structure.
- Cross-cultural theories like Hofstede analyze cultural dimensions like power distance, uncertainty avoidance, and individualism vs collectivism that influence behaviors.
- Understanding cultural differences is important for effective cross-cultural communication and management.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
Chapter 14 Cross Cultural Consumer BehaviorAvinash Kumar
The document discusses cross-cultural consumer behavior from an international perspective. It covers several topics including the imperative for companies to be multinational, cross-cultural consumer analysis, and alternative multinational marketing strategies. Some key points are that marketers must understand similarities and differences between cultures, there is a growing global middle class and teenage market, and companies can use standardized or localized marketing approaches depending on the product and culture.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
1. Organizational behavior is the study of human behavior, attitudes, and performance within organizational settings, drawing on theories from disciplines like psychology, sociology, and anthropology.
2. It analyzes how the external environment affects organizations and their human resources, objectives, and strategies.
3. Organizational behavior is an interdisciplinary field that uses concepts from multiple reference disciplines like psychology, sociology, social psychology, anthropology, political science, management, and economics to understand, predict, and manage human behavior in organizations.
international human resource management - human resourceChirag Tewari
This document discusses international human resource management (IHRM). IHRM involves managing employees from three groups - parent country nationals, host country nationals, and third country nationals. There are different approaches to staffing like ethnocentric, polycentric, and geocentric. Ethnocentric approach involves limited autonomy for subsidiaries and key roles held by parent country employees. Polycentric approach gives more autonomy to subsidiaries and local hiring. Geocentric approach hires the best person regardless of nationality. IHRM is more complex than domestic HRM due to external cultural and institutional factors. Expatriate management involves high costs that must be carefully managed.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document defines key concepts related to cultural competence. It begins by defining culture and values. Culture is described as patterns of behaviors transmitted through symbols that promote stability within a society. Values refer to the worth or excellence ascribed to people, activities, or things.
The document then explores definitions of cultural competence, including the ability to function effectively across cultural contexts through integrating knowledge about groups. It outlines a continuum of cultural competence, ranging from destructiveness to proficiency. Steps for acquiring cultural competence are discussed at both the individual and organizational levels.
The document discusses several cultural value dimensions that shape perceptions of reality. It defines perception and how culture influences it. Beliefs form the basis of values, which then inform attitudes and behaviors. The dominant U.S. cultural patterns discussed are individualism, equal opportunity, science/technology, work/play identity, and competitive nature. Hofstede's cultural value dimensions of individualism/collectivism, uncertainty avoidance, power distance, and masculinity/femininity are also summarized. Finally, the concepts of high-context vs low-context communication and the importance of "face" in collectivist cultures are briefly covered.
Social Responsibility and Ethics in Strategic ManagementRintis Eko Widodo
The concept of social responsibility proposes that a private corporation has responsibilities to society that extend beyond making a profit. Milton Friedman and Archie Carroll offer two contrasting views of the responsibilities of business firms to society.
Main characteristic of the 4 approaches to international staffingJubayer Alam Shoikat
Main characteristic of the 4 approaches to international staffing
The Ethnocentric Approach • The polycentric Approach • The Geocentric Approach • The Regiocentric Approach.
Advantages and Disadvantages
The document discusses the key challenges facing human resource management (HRM). It outlines several contextual factors that influence HRM, including globalization, changing workforce demographics, managing diversity, union attitudes, and work-life balance issues. Some specific challenges mentioned include identifying qualified candidates, adapting to increased competition, embracing change, and fully satisfying employees. The document then examines several challenges in more depth, such as managing a global and diverse workforce, union influence, keeping up with technological innovation, and containing costs while developing human capital. It emphasizes that HR professionals must help their organizations adapt to changing needs in order to succeed.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
What are the determinants of culture In terms of Hofstede model analyses how ...Sohag Jafrul
Wal-Mart faced challenges expanding into international markets due to cultural differences. In Mexico, Wal-Mart was able to adapt practices like selling in small quantities and hiring local managers, allowing it to succeed. However, in South Korea and Germany, consumers preferred higher quality goods and were not attracted to Wal-Mart's discount strategy, resulting in losses. In China, Wal-Mart adapted further by providing fresh food and killing animals on site, aligning with Chinese preferences. While culture can change through business influence over time, companies must respect local cultures to avoid ethnocentric behavior and achieve long term success abroad.
This document is from a chapter in an international business textbook. It discusses cultural environments and how they impact business operations. The chapter objectives are to understand cultural analysis methods, factors influencing cultural differences, and guidelines for operating internationally in light of cultural considerations. Key topics covered include defining culture, causes of cultural diversity and collisions in business, how cultures form and change, and how languages and religions shape cultures. Behavioral practices like social hierarchies, work motivation, communication styles, and risk tolerance are also examined.
