Chap004005TheMeaningsandDimensionsofCultureInternationalManagementCulture,StrategyandBehavior国际企业管理文化、战略与行为课件

1、,The Meanings and Dimensions of Culture,chapter four,McGraw-Hill/Irwin,Copyright 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.,Chapter Objectives,DEFINE the term culture, and discuss some of the comparative ways of differentiating cultures. DESCRIBE the concept of cultural values, and

2、 relate some of the international differences, similarities, and changes occurring in terms of both work and managerial values. IDENTIFY the major dimensions of culture relevant to work settings, and discuss their effects on behavior in an international environment. DISCUSS the value of country clus

3、ter analysis and relational orientations in developing effective international management practices.,The Nature of Culture,Culture defined: Acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior

4、.,Characteristics of Culture,Learned Shared Trans-generational Symbolic Patterned Adaptive,Priorities of Cultural Values,How Culture Affects Managerial Approaches,Centralized vs. Decentralized Decision Making: In some societies, top managers make all important organizational decisions. In others, th

5、ese decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions.,How Culture AffectsManagerial Approaches,Safety vs. Risk: In some societies, organizational decision makers are risk averse and have great difficulty with cond

6、itions of uncertainty. In others, risk taking is encouraged, and decision making under uncertainty is common.,How Culture AffectsManagerial Approaches,Individual vs. Group Rewards: In some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commission

7、s. In others, cultural norms require group rewards, and individual rewards are frowned upon.,How Culture AffectsManagerial Approaches,Informal Procedures vs. Formal Procedures: In some societies, much is accomplished through informal means. In others, formal procedures are set forth and followed rig

8、idly.,How Culture AffectsManagerial Approaches,High Organizational Loyalty vs. Low Organizational Loyalty In some societies, people identify very strongly with their organization or employer. In others, people identify with their occupational group, such as engineer or mechanic.,How Culture AffectsM

9、anagerial Approaches,Cooperation vs. Competition Some societies encourage cooperation between their people. Others encourage competition between their people.,How Culture AffectsManagerial Approaches,Short-term vs. Long-term Horizons Some culture focus most heavily on short-term horizons, such as sh

10、ort-range goals of profit and efficiency. Others are more interested in long-range goals, such as market share and technologic developments.,How Culture AffectsManagerial Approaches,Stability vs. Innovation The culture of some countries encourages stability and resistance to change. The culture of o

11、thers puts high value on innovation and change.,A Model of Culture,Business Customs in South Africa,Arrange meeting before discussing business over phone. Make appointments as far in advance as possible. Maintain eye contact, shake hands, provide business card Maintain a win-win situation Keep prese

12、ntations short,Values in Culture,Values Learned from culture in which individual is reared Differences in cultural values may result in varying management practices Basic convictions that people have about Right and wrong Good and bad Important and unimportant,Values in Culture,Values in Culture,Hof

13、stedes Cultural Dimensions,Power distance Uncertainty avoidance Individualism/collectivism Masculinity/femininity,Hofstedes Cultural Dimensions,Power distance: Less powerful members accept that power is distributed unequally High power distance countries: people blindly obey superiors; centralized,

14、tall structures (e.g., Mexico, South Korea, India) Low power distance countries: flatter, decentralized structures, smaller ratio of supervisor to employee (e.g., Austria, Finland, Ireland),Hofstedes Cultural Dimensions,Uncertainty avoidance: people feel threatened by ambiguous situations; create be

15、liefs/institutions to avoid such situations High uncertainty avoidance countries: high need for security, strong belief in experts and their knowledge; structure organizational activities, more written rules, less managerial risk taking (e.g., Germany, Japan, Spain) Low uncertainty avoidance countri

16、es: people more willing to accept risks of the unknown, less structured organizational activities, fewer written rules, more managerial risk taking, higher employee turnover, more ambitious employees (e.g., Denmark and Great Britain),Hofstedes Cultural Dimensions,Individualism: People look after sel

17、ves and immediate family only High individualism countries: wealthier, protestant work ethic, greater individual initiative, promotions based on market value (e.g., U.S., Canada, Sweden) High collectivism countries: poorer, less support of Protestant work ethic, less individual initiative, promotion

18、s based on seniority (e.g., Indonesia, Pakistan),Hofstedes Cultural Dimensions,Masculinity: dominant social values are success, money, and things High masculine countries: stress earnings, recognition, advancement, challenge, wealth; high job stress (e.g., Germanic countries) High feminine countries

