This document discusses culture and managing across cultures. It defines culture and lists its key characteristics. It also discusses Hofstede's model of culture and dimensions of culture according to Hofstede and Trompenaar. It provides a table comparing cultural priorities in the US, Japan, and Arab countries. It discusses parochialism, simplification, and how they can be barriers to effective cross-cultural management. Finally, it presents a case study about a Canadian toy company wanting to do business in China.

1. The Meanings and Dimensions of Culture and Managing Across CultureMike, Roy, and Tianfan

2. What is Culture?An acquired knowledge that people use to interpret experiences and generate social behaviorForms ValuesCreates attitudesInfluences behaviors6 Characteristics of CultureLearnedSharedTransgenerationalSymbolicPatternedAdaptive

3. Hofstede’s Model of CultureThe explicit artifacts and products of the societyThe norms and values that guide the societyThe implicit, basic assumptions that guide people’s behavior

4. How do you Shake Hands?American StyleAsian StyleEuropean Style

5. Discussion QuestionIn what ways can measuring attitudes about the following help differentiate between cultures such as the U.S., Germany, and Japan?Centralized vs. Decentralized Decision Making Safety vs. RiskIndividual vs. Group rewardsHigh vs. Low Organizational LoyaltyCooperation vs. Competition

6. Dimensions of CultureHofstedePower DistanceUncertainty AvoidanceIndividualismMasculinityTimeTrompenaarUniversialism vs. ParticularismIndividualism vs. CommunitarianismNeutral vs. EmotionalSpecific vs. DiffuseAchievement vs. AscriptionTime

7. Time and Environment

8. Discussion QuestionIn what way is time a cultural factor? In what way is the need to control the environment a cultural factor?

9. Priorities of Cultural ValuesTable 4-1Priorities of Cultural Values: United States, Japan, and Arab Countries United States Japan Arab CountriesFreedomIndependenceSelf-relianceEqualityIndividualismCompetitionEfficiencyTimeDirectnessOpennessBelongingGroup harmonyCollectivenessAge/seniorityGroup consensusCooperationQualityPatienceIndirectnessGo-betweenFamily securityFamily harmonyParental guidanceAgeAuthorityCompromiseDevotionPatienceIndirectnessHospitalityNote: “1” represents the most important cultural value, “10” the least.Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries

10. Discussion Question Looking at the lists of these values for their respective countries what kind of managing styles would managers from these countries have and why?

11. Priorities of Cultural ValuesTable 4-1Priorities of Cultural Values: United States, Japan, and Arab Countries United States Japan Arab CountriesFreedomIndependenceSelf-relianceEqualityIndividualismCompetitionEfficiencyTimeDirectnessOpennessBelongingGroup harmonyCollectivenessAge/seniorityGroup consensusCooperationQualityPatienceIndirectnessGo-betweenFamily securityFamily harmonyParental guidanceAgeAuthorityCompromiseDevotionPatienceIndirectnessHospitalityNote: “1” represents the most important cultural value, “10” the least.Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries

12. Parochialism The tendency to view the world through one’s own eyes and perspective.

14. SimplificationThe process of exhibiting the same orientation toward different cultural groups.

16. Discussion QuestionIn what way are parochialism and simplification barriers to effective cross-cultural management?

17. Case StudyBeijing, here we come!

18. Doing Business in ChinaTechnical competenceTime concept and reluctanceGUANXI! “who you know>what you know”! Very Important!#1 Priority=Personal well-being: think of Chinese negotiators as humans first

20. About the Case A Canadian toy company wants to invest in the PRC5 year contract and the PRC will take control of the plant after 5 yearsThis would allow for maximized profit They were formerly contracted to a Taiwanese company which is becoming more expensiveThey must renew before the end of 60 daysThe contract there will be extended another 24 months if renewed

21. DiscussionWhat is the likelihood that the Canadians will be able to reach an agreement with the mainland Chinese and not have to go back to their Taiwanese supplier?Are the Canadians making a strategically wise decision in letting the Chinese from the PRC handle the manufacturing, or should they insist on getting more actively involved in the production process?What specific cultural suggestions would you make to the Canadians regarding how to do business with the mainland Chinese?

22. So what about this…As people engage in more international travel and become more familiar with other countries, will cultural differences decline as a roadblock to international understanding, or will they continue to be a major barrier?What are potential benefits of cultural differences within the globalized business world?