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Global managers face many challenges: understanding different legal, political, and economic environments; navigating cultural differences; and adopting various strategic approaches for doing business internationally. Effective global managers develop a geocentric attitude by gaining knowledge of global issues and balancing local and worldwide objectives. They must understand how regional trading blocs like the EU and NAFTA influence business, as well as adapt company offerings to local preferences when expanding operations abroad.
This document discusses Hofstede's cultural dimensions model which identifies 6 dimensions for comparing cultures: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long term vs short term orientation, and indulgence vs restraint. For each dimension, countries or cultures can be placed on a spectrum ranging from high to low on each dimension based on surveys of employee values from around the world. The document provides descriptions and examples of countries that are high and low on each of these cultural dimensions.
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
This document provides an overview of cross-cultural management concepts including:
- Culture is learned behavior shared among members of a society that influences norms, values, and practices.
- Elements of culture include language, values, norms, attitudes, customs, and more.
- Cultural determinants include religion, language, education, and social structure.
- Cross-cultural theories like Hofstede analyze cultural dimensions like power distance, uncertainty avoidance, and individualism vs collectivism that influence behaviors.
- Understanding cultural differences is important for effective cross-cultural communication and management.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
Chapter 14 Cross Cultural Consumer BehaviorAvinash Kumar
The document discusses cross-cultural consumer behavior from an international perspective. It covers several topics including the imperative for companies to be multinational, cross-cultural consumer analysis, and alternative multinational marketing strategies. Some key points are that marketers must understand similarities and differences between cultures, there is a growing global middle class and teenage market, and companies can use standardized or localized marketing approaches depending on the product and culture.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
1. Organizational behavior is the study of human behavior, attitudes, and performance within organizational settings, drawing on theories from disciplines like psychology, sociology, and anthropology.
2. It analyzes how the external environment affects organizations and their human resources, objectives, and strategies.
3. Organizational behavior is an interdisciplinary field that uses concepts from multiple reference disciplines like psychology, sociology, social psychology, anthropology, political science, management, and economics to understand, predict, and manage human behavior in organizations.
international human resource management - human resourceChirag Tewari
This document discusses international human resource management (IHRM). IHRM involves managing employees from three groups - parent country nationals, host country nationals, and third country nationals. There are different approaches to staffing like ethnocentric, polycentric, and geocentric. Ethnocentric approach involves limited autonomy for subsidiaries and key roles held by parent country employees. Polycentric approach gives more autonomy to subsidiaries and local hiring. Geocentric approach hires the best person regardless of nationality. IHRM is more complex than domestic HRM due to external cultural and institutional factors. Expatriate management involves high costs that must be carefully managed.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document defines key concepts related to cultural competence. It begins by defining culture and values. Culture is described as patterns of behaviors transmitted through symbols that promote stability within a society. Values refer to the worth or excellence ascribed to people, activities, or things.
The document then explores definitions of cultural competence, including the ability to function effectively across cultural contexts through integrating knowledge about groups. It outlines a continuum of cultural competence, ranging from destructiveness to proficiency. Steps for acquiring cultural competence are discussed at both the individual and organizational levels.
The document discusses several cultural value dimensions that shape perceptions of reality. It defines perception and how culture influences it. Beliefs form the basis of values, which then inform attitudes and behaviors. The dominant U.S. cultural patterns discussed are individualism, equal opportunity, science/technology, work/play identity, and competitive nature. Hofstede's cultural value dimensions of individualism/collectivism, uncertainty avoidance, power distance, and masculinity/femininity are also summarized. Finally, the concepts of high-context vs low-context communication and the importance of "face" in collectivist cultures are briefly covered.
The document discusses how culture influences individuals and behaviors. It defines culture and discusses how cultural values, norms, and sanctions shape attitudes, language, relationships, consumption, and other behaviors. It also examines how subcultures form based on geography, age, ethnicity, gender, and other shared attributes and how they may influence values differently than broader cultures.
The document discusses how culture influences individuals and provides guidelines for acceptable behavior. It defines culture and discusses how cultural values, norms, and sanctions shape attitudes, behaviors, communication styles, and consumption patterns. Subcultures are discussed as microcultures that can be defined by geography, age, ethnicity, gender, and other shared attributes. Different generations also have distinct value orientations that influence their behaviors.
This document summarizes a seminar on culture and power. The seminar will examine how cultural factors impact employee success, policies, systems and programs. It will explore perceptions of power across cultures and how culture influences communication and relationship conflicts. Participants will learn about cultural dimensions and leadership styles to accommodate different power distance cultures. A panel of diversity leaders from major companies will discuss cultural challenges and strategies in the workplace.
Cultural ValuesRoad Maps for BehaviorChapter 6Com.docxdorishigh
Cultural Values:
Road Maps for Behavior
Chapter 6
Communication Between Cultures, 9th edition
by Samovar, Porter, McDaniel & Roy
“Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny.”