19、: emphasize caring for others and quality of life; cooperation, friendly atmosphere., employment security, group decision making; low job stress (e.g., Norway),Trompenaars Cultural Dimensions,Universalism vs. Particularism Universalism: ideas/practices can be applied everywhere High universalism cou

20、ntries: formal rules, close adhere to business contracts (e.g., Canada, U.S., Netherlands, Hong Kong) Particularism: circumstances dictate how ideas/practices apply; high particularism countries often modify contracts (e.g., China, South Korea),Trompenaars Cultural Dimensions,Individualism vs. Commu

21、nitarianism Individualism: people as individuals Countries with high individualism: stress personal and individual matters; assume great personal responsibility (e.g., Canada, Thailand, U.S., Japan) Communitarianism: people regard selves as part of group Value group-related issues; committee decisio

22、ns; joint responsibility (e.g., Malaysia, Korea),Trompenaars Cultural Dimensions,Neutral vs. Emotional Neutral: culture in which emotions not shown High neutral countries, people act stoically and maintain composure (e.g., Japan and U.K.) Emotional: Emotions are expressed openly and naturally High e

23、motion cultures: people smile a lot, talk loudly, greet each other with enthusiasm (e.g., Mexico, Netherlands, Switzerland),Trompenaars Cultural Dimensions,Specific vs. Diffuse Specific: large public space shared with others and small private space guarded closely High specific cultures: people open

24、, extroverted; strong separation work and personal life (e.g., Austria, U.K., U.S.) Diffuse: public and private spaces similar size, public space guarded because shared with private space; people indirect and introverted, work/private life closely linked (e.g., Venezuela, China, Spain),Trompenaars C

25、ultural Dimensions,Achievement vs. Ascription Achievement culture: status based on how well perform functions (Austria, Switzerland, U.S.) Ascription culture: status based on who or what person is (e.g., Venezuela, China, Indonesia),Trompenaars Cultural Dimensions,Time Sequential: only one activity

26、at a time; appointments kept strictly, follow plans as laid out (U.S.) Synchronous: multi-task, appointments are approximate, schedules subordinate to relationships (e.g., France, Mexico) Present vs. Future: Future more important (Italy, U.S., Germany) Present more important (Venezuela, Indonesia Al

27、l 3 time periods equally important (France, Belgium,Trompenaars Cultural Dimensions,The Environment Inner-directed: people believe in control of outcomes (U.S., Switzerland, Greece, Japan) Outer-directed: people believe in letting things take own course (China, many other Asian countries),Integratin

28、g Culture and Management: The GLOBE Project,GLOBE: Global Leadership and Organizational Behavior Effectiveness. Project extends and integrates previous analyses of cultural attributes and variables. Evaluates nine different cultural attributes using middle managers from 951 organizations in 62 count

29、ries. Multi-cultural team of 170 scholars from around the world worked together to survey 17,000 managers in 3 industries: financial services, food processing, and telecommunications. Covered every major geographic region of the world.,The GLOBE Project,The 9 Dimensions of the GLOBE Project: Uncerta

30、inty avoidance Power distance Collectivism I: Social collectivism Collectivism II: In-group collectivism Gender egalitarianism Assertiveness Future orientation Performance orientation Humane orientation,GLOBE Results,Corresponds generally with those of Hofstede and Trompenaars. Different from Hofste

31、de in that many more researchers with varied perspectives were involved (vs. Hofstede workng alone); studied many companies vs. Hofstedes IBM. GLOBE provides a current comprehensive overview of general stereotypes that can be further analyzed for greater insight.,GLOBE Project,GLOBE Analysis,Managin

32、g Across Cultures,chapter five,McGraw-Hill/Irwin,Copyright 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.,Chapter Objectives,The specific objectives of this chapter are: EXAMINE the strategic dispositions that characterize responses to different cultures. DISCUSS cross-cultural differe

33、nces and similarities. REVIEW cultural differences in select countries and regions, and note some of the important strategic guidelines for doing business in each.,Strategic Predispositions,Four distinct predispositions toward doing things in a particular way: Ethnocentric Polycentric Regio-centric

34、Geocentric,Strategic Predispositions,Ethnocentric predisposition A nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions.,Strategic Predispositions,Polycentric predisposition A philosophy of management whereby strategic decisions are

35、tailored to suit the cultures of the countries where the MNC operates.,Strategic Predispositions,Regio-centric predisposition A philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis.,Strategic Predispositions,Geocentric predispo

36、sition A philosophy of management whereby the company tries to integrate a global systems approach to decision making.,Orientation of an MNC,Cross-Cultural Differences and Similarities,Parochialism and Simplification Parochialism: view world through own eyes and perspectives Simplification: exhibit

