文化的内涵与维度国际企业与跨文化管理

1、The Meanings and Dimensions of Culture 文化的内涵与维度文化的内涵与维度chapter fourMcGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.4-2.Chapter Objectives学习目标学习目标DEFINE the term culture, and discuss some of the comparative ways of differentiating cultures.定义文化的概念，讨论区分文化的一些比较方法

2、。DESCRIBE the concept of cultural values, and relate some of the international differences, similarities, and changes occurring in terms of both work and managerial values.描述文化价值观的概念，并按照工作价值观和经理人价值观来讨论文华异同和变迁。IDENTIFY the major dimensions of culture relevant to work settings, and discuss their effec

3、ts on behavior in an international environment.识别与工作环境相关的主要文化维度，讨论在国际环境中文化对行为的影响。DISCUSS the value of country cluster analysis and relational orientations in developing effective international management practices.讨论国家群体分析方法的价值及 在开发有效果及管理实践中的相关导向。4-3.The Nature of Culture文化的本质文化的本质 Culture defined:

4、Acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavi or. 文化的定义：文化是已经获取的知识，利用这种知识，人类可以解释各种经验和产生社会行为。这些知识构成了人们的价值观，决定了人们的态度，影响了人们的各种行为。4-4.Characteristics of Culture文化的特征文化的特征 Learned 文化是学习形成的 Sha

5、red 文化是可以分享的 Trans-generational 文化是代代相传的 Symbolic 文化具有象征性 Patterned 文化是模式化的 Adaptive 文化是适应性的4-5.Priorities of Cultural Values4-6.How Culture Affects Managerial Approaches文化对国际管理的影响文化对国际管理的影响 Centralized vs. Decentralized Decision Making: 集中决策与分散决策 In some societies, top managers make all important o

6、rganizational decisions. 在一些社会中所有重要的决策都由高层领导人决定；， In others, these decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions.在其他社会中，这些决策被分散在整个企业，中层和基层管理者能够积极参与到决策活动中，并能够做出一些重要的决定。4-7.How Culture AffectsManagerial Approache

7、s Safety vs. Risk: 安全与风险 In some societies, organizational decision makers are risk averse and have great difficulty with conditions of uncertainty. 在一些社会中，组织决策这就厌恶风险，难以应付不确定的环境； In others, risk taking is encouraged, and decision making under uncertainty is common. 在其他一些社会中，就鼓励冒险，在不确定的环境下决策也十分常见。4-8

8、.How Culture AffectsManagerial Approaches Individual vs. Group Rewards: 个人回报与团队回报 In some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commissions. 在一些国家，奖金、佣金等形式的回报主要给予那些做出杰出贡献的个人； In others, cultural norms require group rewards, and individua

9、l rewards are frowned upon. 而在其他国家，文化的规范则要求团队的回报，不赞成个人的回报。4-9.How Culture AffectsManagerial Approaches Informal Procedures vs. Formal Procedures: 正式程序与非正式程序 In some societies, much is accomplished through informal means. 在一些社会中，许多工作都是通过非正式的方式完成的； In others, formal procedures are set forth and follow

10、ed rigidly. 而在另一些社会中，提出并严格遵守正式的工作程序。4-10.How Culture AffectsManagerial Approaches文化是怎样影响国际管理的文化是怎样影响国际管理的 High Organizational Loyalty vs. Low Organizational Loyalty 较高的组织忠诚度与较低的组织忠诚度 In some societies, people identify very strongly with their organization or employer. 在一些社会中，雇员可以根据其所属的组织或雇主加以区分 In o

11、thers, people identify with their occupational group, such as engineer or mechanic. 在另一些社会中，雇员主要依据其职业类别来区分，如工程师或机械式4-11.How Culture AffectsManagerial Approaches文化是怎样影响国际管理的文化是怎样影响国际管理的 Cooperation vs. Competition 合作与竞争 Some societies encourage cooperation between their people. 一些社会鼓励人与人之间的合作 Others