- Mahatma Gandhi
Perception’s InfluencePerception is the process of making sense of reality; the process of gathering & interpreting informationCulture influences one’s subjective realityThere is a direct link among culture, perception and behavior
Perception is bias and often inaccuratePerception is selective; perceptions are partialPerception is culturally determinedPerception is consistentPerceptions are learned
BeliefsBeliefs – a concept or idea that an individual or group holds to be true; what you accept as truth; the storage system for our past experiences.
Our belief system is learned and subject to cultural interpretationShared beliefs can represent cultural norms, or values, characterizing a large group of peopleWe often do not question beliefs or demand proof; we accept them as true They are an intrinsic part of cultureThey are reflected in your actions & communication behaviors Whatever you trust as a source of truth & knowledge depends on your cultural background & experiencesThey form the basis of your valuesCultures have different realities & belief systems; beliefs, therefore, can both unite and divide people
ValuesValues are learned rules for making choices; they are shared ideas about ethics; they are shared by the collective society (culture); values determine:
decent vs. indecent - ugly vs. beautiful
abnormal vs. normal - irrational vs. rational
moral vs. immoral - desirable vs. undesirable
dangerous vs. safe - evil vs. good
appropriate vs. inappropriate
What you consider desirable for yourself and for the society you live in is a product of your values, which can be held both consciously and subconsciously
Values are acquired through a variety of sources: family, history, proverbs, media, school, church, state, etc.; they tend to endure & be relatively stable; they are often not rational.
BehaviorsBehaviors are the outward manifestation of our internalized beliefs an valuesCulture influences your behavior
Not the Wind; Not the Flag
Two monks were arguing about a flag.
One said: “the flag is moving.”
The other said: “the wind is moving.”
The Sixth Patriarch happened to be passing by.
He told them: “Not the wind, not the flag. Mind is moving.”
Understanding Cultural PatternsCultures often exhibit similar societal characteristics that are derived from their shared set of beliefs and valuesCultural patterns are value orientations used to describe cultural values that characterize the dominant group within a cultureCultural patterns are like taking a snap shot of a cultureObstacles in Studying Cultural PatternsWe are more than our cultureCultural patterns are .
international business
,
what is culture
,
values andnorms
,
culture
,
society
,
and the nation-state
,
hofstede’s cultural dimensions in dubai
,
spoken language
,
individuals and groups
,
cultural dimensions in germany
,
cultural dimensions in china
,
cultural dimensions in india
,
cultural dimensions in england
,
social structure
,
religious and ethical systems
,
islam
,
implications for managers
Join AIPMM Anthropologist Paula Gray as she concludes the in-depth webcast series focusing on Consumer Behavior. This 3 part series has been a tremendous success as Paula has taken the time to unpack the somewhat mysterious buyer decision process. Part 1 focused on the product purchasing process, part 2 focused on internal process that shape buying decisions. Now join us for the final installment where we will look at how cultural and societal rules, laws, conventions, customs and values also affect the consumer’s purchase decision.
Your customer does not make buying decisions in a vacuum, but rather under the societal and cultural pressures that exist anywhere. Who better to uncover the complexity of that socio-cultural framework than our own AIPMM Anthropologist, Paula Gray? Join us as we learn more about these external influences and how they shape the internal buying decision.
As with the rest of this series you can use this information to inform your marketing strategy, create more relevant messaging and improve your social media strategy. This information is relevant for both tangible goods and intangible services.
Key topics in Part 3 will include:
· Definition of culture and how the components affect your customer’s buying decisions
· Subcultures and their “languages”
· Family and household member influence
· Reference groups and their influence
About Paula Gray
Paula Gray is an anthropologist and the Director of Research and Knowledge Development at AIPMM. She has traveled the globe to work with companies throughout the US, Europe, Africa and Asia-Pacific to help them gain a deeper understanding of their customers. She is featured in Linda Gorchels' book The Product Manager's Handbook and has contributed to several books on product management including The Guide to the Product Management and Marketing Body of Knowledge (ProdBOK). She is also the author of numerous blog posts and papers including Business Anthropology and the Culture of Product Managers.
This document provides an introduction and overview of wraparound services. It discusses the origins and key concepts of wraparound including systems perspectives, strengths-based approaches, child and family teams, voice and choice, crisis planning, and cultural competence. The wraparound process aims to provide individualized, community-based services for children and families that are family-driven and culturally appropriate. It emphasizes inter-agency collaboration, unconditional care, and achieving outcomes defined by the family's needs and vision.
Multicultural marketing strategy by michaelMichael Hong
1. The document discusses a marketing strategy for reaching the Asian segment in the US. It notes that multicultural markets like Hispanics, African Americans, and Asians now make up one-third of the US population and have a total purchasing power of $10.7 trillion.
