国际商业文化Lectu.ppt

Chapter 2,Basic Cultural Types,It refers to both the conditions that contribute to the way in which a people perceive and think about the world, and the manner in which they live in that world.,Cautionary remarks for one to better use the cultural types,The value of the culture may not be the value of all individuals within the culture. It would be useful if you try to visualize each cultures response to a specific pattern as a point on a continuum rather than one of only two possible responses. The pattern are interrelated with a host of other values and do not operate in isolation.,Common cultural patterns that could be said to hold for the whole country must to be limited to the dominant culture in each country. There are literally hundreds of cultural patterns found in every culture. Cultures change and therefore so do the values of the culture. In many instances, we find contradictory values in a particular culture.,Hofstedes Dimensions,Geert H. Hofstede was born on October 2, 1928 in Haarlem, the Netherlands. Hofstede is most well known for his work on four dimensions of cultural variability: Uncertainty Avoidance, Power Distance, Masculinity-Femininity, Individualism-Collectivism,These dimensions were arrived in his 1980 publication, “Cultures consequences: International differences in work-related values.“ The study took existing survey data (sample size of 116,000) collected from a multinational corporation(IBM). 40 countries (done in the early 1970s),Individualism vs Collectivism,On individualist cultures Hofstedes respondents said that individuals should look after their own interests and the interests of their immediate family (husband, wife, and children).,On the other hand, in collectivist cultures it was said that any person through birth and other events belongs to one or more cohesive collectives (“in-group”), from which he or she cannot detach himself or herself. The in-group (for example, the extended family with grandparents and either paternal or maternal uncles, aunts, and cousins - or on a larger scale, the nation and its governmental institutions) should protect the interests of its members but in exchange can expect their permanent loyalty.,Traits of Highly Individualist Cultures Emphasis on individual initiative, decisions, and achievement.,Traits of Collectivist Cultures Emphasis on belonging to groups and organizations that make decisions and protect people in exchange for their loyalty,Value conformity and seek to control the behavior of the individual through external sanction or group pressure,Control the behavior through Self-generated sanction or guilt,Rapid decision-making but slow implementation,Slow decision-making But rapid implementation,The belief that in society, everyone is supposed to take care of himself or herself and his or her immediate family,Expertise, order, duty, security provided by the organization or clan,“I” consciousness and self-orientation: identity based in the individual,“We” consciousness and collectivity orientation: identity rooted in the social system,Emotional independence of the individual from organizations or institutions,Emotional dependence of the individual on organizations and institutions,Belief that everyone has a right to a private life and opinion,The invasion of private life by organizations and clans to which the individual belongs; opinions predetermined,The idea that the same value standards should apply to all: universalism,Value standards that differ for in-groups and out-groups; particularism,日本：突出来的钉子，将会被打下去 In Japan, “the nail that sticks up is pounded down” 前苏维埃：最早长出来的草，最先被砍去。 In the former Soviet Union, “the highest blades of grass is always the first to be cut” that governed the attitude of the “have-nots” are valid reflection of collectivist societal attitudes. 