Summary Of Intercultural Management PDF

Schein’s model of organisational culture It distinguishes between Symbols and artefacts, norms and values, and basic assumptions. Hofstede’s Cultural Onion SHRV ​ The cultural onion is a metaphor or model for the visual representation of culture. The model was developed by cultural scienti...

Schein’s model of organisational culture It distinguishes between Symbols and artefacts, norms and values, and basic assumptions. Hofstede’s Cultural Onion SHRV ​ The cultural onion is a metaphor or model for the visual representation of culture. The model was developed by cultural scientist Geert Hofstede. ​ The “layers of the onion” represent the different levels of culture: symbols, heroes, rituals, and values. ​ The surface layers can be removed, but the core of the onion remains fixed. ​ Symbols are words, gestures, images, or objects that have a particular meaning recognized only by those who share a particular culture. ​ Heroes are people, past or present, real or fictitious, who possess characteristics highly valued in a culture.  ​ Rituals are collective activities, sometimes superfluous to achieve the desired objectives, but they are considered socially essential. Therefore, most of the time they are carried out for their own sake (forms of greeting, respect for others, religious and social ceremonies, etc.). ​ Values are the core of a culture. They are broad tendencies toward preferences for a certain state of affairs over others (good-bad, natural-unnatural). The true cultural meaning of the practices is intangible; This is revealed only when the practices are interpreted by the initiates. CQ – one of multiple intelligences MCMB 1.​ Motivation (CQ Drive): The individual's level of interest and confidence in adapting to multicultural situations. 2.​ Cognition (CQ Knowledge): The individual's level of knowledge of how cultures are similar and different. 3.​ Metacognition (CQ Strategy): the individual's level of awareness and ability to plan multicultural interactions 4.​ Behavior (CQ Action): Level of adaptability of the individual when relating and working interculturally SMART ​ Specific ​ Measurable ​ Achievable ​ Relevant ​ Time-limited SMART objectives can be applied anywhere in your life, both professionally and personally. Edward T. Hall High/Low Context Low-context cultures: ​ Focus is on what is said, everything is said explicitly ​ Large part of the information is included in the content of the message ​ Good communication is precise, simple, and clear ​ Are at loss when high-context people do not provide enough background information ​ Agreements are written, final and binding ​ Example: Germans, Swiss, Scandinavians High context cultures: ​ Focus is on who says what, when, where and how ​ Information is largely embedded in the relations between the participants (age, location, time) ​ Good communication is nuanced, sophisticated, and layered ​ Become impatient and irritated when low- context people provide information they do not need ​ Agreementsarespoken,flexibleand changeable ​ Example: Chinese, Japanese, Latin America Monochronic vs. polychronic cultures Monochronic cultures: ​ Do one thing at a time (linear thinking). ​ Adhere religiously to plans. ​ Concerned about privacy and not disturbing others. ​ Importance of punctuality and fixed agendas (“Time is money”) order, reliability, uncertainty reduction. e.g., Germany, North America, Japan Polychronic cultures: ​ Do many things at once (cyclic thinking, multi-tasking). ​ Committed to people and human relations. ​ More concerned with those who are closely related. ​ Value loose scheduling and flexible agendas. (“India lives in several centuries at the same time” (Roy)) chaos as normality and source of creativity e.g., Africa, Southeast Asia, Latin America Private space vs. public space  ​ Public space: collectivist orientation, small physical distance btw people ​ Private space: individualistic orientation, larger physical distance bet individuals. ​ The invisible bubble of space which other people are not allowed to enter without permission ​ Expands and contracts depending on the relationship to the people nearby The six-dimensions-model of Hofstede Geert Hofstede (1928–2020) ​ Conducted surveys (1968–1972) with IBM employees in 72 countries, later extended to 111 regions using the Values Survey Module. ​ Defined culture as “the collective programming of the mind” (software of the mind). ​ Objective: Analyze cultural norms/values influencing management. ​ Identified six cultural dimensions (PUIMLI) 1.​ Power distance (PDI) describes the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. 2.​ Uncertainty avoidance (UAI) describes the tolerance for ambiguity and flexibility: ▪​ High: Preference for order against chaos, low propensity to take risks, difficulty to make personal decisions. ▪​ Low: functional in ambiguous situations, informal business attitude, propensity to take risks. 3.