2. Multicultural marketing involves segmenting the market based on demographics, ethnicity, and lifestyle changes. It requires understanding target segments culturally and communicating through their preferred languages and channels.
3. The strategy outlines assessing cultural dimensions like power distance, individualism vs collectivism, and uncertainty avoidance to better understand Asian target segments. It also provides implications for marketing communication based on these cultural traits.
View the video here: https://www.youtube.com/watch?v=gCMCNReYnYs
Earn counseling CEUs here: https://www.allceus.com/member/cart/index/product/id/684/c/
Assumption 1: Counselors will not be able to sustain culturally responsive treatment without the organization's commitment to it.
Assumption 2: An understanding of race, ethnicity, and culture (including one's own) is necessary to appreciate the diversity of human dynamics and to treat all clients effectively
Assumption 3: Incorporating cultural competence into treatment improves therapeutic decision-making and offers alternate ways to define and plan a treatment program that is firmly directed toward progress and recovery
Assumption 4: Consideration of culture is important at all levels of operation—individual, programmatic, and organizational
Assumption 5: Culturally congruent interventions cannot be successfully applied when generated outside a community or without community participation.
Assumption 6: Public advocacy of culturally responsive practices can increase trust among the community, agency, and staff.
The Adult Brain: How Ethnicity & Culture Influence Mental Healthpkebel
Presentation by Richard G. Dudley, M.D. at the 2010 RWJF LFP Annual Meeting in St. Paul, MN
Ethnicity and culture have wide-ranging impact on human behavior. Understanding that impact is crucial to meaningful communication and the ability to appreciate the concerns of persons from different backgrounds. The adult brain is imprinted with many experiences that form one’s identity and influence one’s decisions. One’s community of origin forms the basis of language and culture whether one comes from another country or from an inner-city neighborhood. A person’s response to prison, poverty, or mental illness will be shaped by ethno-cultural background.
We will focus on how ethnicity and culture influence human behavior, and how to integrate that understanding into the design and delivery of accessible human service programs. Participants and graduates will compare experiences where ethno-cultural differences intersect with the justice system, homeless services, and employment opportunities. We will discuss strategies to create health and social service programs staffed with persons who are ethno-culturally competent, responsive, and respectful.
Supporting Diversity & Culture in Classrooms - Wilmaris Rodriguez VazquezWilmarisRodriguezVaz
In a classroom setting, both teachers and students must be equally involved in the strategies designed to ensure that all are able to learn in a culturally diverse environment.
Cultural values serve important functions such as providing identity, explaining behaviors, regulating in-groups and out-groups, and enabling adaptation. Key cultural value dimensions include individualism vs. collectivism, small vs. large power distance, weak vs. strong uncertainty avoidance, feminine vs. masculine, and independent vs. interdependent self-construal. Cultural values shape communication and behaviors in important ways but do not determine the behaviors of every individual member of a culture.
Standardized Cultural Competency In-Service Training ProceedNCTSTA
Train staff members with this interactive presentation that includes various teaching tools such as: videos, quizzes, diagrams, visuals, discussion segments and hands-on activities to aid the learning process and maintain participant engagement.
Enhancing Relationships Through Cultural Competence Training by Proceed IncAtlantic Training, LLC.
This document provides an overview of a training on cultural competence. It discusses establishing safe conversation guidelines, understanding one's own worldview and cultural identities, recognizing cultural differences without stereotyping, and exploring the cultural competence continuum as an evaluation tool. The objectives are to understand how cultural factors impact relationships, learn about demonstrating culturally competent behaviors, and discuss strategies for enhancing cultural competence.
This in-service training discusses enhancing cultural competence in relationships and organizations. It covers topics like understanding one's own culture and worldview, recognizing cultural differences, and assessing cultural competence on an individual and organizational level. The training provides strategies for improving cultural competence, such as getting to know oneself and one's community, and evaluating where one falls on the cultural competence continuum in order to strengthen relationships and better serve diverse groups.
This document discusses cultural competence and diversity. It provides definitions of culture, cultural determinism, ethnocentrism, and cultural relativity. It describes how culture manifests itself through symbols, heroes, rituals, and values. The document also discusses developing culturally competent health promotion programs by understanding an individual's worldview, assessing one's own organization, and utilizing the National CLAS Standards. The overall purpose is to facilitate understanding of cultural diversity.
cultural competency training for schools.ppsxNicoleRay24
The document discusses cultural competency as presented by the Commission on Human Rights and Opportunities. It defines cultural competency as understanding and valuing diversity while managing cultural differences. It explains that cultural competency is important for improving student outcomes, building relationships, and creating inclusive experiences. The document provides definitions of key terms like culture, ethnicity, race, and gender identity. It also discusses concepts like implicit bias, stereotypes, and microaggressions. Strategies for developing cultural competency include recognizing implicit biases, having an open mindset, respecting individuality, and involving diverse groups.