枪打出头鸟 人怕出名猪怕壮 表现了社会对个人超过集体的不能容易 Bothe express societys intolerance of the placement of personal success over that of the group.,Some examples,In the United States executive pay is 28 times that of the average manufacturing worker and in South Africa it is 24 times. In Japan, the top executive earns only about 10 times the average workers pay. Business in Arab societies places far greater value on the loyalty of employees than they do on efficiency.,Case Study: Praising Japanese in Public Workplaces 在工作场所当众表扬日本人,美国人：苏奇木拓先生，我发现你工作干得很出色，希望其他员工能知道你是怎么做到的。 日本人：（有些不安）表扬就不必了，我只是做了自己该做的而已。（他真希望其他同事没有听到他们的对话） 美国人：你是我们公司所见到的最优秀、最杰出、最勤奋的员工。 日本人：（他脸红了，不住地点头，仍然埋头工作。）,美国人：苏奇木拓先生，你是该说“谢谢”呢，还是只是保持沉默？ 日本人：对不起，约翰先生，我可以离开五分钟么？ 美国人：当然可以。（他有点不悦地看着苏奇木拓走出去）真不明白有些日本人怎么这么没礼貌，你表扬他们，他们好像会很不安，也不回答你，只是静静地听着。,Questions for discussion 为什么约翰先生与苏奇木拓的谈话会不愉快？ 如果你是约翰先生，你会当众表扬苏奇木拓么？ 如果你是苏奇木拓，你会如何处理这种情景？,Power-Distance,According to Hofstede & Bond (1984), power distance is defined “as the extent to which the less powerful members of institutions and organizations accept that power is distributed unequally“. In other words people in high power distance cultures are much more comfortable with a larger status differential than low power distance cultures.,Belief Patterns in High P-D Cultures There is and should be an order of inequality in which everyone has his or her rightful place: high and low are of different kinds and are protected by this hierarchical order.,Belief Patterns in Low P-D Cultures Inequality and hierarchy in society should be minimized: All should be interdependent and should have equal rights.,A few should be independent: most should be dependent.,Any power that is used should be legitimate and is subject to the judgment between good and evil.,Power is a basic fact of society that antedates good or evil: Its legitimacy is irrelevant,The way to change a social system is by redistributing power.,The way to change a social system is by dethroning those in power. There will always be conflict between the powerful and the powerless.,There is an underlying harmony- between the powerful and the powerless.,Cooperation among the powerless is difficult to bring about because of the low faith that people have in each other.,Cooperation among the powerless can be brought about based on solidarity.,Employees seek no decision-making role. Less individualistic,Individual employees will seek a role in decision making and question decisions and orders. More individualistic,Uncertainty Avoidance,This dimension refers to how comfortable people feel towards ambiguity and uncertainty. Cultures which ranked low (compared to other cultures), feel much more comfortable with the unknown. As a result, high uncertainty avoidance cultures prefer formal rules and any uncertainty can express itself in higher anxiety than those from low uncertainty avoidance cultures.,Belief Patterns in High U-A Cultures High anxiety and stress: There is an inherent uncertainty in life that is a continuous threat. Weaker superegos and less showing of emotions: Assertive behavior is frowned upon .,Belief Patterns in Low U-A Cultures Ease, lower stress: The uncertainty inherent in life is more easily accepted and each day is taken as it comes. Strong superegos and more showing of emotions: Assertive nature of self and others is accepted.,Strong need for consensus: Conflict and competition can unleash aggression and should therefore be avoided. Intolerance: Deviant persons and ideas are dangerous.,More acceptance of dissent: Conflict and competition can be contained on the level of fair play and used constructively. Deviance is not felt as threatening; there is greater tolerance.,Concerns with security in life: Conservatism, law, and order are essential. Achievement is defined in terms of security. Search for ultimate, absolute truths and values is ongoing.,There is more willingness to take risks in life and less conservatism. Achievement is determined in terms of recognition. Relativism and empiricism exist.,Written rules and regulations are needed. Belief in experts and their knowledge exists: Ordinary citizens are incompetent versus the authorities.,The belief exists that there should be as few rules as possible. There is a belief in generalists and common sense and that the authorities are there to serve the citizens.,Case study: The IKEA in Germany,瑞典的宜家家具连锁遍布全球很多国家，德国占到了整个集团销售额的30%， 但德国的员工却对宜家的管理模式颇有微词，这是为什么呢？