12、encourage competition between their people. 另一些社会则更鼓励竞争 4-12.How Culture AffectsManagerial Approaches文化是怎样影响国际管理的文化是怎样影响国际管理的 Short-term vs. Long-term Horizons 短期视野与长期视野 Some culture focus most heavily on short-term horizons, such as short-range goals of profit and efficiency. 一些文化更强调短期视野，如利润和效率的短期目

13、标 Others are more interested in long-range goals, such as market share and technologic developments. 另一些国家则更注重长期目标，如市场份额和技术发展4-13.How Culture AffectsManagerial Approaches文化是怎样影响国际管理的文化是怎样影响国际管理的 Stability vs. Innovation 稳定与创新 The culture of some countries encourages stability and resistance to chang

14、e. 一些国家更注重稳定，反对变革 The culture of others puts high value on innovation and change. 在另一些国家更注重创新和变革4-14.A Model of Culture文化模型文化模型4-15.Business Customs in South Africa南非的商业习俗南非的商业习俗 Arrange meeting before discussing business over phone. 在讨论业务前通过电话安排一次会议 Make appointments as far in advance as possible.

15、会面应该预订的越早越好 Maintain eye contact, shake hands, provide business card 保持眼神交流，握手并向每一位递送名片 Maintain a win-win situation 维持一种双赢的战略 Keep presentations short 保持介绍简短4-16.Values in Culture文化中的价值观文化中的价值观 Values价值观 Learned from culture in which individual is reared 来自于人们所扎根的文化 Differences in cultural values m

16、ay result in varying management practices 不同的价值观导致了不同的管理实践 Basic convictions that people have about 人们所持的基本信念 Right and wrong 正确与错误 Good and bad 好与坏 Important and unimportant 重要与不重要4-17.Values in Culture4-18.Values in Culture4-19.Values in Culture4-20.Value Similarities and Differences Across Cultur

17、es不同文化之间的价值观异同不同文化之间的价值观异同1.Strong relationship between level of managerial success and personal values 管理者获得成功的层次与其个人价值之间存在明显的相关关系.2.Value patterns predict managerial success and can be used in selection/placement decisions 价值观体系预示着管理者的成功态度，可以作为挑选和配置管理者的决策依据。 3.Country differences in relationship b

18、etween values and success; however, findings across U.S., Japan, Australia, India are similar 尽管在管理者价值观和成功的关系上，不同文化的国家之间存在差异，但是，美国、日本、澳大利亚、印度四个国家的研究结果十分相似4.Values of more successful managers favor pragmatic, dynamic, achievement-oriented and active role in interaction with others 成功的管理者趋于实务、活力、成就导向和

19、在与人交往的过程中扮演主动积极的角色。5.Values of less successful managers tend toward static and passive values; relatively passive roles in interacting with others 成功程度低的管理者趋向于平稳和被动的价值观，在环境中扮演相对被动的角色。4-21.Hofstedes Cultural DimensionsPower distance 权力距离Uncertainty avoidance 不确定性规避Individualism/collectivism 个人主义Mascu

20、linity/femininity 刚毅性4-22.Hofstedes Cultural Dimensions霍夫斯泰德的文化维度霍夫斯泰德的文化维度 Power distance: Less powerful members accept that power is distributed unequally 权力距离：（组织或机构中）权力较少的成员接受权力不平等分配的程度。 High power distance countries: people blindly obey superiors; centralized, tall structures (e.g., Mexico, Sou

21、th Korea, India) 高权力距离的国家：员工盲目遵从上司指令；集权式，拥有金字塔式的结构。 Low power distance countries: flatter, decentralized structures, smaller ratio of supervisor to employee (e.g., Austria, Finland, Ireland) 低权力距离的国家：通常是分权式的，拥有更扁平化的结构，只拥有少部分的监督人员（例如：澳大利亚，芬兰，爱尔兰）4-23.Hofstedes Cultural Dimensions霍夫斯泰德的文化维度霍夫斯泰德的文化维度