This document discusses cultural diversity and various aspects of culture. It begins by defining culture and identifying different categories and levels of culture. It then examines elements of culture like language, narratives, practices, and taboos. It discusses perspectives on culture and explores industry, tourist, host, and tourism cultures. It analyzes organizational cultures like bureaucratic, clan, entrepreneurial, and market cultures. Finally, it touches on cultural diversity, managing diversity, and includes a case study on Disney expanding to Hong Kong.
The issues of Income Inequality, urban migration and rural urban divide are interlinked. Dr.Abdul Kalam and Dr.P.V. Indiresan presented the PURA model to address these issues. A concerted and focused effort is needed to deliver success of the PURA Model in select geographies. It can serve as a Proof of concept for subsequent scaling up across the nation.
Intelligent and Smart Systems define the cutting edge of information technology now. They are invisible yet ubiquitous. From identifying individual student’s lack of attention to suggesting remedial measures, from predicting financial failures to preventing future fraud, and from assisting noninvasive surgery to guiding missiles to moving targets, the Artificial Intelligence based applications are stepping into every domain.
Numerous concerns have emerged in parallel. Should they be permitted to run a completely human less system? Can they be assigned all cognitive non routine tasks that humans are good at? Are they effective communicators and consensus builders? What role should they play in decision making? How good are they in picking up data compared to human senses? These and many other questions have surfaced in many fora.
Data used in model building adds another dimension. How unbiased are the data sets used in training? Can a data set be ever unbiased? What are the consequences of data bias in models and algorithms?
This talk explores the issues of setting the boundary for use of AI technology. Areas of concern are delineated, and principles of restraint advocated. It aims to inspire researchers to keep the boundary in mind as they explore new frontiers in AI and to design stable boundary line interfaces.
An integrating framework that reconciles the gaps of supply and demand side initiatives and fuses together numerous GOI programs is the need of the hour. Model of such a framework is proposed here.
( Tasc One members are Parasuram Balasubramanian, Padmanabhan Jayasimha, T.R. Sankaranarayanan and Hariharan Shankar. All are alumni of IIT Madras)
An abridged version of this article was published in "Report: IITMAA Sangam 2019 - Reimagining India in 2030"
This document summarizes a presentation on disruptive digital innovations for responsive and sustainable global supply chain management. The presentation discusses four disruptive models: inventory information sharing systems between competitors to reduce stockouts; smart systems that allow product customization and remote upgrades; demand sensing using machine learning to improve short-term forecasts; and digital twins to continuously evaluate and optimize supply chain networks through simulation. The models aim to help supply chains sense demand shifts quickly and fulfill needs through altered processes, improving responsiveness in volatile markets.
Graduating students are endowed with two Oars to navigate their way through the ocean of life. First one is about learning to learn. Second oar is the attitude and belief they carry. Through numerous examples from my life and from that of well known people I convey the thought that they need to use these two oars to move through turbulent waters. The students are also advised to grab the career opportunities through technologies known as SMAC and embark on a journey of self discovery.
The document proposes modeling the global financial crisis using a supply chain management approach. It outlines a four-layer model to show flows between countries, industries, firms, and customer segments. The model would explore flows of obligations and commitments in addition to goods, funds, and information. This would help analyze how vulnerabilities spread from the subprime mortgage crisis to the broader financial system and global economy.
No two projects are alike in converting a technical innovation to a market facing solution. Hence the road map for a given invention has to be custom designed. Yet basic concepts are common and we can learn to build the road map through case studies. One such study on urethral strictures is presented here.
Information sharing is a major challenge in SCM due to the geographical spread of partners and monumental paper work involved across countries and regions. Digitisation impacts the flow of goods, funds and information. It is at the threshold of introducing the Smart Factory where all flows are automated. How relevant are these technologies for India? What can be the Smart Approach for India in sequencing the adoption of these technologies? We present a suggested approach here.
Supply Chain Management has evolved over time with frequent inputs from strategic innovations, technology changes and connectivity paradigms. It will continue to be so in coming decades when IIoT, Machine Learning , 3D Printing and Blockchain technologies mature. As the market place moves towards mass customising SCM professionals need to adopt more and more of Gray thinking rather than the conventional black or white approach.
AI and its allied technolgies present an exciting scenario of job changes in coming decades. So are the concerns about loss of traditional jobs. What would be the net impact? We explore the economic models and concepts that allay unfound fears; yet warn us to be ready for constant changes and need for continuous skill rebuilding.
Soft skills such as Empathy, Assertiveness,Proactiveness, Passion and Ability to construct win win solutions play a critical role in career development. They need to be cascaded on top of the technical expertise that one has to build. These are illustrated with many role play examples for effective teaching in a class room environment.