,在瑞典，宜家占有20%的市场份额，占据了家具销售的领先地位，而在过去的二十多年间宜家敢为天下先，成功地成长为一家跨国集团，在此之前，家具销售行业被普遍认为只能是一种“当地性”的产业。 德国是宜家最大的市场之一，拥有20多家店面，销售额占到整个集团总销售额的30%。自从1974年在慕尼黑开了第一家店面以来，宜家进入德国市场已经有十多年了，但德国的宜家员工仍然难以接受瑞典式的管理。托马斯拉尔森是科隆分店的经理，他说：“一些资格较老的员工都不会直呼我的名字，不用德语du（对“你”非正式称呼），因为他们认为du是对上司的不敬。” 当地的人事经理海克奥斯特埃希也说：“有两种对你的称呼，一种是宜家的“您”，另一种是用语朋友之间的你。”,德国人严格按照规章制度办事，他们服从上司的安排，只要是实现约定好的或者以书面形式规定的，他们都会认真去做，而宜家的企业文化核心却是“对自己负责”，模糊用语，目的是使员工在知性这些政策时可以有更多自由变通的余地，而为了适应德国人的工作习惯，在把宜家的文化翻译成德语时，大家认为有必要把瑞典语版本中的模糊用语变得更为清楚。有一次，宜家创始人坎普拉德的继任者安德斯莫伯格建议有些地方可以设立促销橱窗，而德国的宜家经理们把莫伯格的这个建议当成了一道命令，于是促销橱窗在德国的宜家商店随处可见。,总的来说，德国员工认为瑞典人更加看重结果，会认真处理每一个问题，但他们觉得瑞典人在行动之前不会对风险进行充分的评估。海克奥特斯埃希甚至说：“为了提高工作效率，瑞典人宁愿把我们的办公桌都扔到后院去。”瑞典的随便也让德国人看不惯，他们甚至“可以再香烟盒背面做笔记。”而德国人更喜欢正式的规章制度，“我们需要办事程序和形式，因为严格的管理模式使德国人感到安全。”,Questions for discussion What kind of management style does IKEA have according to this case? Does it fit well in Germany? Do you think the IKEA way should adapt to the German conventions? If yes, what measures should be taken? What training should the German employees take in order to accept the IKEA way?,Masculinity vs Femininity,The words masculinity and femininity are not referred to men and women, but rather to the degree to which masculine or feminine traits prevail. Masculinity is the extent to which the dominant values in a society are male oriented and is associated with such behaviors as ambition, differentiated sex roles, achievement, and the acquisition of money, and signs of manliness. The more feminine cultures value interpersonal relationships, put quality of life before material acquisition and actively express concern for the less fortunate.,Belief Patterns in Highly Masculine Cultures Men should behave assertively and women should care. Sex roles in society should be clearly differentiated: father used as a model by boys; mother by girls.,Belief Patterns in Less- Masculine Cultures Men need not be assertive but can also take caring roles. Sex roles in society should be fluid: both father and mother used as models by boys and girls.,Men should dominate in all settings: there is a machismo (ostensive manliness) ideal; women can be kept ignorant. Weaker position of the mother in the family: male-dominated fertility decisions.,Differences in sex roles should not mean differences in power; more equal partnership of men and women. Stronger position of the female: female leadership in fertility decision.,Appreciate aggressiveness and assertiveness, respect the goal of material acquisition Success is the function of individual and society is made up of leaders and followers,Value interpersonal relationship, put quality life before material acquisition Slow pace of business; Businesspeople are more reserved and less time-driven; Build long-term relationship,Assignment,Group work: Analyze which cultural types Chinese business fits into and give some specific examples to support your arguments. Make a short report by making ppt.,Time: Polychronic vs Monochronic,Time is one of the fundamental bases on which all cultures rest and around which all activities revolve. Understanding the difference between monochronic time and polychronic time is essential to success. Monochronic time is characterized as linear, tangible, and divisible. Polychronic time, on the contrary, is characterized by “the simultaneous occurrence of many things and by a great involvement with people“.,High-Context vs Low-Context,High and low context refers to the amount of information that a person can comfortably manage. This can vary from a high context culture where background information is implicit to low context culture where much of the background information must be made explicit in an interaction.,A high-context communication or message is one in which most of the information is either in the physical context or internalized in the person, while very little is in the coded, explicit, transmitted part of the message. A low-context communication is just the opposite; i.e., the mass of the information is vested in the explicit co