22、Uncertainty avoidance: people feel threatened by ambiguous situations; create beliefs/institutions to avoid such situations不确定性规避：人们受到模糊不清的情境威胁的程度以及为规避这些威胁而形成的信念和机制。 High uncertainty avoidance countries: high need for security, strong belief in experts and their knowledge; structure organizational a

23、ctivities, more written rules, less managerial risk taking (e.g., Germany, Japan, Spain) 不确定性规避程度较高的国家：有较高程度的安全需求，相信专家和知识，拥有大量的组织活动的结构，较多的成文规则，较少的敢于冒险的管理者。 Low uncertainty avoidance countries: people more willing to accept risks of the unknown, less structured organizational activities, fewer writte

24、n rules, more managerial risk taking, higher employee turnover, more ambitious employees (e.g., Denmark and Great Britain) 不确定性规避程度较低的国家：员工更愿意接受不确定的风险，组织活动的结构较少，成文规则较少，敢于冒风险的管理者较多，员工流动率较高，富有野心的员工较多。4-24.Hofstedes Cultural Dimensions霍夫斯泰德的文化维度霍夫斯泰德的文化维度 Individualism: People look after selves and imm

25、ediate family only个人主义：人们只考虑自己和家庭的趋向。 High individualism countries: wealthier, protestant work ethic, greater individual initiative, promotions based on market value (e.g., U.S., Canada, Sweden) 高个人主义的国家：比较富裕的国家，赞同新教的伦理道德，强调个人创新，按市场价值进行提升（例如：美国，加拿大，瑞典）。 High collectivism countries: poorer, less supp

26、ort of Protestant work ethic, less individual initiative, promotions based on seniority (e.g., Indonesia, Pakistan) 高集体主义国家：比较贫穷的国家，不太赞同新教伦理道德，个人创新也比较差，且依据年资来进行提升（例如：印度尼西亚，巴基斯坦）4-25.Hofstedes Cultural Dimensions霍夫斯泰德的文化维度霍夫斯泰德的文化维度 Masculinity: dominant social values are success, money, and things刚毅

27、性：社会主导价值观是成功、金钱等类似东西时的情景。 High masculine countries: stress earnings, recognition, advancement, challenge, wealth; high job stress (e.g., Germanic countries) 刚毅性指数高的国家：注重收入、认可、提升、挑战、财富，高工作压力（如德语国家） High feminine countries: emphasize caring for others and quality of life; cooperation, friendly atmosph

28、ere., employment security, group decision making; low job stress (e.g., Norway) 高柔弱性国家：强调关心别人和注重生活品质：合作，友好的氛围，雇用安全，集体决策，低工作压力（如 挪威）4-26.Trompenaars Cultural Dimensions汤皮诺的文化维度汤皮诺的文化维度 Universalism vs. Particularism 普遍性和特殊性 Universalism: ideas/practices can be applied everywhere 普遍性：理论和实践在任何地方都适用。 Hi

29、gh universalism countries: formal rules, close adhere to business contracts (e.g., Canada, U.S., Netherlands, Hong Kong) 高普遍性国家：正式的规则，严格遵守商业合同（例如：加拿大，美国，荷兰，香港） Particularism: circumstances dictate how ideas/practices apply; high particularism countries often modify contracts (e.g., China, South Kore

30、a) 特殊性：受环境制约，应用理论与实践；高特殊性国家经常修改合同（例如：中国，韩国） 4-27.Trompenaars Cultural Dimensions汤皮诺的文化维度汤皮诺的文化维度 Individualism vs. Communitarianism 个人主义和团体主义 Individualism: people as individuals 个人主义：人们把他们自己看做个体 Countries with high individualism: stress personal and individual matters; assume great personal respons

31、ibility (e.g., Canada, Thailand, U.S., Japan) 高度个人主义国家：强调个人因素;承担较多的个人责任（例如：加拿大，泰国，美国，日本） Communitarianism: people regard selves as part of group 团体主义：人们把他们自己看做是群体中的一员。 Value group-related issues; committee decisions; joint responsibility (e.g., Malaysia, Korea) 团体利益相关的问题：委员会做决策；共同承担责任4-28.Trompenaar