​ Individualism vs. collectivism (IDV) the degree of interdependence a society maintains among its members:  ▪​ Individualism: priority to people individually and need of freedom, preference for individual decisions personal achievements and individual rights. ▪​ Collectivism: priority to the group, collective decision-making members of a lifelong and cohesive group. 4.​ Masculinity vs Feminity: ▪​ Masculinity: Preference in society for achievement, heroism, assertiveness society more competitive ▪​ Femininity: Preference for cooperation, modesty, caring for the weal Society consensus-oriented. ▪​ Renamed "Masculinity/Femininity" to "Motivation Towards Achievement and Success" in October 2023. 5.​ Long-term orientation (LTO) describes how every society has to maintain some links with its own past while dealing with the challenges of the present and future. ▪​ Long-term: more importance to the future, more pragrmatic values oriented towards rewards, persistence ▪​ Short-term: Values are related to the past and the present, steadiness, respect for tradition maintain time-honour traditions/norms while viewing soecietal change with suspicion. 6.​ Indulgence (vs. restraint) (IVR) describes the extent to which people try to control their desires and impulses, based on the way they were raised. It is the degree to which a society allows or suppresses enjoying life and having fun. The model of Trompenaars and Hampden-Turner Fons Trompenaars (b. 1953) and Charles Hampden-Turner (b. 1934) ​ Trompenaars: Dutch-French intercultural management consultant; frequently listed among top management thinkers. ​ Hampden-Turner: British management philosopher. ​ Model based on data from 80,000 managers in 60+ countries. ​ Their book Riding the Waves of Culture (2012) targets managers, offering practical insights in an accessible, non-academic style. Universalism vs. Particularism Universalism: ​ The rules are the same for everybody ​ Better clear and written agreements ​ Agreements should not be modified Particularism: ​ The important thing is people and personal relationships ​ Preference for informal and verbal agreements ​ Agreements can be modified Achievement vs. Ascription Achievement : ​ Status and respect are earned ​ Titles are used less ​ Promotion is based on meritocracy Ascription: ​ Status and respect depend on the position one occupies ​ Titles are used a lot ​ Promotion is based on years of service, sex, status Limitations of quantitative studies ​ Etic approaches share a common limitation: the imposition of categories and concepts by the researcher, from outside the culture and without the ability to explain the reason for the differences ​ Questionable methodological rigor in the construction of the analysis model (concepts and definition of survey items) ​ Age of empirical study and low representativeness of participants (restricted to one company – IBM – and in line with that significantly more men than women) ​ The “Westernization” of many emerging markets leads to significant changes of values (“cultural crossvergence”) Erin Meyer and the Culture Map CEPLDTDS 1.​ Communications: a.​ Low-context: good communication is precise, simple, clear message are expressed and understood at face value Repetition is appreciated b.​ High-context: good communication is sophisticated, nuanced, layered -_> messages are spoken and read btw the lines implied 2.​ Evaluating: a.​ Direct negative feedback: up-graders definitely, very, certainly b.​ Indirect negative feedback: down-graders sort of, kind of, maybe 3.​ Persuading: a.​ Principle-first: b.​ Application-first 4.​ Leading: Power distance Less powerful members of organisations accept or not that power is distributed unequally: a.​ High-Power Distance: countries accept power relations that are more autocratic and paternalistic Latin America, Asian Countries b.​ Low-power distance: countries expect and accept more consultative power relations and democratic anglo and Germanic 5.​ Deciding: consensual vs. Top-down: a.​ Individualism: preference for a loosely-knit social framework inidivudals take care of themsleves and immediate family b.​ Collectivism: preference for a tightly-knit framework in society indivudals expect their relatives to look after them in exchange for loyalty. 6.​ Trusting: a.​ Task-based: get down to business, less non-work related talks b.​ Relationship-based: invest more time building relationship when working, non-work talk 7.​ Disagreeing: a.​ Confrontational: attack someone’s opinion without attacking the person open conforntation is appropriate and does not impact the relationship. b.​ Avoids confrontation: person and idea are tightly interconnected open confrontation is inappropriate 8.​ Scheduling: linear time vs. flexible time: a.​ Monochronism: prefers doing things simultaneously fits a low context culture importance to schedule, punctuality. b.​ Polychronism: do several things at the same time fit high context, reject organisations with serious and rigid time.