This was an assignment for my Organizational Behavior class that was on understanding different values across cultures and being able to use that information. As a manager, you would want to be very aware of the many kinds of differences between employees so that you can better interact with employees as well as facilitate a group effort from all of your employees.

1. Management
Understanding difference in values across
cultures and using that information to
better interact with your employees.

2. What are your values?
Managers should spend time researching this topic.
Researchers and managers need to
think about culture holistically and
not just focus on one or two
dimensions. Cultural values are
closely related to organizational
commitment. Values explain attitude,
behavior, and perception and is
defined “knowledge of an individual
value system can provide insight and
they need to fit well in with the
organization
(Robbins & Judge, 2013)

3. Values Defined and The Terminal and Instrumental
Values
Value System.
Can values be classified?
There are two typologies that have been
developed for this very question. The
Rokeach Value Survey consists of two sets
of values and each one contains 18
individual value sets.
Terminal vs. Instrumental Values
Let’s take a close look.

4. Geerf Hofstede
1970 – Researched 116,000 IBM employees in 40 countries about
their work-related values. Results are:
High Power Distance Low Power Distance
1 The definition of power 2 tAn employee with low power
distance is when a person distance stresses the
will accept that power is in importance of individual’s
the organizations and is rights and characterized
distributed unequally. society in which people are
seen as equals and desire
A high power distance the same opportunities as
means that people see a those with money and/or
large degree of inequalities power.
of power and wealth.

5. Geerf Hofstede
1970 – Researched 116,000 IBM employees in 40 countries about
their work-related values. Results are:
Individualism Collectivism
1 This term refers to how 2 Collectivism is a term used in
much of a degree people job satisfaction and employee -
prefer to act as employer relationships.
individuals rather than as
It emphasizes a tight social
group or team members framework in which people
and thoroughly believe expect others in groups of
that people should do which they are a part of that
their work solo without team and work hard together
making decisions with for the benefit of the
other people . organization.

6. Geerf Hofstede
1970 – Researched 116,000 IBM employees in 40 countries about
their work-related values. Results are:
Masculinity Femininity
1 In this reference, it refers 2 Collectivism is a term used in
to the way society see job satisfaction and employee -
genders as a whole. It employer relationships.
favors traditional traits to
It emphasizes a tight social
a man such as power, framework in which people
controlled, and expect others in groups of
achievement. This theory which they are a part of that
does not consider men team and work hard together
and women equals. for the benefit of the
organization.

7. Geerf Hofstede
1970 – Researched 116,000 IBM employees in 40 countries about
their work-related values. Results are:
High Uncertainty Avoidance Low Uncertainty Avoidance
1 People in this a 2 People who have low
category have high uncertainty avoidance have
levels of stress and less stress and are
acceptable with change.
they tend to use laws
They can tolerate ambiguity
to reduce the
very well. They follow less
uncertainty that they rules than their counter
feel. They value opposite.
routine.

8. Geerf Hofstede
1970 – Researched 116,000 IBM employees in 40 countries about
their work-related values. Results are:
Long Term Orientation Short Term Orientation
1 These employees are 2 Employees who are short
looking toward the term orientated only care
future and are very about the present and do
not see such things as
thrifty and persistent.
commitments as any
The also tend to value
reason for change. They
tradition and are so are the “here and now”
great with change. group (the “me”
generation).

9. What Do Managers Need To Know About Other
Cultures Regarding Values?
Perception is a must for a manager to
understand when dealing with others with
different cultures. Perception is “A process
by which individuals organize and interpret
their sensory impressions in order to give
meaning to their environment.
A manager needs to understand how to
interpret other’s perception as this defines
their attitudes, personality, motives,
interest, and most importantly,
expectations (Robbins & Judge, 2012). Look at this picture? Many of us
will see different things. It is all a
matter of perception. Interesting!!
(e.how, 2012).

10. Power Distance
US = Index = 38 Australia = Index =36 US = Rank = 38 Australian = Rank = 41
Individualism vs. Collectivism
US = Index = 91 Australia = Index = 90 US = Rank = 1 Australia = Rate = 2
Masculinity vs. Femininity
US = Index = 62 Australia = Index = 61 US = Rank = 15 Australia = Rank = 16
Uncertainty Avoidance
Australia = Index Australia = Rank =
US = Index = 46 US = Rank = 43
= 51 43
Long vs. Short Orientation
US = Index = 29 Australia = Index = 31 US = Rate = 29 Australia = Rank = 23

11. In Conclusion, What Can Mangers Do In & Out Of Work About
Others Values?
Managers need to use “Self-Monitoring” at work. But, people should also use
this outside of work as well. This skills can be a useful tool to gain success,
make friends, encourage employees, boost morale, and give you life long
friends. Self- Monitoring is a term used to “think before you speak”. People
who are unable to do this would be unable to judge their evironmental
surroundings enough to adjust their behavior in different social situations.
Evidence that someone has the attribute of self-monitoring would include
better performance ratings, more mobile in their personally and professionally
life, and are more likely to have positions in management (Judge & Robbins,
2012).

12. What are your values?
Are you managerial material?
Values and different
cultures can be a touchy
subject for any manager.
With some practice, good
education, and a level head,
you can learn a lot from
people. “Listening is the
key.” ~ Unknown
(Robbins & Judge, 2013)

13. REFERENCES
e.how. (n.d.). How to change an employee's attitude. Retrieved from
ehow.com: http://ehow.com/how_8370349_change-employees-
attitude.html
Robbins, S. P., & Judge, T. A. (2012). Organizational Behavior (15th ed.).
Upper Saddle River, NJ: Pearson Prentice Hall.
~ Holley Klein