32、s Cultural Dimensions汤皮诺的文化维度汤皮诺的文化维度Neutral vs. Emotional中立文化和情感文化中立文化和情感文化Neutral: culture in which emotions not shown在中立文化中，情感被抑制。 High neutral countries, people act stoically and maintain composure (e.g., Japan and U.K.) 在高度的中立文化国家中，人们行为坚忍，始终保持冷静形象。Emotional: Emotions are expressed openly and na

33、turally情感文化中，情感是开放的，是自然流露的。 High emotion cultures: people smile a lot, talk loudly, greet each other with enthusiasm (e.g., Mexico, Netherlands, Switzerland) 高情感文化中：人们充满了笑声，大声说话 ，近乎狂热的互致祝福。4-29.Trompenaars Cultural DimensionsSpecific vs. Diffuse明确文化和扩散文化明确文化和扩散文化 Specific: large public space shared

34、with others and small private space guarded closely 在明确文化中：大多数人分享公共空间，而与亲属和朋友分享私人空间。 High specific cultures: people open, extroverted; strong separation work and personal life (e.g., Austria, U.K., U.S.) 在明确文化中：人是开放的、 外向的；公众空间和私人空间严格区分 Diffuse: public and private spaces similar size, public space gu

35、arded because shared with private space; people indirect and introverted, work/private life closely linked (e.g., Venezuela, China, Spain) 在扩散文化里,一般来说人们难以很快被他人邀请到他自己的开放的公共空间，因为一旦进入公众空间，私人空间也容易进入。这种文化中的人们显得间接、内向，公众空间和私人空间往往紧密结合在一起。4-30.Trompenaars Cultural Dimensions Achievement vs. Ascription 成就与归咎成

36、就与归咎 Achievement culture: status based on how well perform functions (Austria, Switzerland, U.S.) 成就文化：人们因他履行职责的水平而获得相应的地位。（奥地利，瑞士，美国） Ascription culture: status based on who or what person is (e.g., Venezuela, China, Indonesia) 归咎文化：人们的地位决定于他是谁或任什么职务（委内瑞拉，中国，印尼）4-31.Trompenaars Cultural DimensionsT

37、ime 时间时间Sequential: only one activity at a time; appointments kept strictly, follow plans as laid out (U.S.) 连续的：人们倾向于一个时间内只做一件事，严格遵守会面时间和地点，不偏离计划。 Synchronous: multi-task, appointments are approximate, schedules subordinate to relationships (e.g., France, Mexico) 同步的：处于同步性途径文化中的人们经常中断正在做的事情去会见或是欢迎别

38、人来到他们的办公室 Present vs. Future: 现在导向和将来导向 Future more important (Italy, U.S., Germany) 将来比过去更重要（意大利，美国，德国）Present more important (Venezuela, Indonesia 现在是最重要的（委内瑞拉，印尼）All 3 time periods equally important (France, Belgium 这三个不同的时段大致同等重要（法国，比利时）4-32.Trompenaars Cultural Dimensions The Environment 环境环境 I

39、nner-directed: people believe in control of outcomes (U.S., Switzerland, Greece, Japan) 内部控制：人们倾向于控制结果（美国，瑞士，希腊，日本） Outer-directed: people believe in letting things take own course (China, many other Asian countries) 外部控制：人们倾向于任其自由发展（中国，其他一些亚洲国家）4-33.Integrating Culture and Management: The GLOBE Project整合文化和管理：全球项目整合文化和管理：全球项目 GLOBE: Global Leadership and Organizational Behavior Effectiveness. 全球：全球领导力和企业行为效力研究 Project extends and integrates previous analyses of cultural attributes and variables. 项目将前人对文化因素和变量的研究进行了扩展和整合 Evaluates nine different cultural attributes using middle manager