Emerging technologies such as Artificial Intelligence, IIoT and Blockchain are threatening to take away millions of conventional jobs over the next three decades. They have the potential to create even more jobs for he future. But the structural changes in job markets would be painful and would vary from country to country. This presentation suggests a macro model for India to be ready to face the challenges.
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Numerous new financial products are created by bundling mortgages, credit card dues etc. They are tranched to create sub products with varying risks and rewards. The financial crisis of 2007-08 owes its origin to these products.
IT Service Firms employ hundreds of thousands of technical staff. At any given time more than 25000 sit on bench in large firms. The decision to keep them on bench,versus train them on new skills or let go can be modeled using mathematical programming to arrive at the best decision.
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3) A key insight was reducing the arrival rate of new bugs through comprehensive initial testing and validating data inputs to catch errors earlier. This allowed many teams to reduce headcount over time while satisfying customers.
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Cross Cultural Decision Making
1. balasubp@gmail.com
First Salvendy Symposium on Frontiers on Industrial Engineering.
Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Held at the Purdue University Campus
April 23, 2010 to April 25, 2010.
Invited session of
Parasuram Balasubramanian
Chief Executive Officer
Theme Work Analytics
Bangalore, India & West Lafayette, IN, USA
& Entrepreneur In Residence at the Discovery Park,
Purdue University, West Lafayette IN 47907
2. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Cell Phone Services : Both Caller and Receiver share the
charges equally vs. Caller pays all charges. SMS popularity
Accounts Payable System: At Arms Length ( 30 days,2 % ) Vs
Tightly Coupled( settle ahead of time)
Exit Strategy in VC funded projects
Three Examples
Is there a Cultural Gap ?
3. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Decision
Content
Decision Context
Context impacts heavily
on decision content
Decision
Content
Decision Context
Culture is not an overlapping
layer on Context
4. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Decision
Content
Decision Context
Instead it permeates into both the Context and the Content.
5. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Sufficient literature exists to show how culture manifests itself
in the form of arts, literature, history, architecture, food ,
socializing or purchasing habits etc
to show differences in thinking, acting and communicating or
negotiating postures
to define culture and relate it to values and beliefs
Yet it is a grey area when it comes to relating
cultural factors to decision processes and choices.
A Framework that would link the two is missing.
This is the focus of our research
6. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Image Credit:
Kaplan, Robert B. 1966. Cultural Thought Patterns in Inter-cultural
Education. Language Learning 16: 1-20.."
Communication patterns
7. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Image Credit:
Images of the book "Ost trifft West" (East meets West),Hermann Schmidt
Verlag Mainz-Differences between Germans and Chinese - A diary of
Yang Liu @Yang Liu Design, 31 July 2007 ; ISBN-10: 387439
Tackling an obstacle
West
East
8. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Image Credit:
Images of the book "Ost trifft West" (East meets West),Hermann Schmidt
Verlag Mainz-Differences between Germans and Chinese - A diary of
Yang Liu @Yang Liu Design, 31 July 2007 ; ISBN-10: 387439
Communication
West
East
9. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Image Credit:
Images of the book "Ost trifft West" (East meets West),Hermann Schmidt
Verlag Mainz-Differences between Germans and Chinese - A diary of
Yang Liu @Yang Liu Design, 31 July 2007 ; ISBN-10: 387439
Interaction in a Group
West
East
10. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Image Credit:
Images of the book "Ost trifft West" (East meets West),Hermann Schmidt
Verlag Mainz-Differences between Germans and Chinese - A diary of
Yang Liu @Yang Liu Design, 31 July 2007 ; ISBN-10: 387439
Ego / Self Esteem
West
East
11. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Image Credit:
Images of the book "Ost trifft West" (East meets West),Hermann Schmidt
Verlag Mainz-Differences between Germans and Chinese - A diary of
Yang Liu @Yang Liu Design, 31 July 2007 ; ISBN-10: 387439
Team Lead
West
East
12. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Culture
ThoughtsAction Words
culture manifests itself in the form of arts, literature, history,
architecture, food , socializing or purchasing habits etc
(Visible) (Visible)(Invisible)
Any Decision can be understood only through the actions and written or spoken
words of the decision maker. DM’s thoughts can only be inferred.
13. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Culture
ThoughtsAction Words
culture manifests itself in the form of arts, literature, history,
architecture, food , socializing or purchasing habits etc
(Visible) (Visible)(Invisible)
Values & Beliefs
(define)
Is culture a function of what we eat ? How we dress? What language we speak ? Which religion we
are affiliated to ? It may relate to these factors but at depth it is all about our values and beliefs
15. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Values & Beliefs
On Material possession, Happiness, Austerity, Self Worth, Humility,
Ego, Ecological Balance ,wisdom, gender and role etc
Age Vs
Wisdom
End vs.
