The document discusses culture and management across cultures. It covers what culture is, the importance of studying organizational behavior across cultures, and common frameworks for analyzing cultural values and dimensions. Hofstede's model of cultural dimensions is explained, including individualism-collectivism, power distance, masculinity-femininity, and uncertainty avoidance. The document also discusses emic and etic approaches to cultural research and findings from the GLOBE study regarding cultural practices and values in Iran.

1. Culture and Management

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Table of Contents
– What is culture?
– Why studying OB across culture?
– Level of Analysis Issues
– Why using cultural dimensions?
– Values across culture (Hofstede’s Studies)
– Emic and Etic Approches
– GLOBE Studies

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What is culture?
social pattern including shared beliefs, norms,
and values
a multi-layer phenomenon, and people’s
assumptions and values are at the centre of the
phenomenon.

4. Why studying OB across cultures?
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Level of analysis issue
– comparing cultures
– Comparing individuals

6. Why using cultural dimensions?
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Values across cultures:
Hofstede’s studies
– Quality of life/Quantity of life

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1. Individualism/Collectivism
the degree to which individuals are supposed to
look after themselves or remain integrated into
in-groups.
Hedonism, independence, and freedom
interdependence, self-sacrificing, and loyalty

9. 1. Individualism/Collectivism (con.)
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2. Power Distance
• Ideal boss is a well-meaning
autocrat or
a god father
• Subordinates
expect to be told

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3. Femininity/Masculinity
– the extent to which values such as
assertiveness, toughness, and competition
prevail.
– the degree to which employees value relations
and show sensitivity and emotions for the
welfare of others.

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4. Uncertainty avoidance

15. 4. Uncertainty avoidance (con.)
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5. Long term orientation
Value
, , and .
And Disvalue

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Etic and Emic approaches
– Studying behavior from a
position outside the system;
examining many cultures
and comparing them,
– criteria are considered
universal.
– Studying behavior from
within the system;
examining only one culture,
– criteria are relative to
internal characteristics.

18. GLOBE (Global Leadership and
Organizational Behavior Effectiveness project)
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conducted in 61 countries
to investigate the existence of universally
acceptable and universally unacceptable
leadership attributes and to identify those
attributes that are culture specific

19. Cultural dimensions in GLOBE
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Iranian sample in GLOBE
– 300 Iranian middle managers from three
industries of
banking,
telecommunications, and
food processing

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Iranian sample in GLOBE
– Fairly levels of (5.43)
Maximum score in GLOBE list: 5.80
Ranking: 14 out of 61
– Quite levels of (3.88)
Minimum score in GLOBE list: 3.25
Ranking: 13 lowest country

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Iranian sample in GLOBE
– Iranian managers reported
of the
of the

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Iranian sample in GLOBE
– strong to in
their culture.
The differences between ‘what was’ and ‘what
should be’ for power distance was the highest
difference of all the dimensions (5.43 ‘what
was’ versus 2.80 ‘what should be’)
– Iranian managers were also likely to
Given the difference between ‘what was’ and
‘what should be’ for societal collectivism (3.88
‘what was’ versus 5.44 ‘what should be’).

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General Conclusions