37、same orientation toward different cultural groups,Cross-Cultural Differences and Similarities,Similarities across cultures: Not possible to do business same way in every global location Procedures and strategies that work well at home cant be adopted overseas without modifications Some similarities

38、have been found Russia and U.S. (for example) Traditional management Communication Human resources Networking activities OB Mod,Cross-Cultural Differences and Similarities,Differences across cultures Far more differences than similarities found in cross-cultural research Wages, compensation, pay equ

39、ity, maternity leave Importance of criteria used in evaluation of employees,Cultural Clusters,International Human Resource Management,Cultural Differences in SelectedCountries and Regions,Doing Business in China The Chinese place values and principles above money and expediency. Business meetings ty

40、pically start with pleasantries such as tea and general conversation about the guests trip to the country, local accommodations, and family. The Chinese host will give the appropriate indication for when a meeting is to begin and when the meeting is over. Once the Chinese decide who and what is best

41、, they tend to stick with these decisions. Although slow in formulating a plan of action, once they get started, they make fairly good progress.,Cultural Differences in SelectedCountries and Regions: China,In negotiations, reciprocity is important. If the Chinese give concessions, they expect some i

42、n return. Because negotiating can involve a loss of face, it is common to find Chinese carrying out the whole process through intermediaries. During negotiations, it is important not to show excessive emotion of any kind. Anger or frustration is viewed as antisocial and unseemly. Negotiations should

43、 be viewed with a long-term perspective. Those who will do best are the ones who realize they are investing in a long-term relationship.,Cultural Differences in SelectedCountries and Regions,Doing Business in Russia Build personal relationships with partners. When there are contract disputes, there

44、is little protection for the aggrieved party because of the time and effort needed to legally enforce the agreement. Use local consultants. Because the rules of business have changed so much in recent years, it pays to have a local Russian consultant working with the company. Ethical behavior in the

45、 United States is not always the same as in Russia. For example, it is traditional in Russia to give gifts to those with whom one wants to transact business. Be patient. In order to get something done in Russia, it often takes months of waiting.,Cultural Differences in SelectedCountries and Regions:

46、 Russia,Russians like exclusive arrangements and often negotiate with just one firm at a time. Russians like to do business face-to-face. So when they receive letters or faxes, they often put them on their desk but do not respond to them. Keep financial information personal. Russians wait until they

47、 know their partner well enough to feel comfortable before sharing financial data. Research the company. In dealing effectively with Russian partners, it is helpful to get information about this company, its management hierarchy, and how it typically does business.,Cultural Differences in SelectedCo

48、untries and Regions: Russia,Stress mutual gain. The Western idea of “winwin” in negotiations also works well in Russia. Clarify terminology. The language of business is just getting transplanted in Russia so double-check and make sure that the other party clearly understands the proposal, knows what

49、 is expected and when, and is agreeable to the deal. Be careful about compromising or settling things too quickly because this is often seen as a sign of weakness. Russians view contracts as binding only if they continue to be mutually beneficial, so continually show them the benefits associated wit

50、h sticking to the deal.,Cultural Differences in SelectedCountries and Regions,Doing business in India It is important to be on time for meetings. Personal questions should not be asked unless the other individual is a friend or close associate. Titles are important, so people who are doctors or prof

51、essors should be addressed accordingly. Public displays of affection are considered to be inappropriate, so one should refrain from backslapping or touching others.,Cultural Differences in SelectedCountries and Regions: India,Beckoning is done with the palm turned down; pointing often is done with t

52、he chin. When eating or accepting things, use the right hand because the left is considered to be unclean. The namaste gesture can be used to greet people; it also is used to convey other messages, including a signal that one has had enough food. Bargaining for goods and services is common; this con

53、trasts with Western traditions, where bargaining might be considered rude or abrasive.,Cultural Differences in SelectedCountries and Regions,Doing business in France When shaking hands with a French person, use a quick shake with some pressure in the grip. It is extremely important to be on time for

54、 meetings and social occasions. Being “fashionably late” is frowned on. During a meal, it is acceptable to engage in pleasant conversation, but personal questions and the subject of money are never brought up. Visiting businesspeople should try very hard to be cultured and sophisticated.,Cultural Di

55、fferences in SelectedCountries and Regions: France,The French tend to be suspicious of early friendliness in the discussion and dislike first names, taking off jackets, or disclosure of personal or family details. In negotiations the French try to find out what all of the other sides aims and demands are at the beginning, but they reveal their own hand only late in the negotiations. The French do not like being rushed into making a decision, and they rarely make important decisions inside the meeting. The French tend to be very precise and logical in their approach to things, and will often