Means
Community
vs. Individual
ownership of
assets
Gender
& role
16. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Age Vs
Wisdom
End vs.
Means
Community
vs. Individual
ownership of
assets
Gender &
role
Age is a proxy variable for accumulated wisdom in the Oriental culture even today
When scientific evidence is not available, guidance is sought and obtained from the elders.
Even when there is a conflict between the observed and belief, the latter is given supremacy.
Respect for senior roles and positions emanates from this. Humility is a virtue as it facilitates
learning.
Contexts are given equal importance to content.
17. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Age Vs
Wisdom
End vs.
Means
Community
vs. Individual
ownership of
assets
Gender &
role
Industrialization, migration to the new world and the two world wars have played a significant role in
empowering women in the West.
Women were denied opportunities for education, better health care and in some cases voting rights till
hundred years ago in India. In most of Asia, a woman’s role has been confined to the home as the
homemaker
Oriental women are still shown in the setting of a home, caring for their family members but making
decisions based on facts and figures. They are treated as value conscious buyers in context settings that
are heavily culture biased.
18. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Age Vs
Wisdom
End vs.
Means
Community
vs. Individual
ownership of
assets
Gender &
role
Physical and intellectual assets are treated as properties of the community in East.
Individual ownership of assets is not a right but a privilege.
Spartan living is stressed.
Human beings are treated as an equal species amongst all creations in every culture
Coexistence with nature is sought as well.
19. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Age Vs
Wisdom
End vs.
Means
Community
vs. Individual
ownership of
assets
Gender &
role
In East, Distinction between the means and the end is not as sharp as it is in occidental culture
from the values perspective.
Goal driven behavior is applauded and encouraged in the West
The means ( often specified as the journey of life) is expected to be just and equitable in the
East
End is often uncontrollable is their common belief in Oriental communities.
20. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Help Desk Process
Telephone call received from a
customer
Interact with the customer to
authenticate customer bonafide
Interact with the customer to
authenticate the person
Interact with the computer to
validate service eligibility
Interact with the customer to
learn about the issue
Determine prima facie if the
issue is within the service
agreement (use system)
Regret
Service
Refer to system to
seek resolution if
issue is of known
causes
Seek customer
feedback ;complete
system log
Communicate to
the customer
Transfer the
conversation
to an expert
for resolution
Negative
response
Negative
response
21. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Help Desk Process : Notable Features
Telephone call received from a
customer
Interact with the customer to
authenticate customer bonafide
Interact with the customer to
authenticate the person
Interact with the computer to
validate service eligibility
Interact with the customer to
learn about the issue
Determine prima facie if the
issue is within the service
agreement (use system)
Regret
Service
Refer to system to
seek resolution if
issue is of known
causes
Seek customer
feedback ;complete
system log
Communicate to
the customer
Transfer the
conversation
to an expert
for resolution
Negative
response
Negative
response
It recognizes the need to be time efficient
from both the customer and service provider
perspectives.
It is a fair system of service for agreed value.
It recognizes the need for division of labor.
It creates separate queues based on severity
of the problem.
And it treats the customer as a valuable
resource for system improvement
Selling function is separated from the
Servicing function
22. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Help Desk Process : Issues from the East
Telephone call received from a
customer
Interact with the customer to
authenticate customer bonafide
Interact with the customer to
authenticate the person
Interact with the computer to
validate service eligibility
Interact with the customer to
learn about the issue
Determine prima facie if the
issue is within the service
agreement (use system)
Regret
Service
Refer to system to
seek resolution if
issue is of known
causes
Seek customer
feedback ;complete
system log
Communicate to
the customer
Transfer the
conversation
to an expert
for resolution
Negative
response
Negative
response
Customer Preference is to talk to a person
To set the Context
To describe the issue in detail to start
with
Authentication must wait
Family needs to be signed up for service
To combine sales and service functions
To train the agent on multi tasking
These design issues are discernable from the
four Values & Beliefs Dimensions
23. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Health Care Delivery
24. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Country Name Feature
Germany Bismarck Hospitals and Insurers are Private
entities. Payment through payroll
deductions
Britain Beveridge Model Government provides Health Care
for all funded by taxes
Canada Canadian Plan Private doctors and hospitals are
paid by government; tax funded
Cambodia Out of Pocket Pay from own means
Source:
Health Care Delivery Systems
25. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Health Care Delivery
26. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
Scheduling: extended day to attend to an urgent patient versus
concern for physician’s time
Diagnosis: tests performed sequentially versus in parallel
Interaction:
Treatment : less explanation to do to the patient; Physician can
experiment and innovate
Payment : multi tiered systems
Costs: significantly lower
Health Care Delivery
The impact of four identified Values & Beliefs Dimensions
is apparent in Scheduling, Diagnosis and Treatment functions.
