Beruflich Dokumente
Kultur Dokumente
(p. 45)
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As economic borders come down, cultural barriers will most likely go up and present new challenges and opportunities for business. When cultures come in contact, they may converge in some aspects, but their idiosyncrasies will likely amplify.
-- Robert J. House University of Pennsylvania
(p. 45)
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Opening question:
How would you describe your own cultural background to a stranger so he or she could better understand how you think and work?
-- Lao Tzu
(p. 46)
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Bahrain
High power distance Medium individualism
Low masculinity
Medium uncertainty avoidance
High masculinity
High uncertainty avoidance
(p. 49)
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Question:
Was there a better way for Anna Hkansson to get this information? And more generally, how can managers best learn useful information about the cultures where they will be working?
Some definitions:
What is culture?
The collective programming of the mind that distinguishes the members of one human group from another. (Geert Hofstede) The collection of beliefs, values, behaviors, customs, and attitudes that distinguish the people of one society from another. (Clyde Kluckholm)
Shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives that are transmitted across generations. (Robert House and GLOBE associates) A toolkit of symbols, stories, rituals, and worldviews that help the people of a culture survive and succeed. (Ann Swidler)
(p. 50)
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(p. 51)
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Characteristics of culture
Culture is shared by members of a group and sometimes define the membership of the group itself.
Culture is learned though membership in a group or community. Culture influences the attitudes and behaviors of group members (e.g., normative behavior).
(pp. 50-51)
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In the West, stock market transactions are open to investments and speculation in almost anything. Under Islamic law, only investments in economic activities that are consistent with the values of Islam are acceptable (halal).
Consider: What is the impact of such differences when doing business across borders?
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(p. 53)
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Question: What can we learn from cultural anthropology to better understand our global work environment? The challenge: Which framework is most useful for understanding cultural differences from a managerial standpoint?
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(pp. 55-57)
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(see Appendix A)
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(see Appendix A)
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(see Appendix A)
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(see Appendix A)
(pp. 55-57)
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(p. 58)
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Power distribution
Hierarchical
Centralized. Belief that power should be distributed hierarchically across society. Belief in ascribed or inherited power with ultimate authority residing in institutions. Emphasis on organizing vertically and autocratic or centralized decision-making.
Egalitarian
Decentralized. Belief that power should be distributed relatively equally across society. Belief in shared or elected power with ultimate authority residing in the people. Emphasis on organizing horizontally and participatory or decentralized decision-making.
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Social relationships
Individualistic
Person-centered. Belief that people achieve selfidentity through individual accomplishment.
Collectivistic
Group-centered. Belief that people achieve self-identity through group membership. Preference for preserving social harmony over individual rights. Focus on accomplishing group goals. Sanctions reinforce conformity to group norms. Relationship-based agreements. Tendency toward high-context (subtle, indirect) communication and group or participative decision-making.
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Environmental relationships
Mastery-oriented Harmony-oriented
Accommodation with nature. Focus on living in harmony with nature and adjusting to the natural and social environment. Relationships valued over achievement. Emphasis on social progress, quality of life, and the welfare of others. Defends traditions; skepticism towards change. Emphasis on economy, harmony, and modesty. Emphasis on passive, reactive, feminine approach. Preference for seniority-based intrinsic rewards.
Dominance over nature. Focus on changing or controlling ones natural and social environment. Achievement valued over relationships. Emphasis on competition in the pursuit of personal or group goals. Embraces change and unquestioned innovation. Emphasis on material possessions as symbols of achievement. Emphasis on assertive, proactive, masculine approach. Preference for performance-based extrinsic rewards.
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Polychronic
Non-linear. Simultaneous attention to multiple tasks. Interactive approach to work, planning, and implementation. Flexible concept of time; often late. People-centered; commitment to people and human relationships. Integration of work and personal life.
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Relationship-based
While rules and laws are important, they often require flexibility in their application or enforcement by influential people (e.g., parents, peers, superiors, government officials) or unique circumstances. Emphasis on interpersonal relationships and trust; less emphasis on record keeping. Moderate tolerance for rule breaking. Decisions often based on subjective criteria (e.g., hunches, personal connections).
Decisions based largely on objective criteria (e.g., legal constraints, data, policies).
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(p. 69)
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MANAGERS NOTEBOOK:
Comparing cultures
1. Core cultural dimensions can be a good place to start to understand cultural differencesbut it is only a starting point. 2. It is important to dig deeper and work to understand the complexities and contradictions that can often influence managerial and employee behaviors.
3. It is also important to recognize the key role played by individual differences within a society or group.
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MANAGERS NOTEBOOK:
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MANAGERS NOTEBOOK:
MANAGERS NOTEBOOK:
1.
2. 3.
Should provide accurate descriptions of the beliefs, values, and social norms of a group.
Should be limited to objective characteristics and avoid evaluative components (e.g., good or bad). Should be considered a first best guess about the behaviors of another group prior to developing more specific information about individual members of the group. Should recognize that they contain limited information that can mask other useful data about cultural diversity. Should be modified over time as new information about a group is discovered through observation and experience.
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4. 5.
MANAGERS NOTEBOOK:
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