Also in clinical trials.
27. Cross Cultural Decision Making-
Impact of values and beliefs on decision choices
This approach needs to be validated for effectiveness
The four dimensions need to be assessed for Completeness and
non overlap
Development of filters for use in system design and pre
implementation stages
Way Forward
28. Thanks and Best Wishes
Dr.P.Balasubramanian
Founder and C.E.O.,
Theme Work Analytics,
Bangalore, India, 560 041 &
3000 Kent Avenue, West Lafayette, IN 47906
balasubp@gmail.com
Phone : India 91 80 4121 4297
USA 765 337 3098
Editor's Notes
Good afternoon. I thank the organizers for this invitation. My talk is focused on the underlying values and beliefs that shape a culture and their impact on decision choices, particularly in cross cultural settings. I have studied and worked in 3 different cultures, namely, Indian, North American and Caribbean. I have served customers in three continents the Asian, American and the European. Hence what I share with you today is based on my work and experience of three decades. Yet can we state upfront that this is still Work In Progress?
Why do mobile phone service providers have chosen to adopt two entirely different charging mechanisms in the East and the West ? Why is their system geared to encourage SMS in the Asian countries ? Is this merely due to the Context variation or has culture got to do anything with it ?
Why do companies in the West try to optimize the payment of dues by leveraging the credit norms while some of the companies in India, like Infosys where I worked for 9 years, choose to settle the bills quickly and plan to build a lasting relationship with vendors ? What motivates these behaviors?
Why does a VC firm from the West is shocked to find that an entrepreneur from East has no exit strategy when he can be meticulous in all other aspects?
We as business executives, encounter thousands of such instances in our business environment. And we as researchers have studied them in depth over the past decades.
Five decades of research work has helped us to understand the cultural differences as they exist in all walks of life, including in the decisions we make. We know that the differences exist both at the choice level as well as the process level. We have learnt to distinguish between the Decision Content and the Decision Context.
We are aware of the impact of culture on decision choices. We learnt our lessons and came with the mantra “ global design and Local implementation” It has not worked !
Our first proposition is that Culture is not an overlapping layer on Context and hence it can’t be post fitted over an existing design to be marketed in a new Culture.
Instead Culture has to be seen as a matter that is fully diffused and has permeated through both the Context and Content layers. Hence Changes at design level are needed for cultural fit of every system. Similarly the implementation strategy has to be culture specific too.
Hence the approach “global thinking and local design”. It has had partial success. Essentially due to the patching approach with respect to culture.
Culture has been defined as the shared values and beliefs and common attitude and behavior of a community.
Observing communication patterns have enabled researchers to discern cultural differences.
Observing and studying action (or behavior) has helped us to know how people respond to specific situations in each culture.
Yet we can’t fathom their thought processes.
Our second proposition is that DM’s thoughts are invisible and we infer it from the words and actions of the DM.
Third proposition is that the forms of manifestation of Culture are the stock variables and the ATW are the flow variables. One should not be inferred from the other.
Instead, we need to be focused on the Values and Beliefs that shape a culture and hence impact on both the stock and flow variables. That would be the fourth and key proposition.
Even when different cultures profess faith is similar tenets or principles, differences can occur in their Values and Beliefs.
We have identified four major factors of Values and Beliefs that have a critical impact on decisions. They have been extracted by analyzing recorded cases of success and failures. We have kept two criteria in deriving them, viz, that they be mutually exclusive and collectively comprehensive. They should be actionable too.
Invention of the Printing machine and break up of the joint family system caused the linkage between age and wisdom to be broken first in the West.
Gender biased roles are still the norm in the East. Women’s intellect is respected but role is demarcated. Business communication that conveys the value proposition has to have an excellent grasp of gender and role clarity in each culture.
Capitalism vs Communism issue has erupted two decades ago in the West and has settled in in favor of individual ownership and initiative. Collective welfare of the society is enhanced through individual enterprise is the strong belief.
Eastern philosophies differ significantly from the West. Community interest prevails over individual rights at all times.
IP,WIPO,WTO NDA ,Indemnity clauses
Communication pattern and negotiation strategy differences can be understood through this factor. Content vs Context focus in one culture vs another is also understood through this lens.
As designed in the West
The End vs Means dimension, Gender and role expectation, Collective vs individual ownership dimensions,
Insurer plays a pivotal role in this system. Has strong linkages to both the patient/Payer and the service provider.
Contextual differences. ( The role of the insurer, supply, demand gap, limited role of the regulator)
Cultural differences ( in long hours of working of the service providers, flexible charging mechanisms, seamless intertwining of charity and commercial, no malpractice suits,sequencing of diagnostic tests, knowledge sharing, clinical trials)
(Age vs Wisdom, End vs Means, Individual vs Collective ownership dimensions)