ccm meaning n dimensions of culture

8/7/2019 CCM meaning n dimensions of culture

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The Nature of Culture

Culture

Acquired knowledge that people use to interpret experience

and generate social behavior

forms values

creates attitudes

influences behavior.


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Characteristics of Culture

Culture

Learned

Shared

Transgenerational

Symbolic

Patterned

Adaptive


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3

United States Japan Arab Countries

Priorities of Cultural Values

Table 4-1

Priorities of Cultural Values: United States, Japan,and Arab Countries

1. Freedom2. Independence

3. Self-reliance

4. Equality

5. Individualism

6. Competition

7. Efficiency8. Time

9. Directness

10. Openness

1. Belonging2. Group harmony

3. Collectiveness

4. Age/seniority

5. Group consensus

6. Cooperation

7. Quality8. Patience

9. Indirectness

10. Go-between

1. Family security2. Family harmony

3. Parental guidance

4. Age

5. Authority

6. Compromise

7. Devotion8. Patience

9. Indirectness

10. Hospitality

Note: 1 represents the most important cultural value, 10 the least.

Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries


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How Culture Affects

Managerial Approaches

In some societies, top managers make all important

organizational decisions. In others, these

decisions are diffused throughout the enterprise,

and middle- and lower-level managers actively

participate in, and make, key decisions.

VS.Centralized

Decision Making

Decentralized

Decision Making


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How Culture Affects


In some societies, organizational decision makers

are risk averse and have great difficulty with

conditions of uncertainty. In others, risk taking is

encouraged, and decision making under

uncertainty is common.

VS.Safety Risk


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How Culture Affects


In some countries, personnel who do outstanding work

are given individual rewards in the form of bonuses

and commissions. In others, cultural norms require

group rewards, and individual rewards are frowned

on.

VS.Individual

Rewards

Group

Rewards


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How Culture Affects


In some societies, much is accomplished through

informal means. In others, formal procedures are set

forth and followed rigidly.

VS.Informal

Procedures

Formal

Procedures


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How Culture Affects


Some societies encourage cooperation between their

people. Others encourage competition betweentheir people.

VS.Cooperation Competition


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How Culture Affects


Some cultures focus most heavily on short-term

horizons, such as short-range goals of profit andefficiency. Others are more interested in long-range

goals, such as market share and technologic

development.

VS.Short-term

Horizons

Long-term

horizons


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How Culture Affects


The culture of some countries encourages stability and

resistance to change. The culture of others putshigh value on innovation and change.

VS.Stability Innovation


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A Model of Culture

The explicit artifacts and

products of the society-

observable(lang,food,art)The norms and values

that guide the society-

designed to help peoplehoew to act)The implicit,

basic

assumptions that

guide peoples

behavior

Adapted from Figure 41: A Model of Culture


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Values in Culture

Values

Basic convictions that people have

right and wrong

good and bad

important and unimportant

Learned from the culture in which the individual is reared

Influence ones behavior Differences in cultural values may result in varying

management practices


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Values in Culture

Adapted from Figure 42: Comparing Cultures as Overlapping Normal Distributions

French culture U.S. culture


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Values in Culture

Adapted from Figure 43: Stereotyping from the Cultural Extremes

French culture U.S. culture

How the Americans

see the French:

arrogant flamboyant

hierarchical

emotional

How the French see

the Americans:

nave aggressive

unprincipled

workaholic


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Values in Culture

U.S. Cultural Values Alternative Values Examples of Management

Function Affected

Table 4-2

U.S.Values and Possible Alternatives

Individuals can influencethe future (when there isa will there is a way).

Adapted from Table 4-2: U.S. Values and Possible Alternatives

Life follows a preordainedcourse, and, human action isdetermined by the will of God.

Planning and scheduling

Individuals should berealistic in theiraspirations.

Ideals are to be pursuedregardless of what isreasonable.

Goal setting and careerdevelopment

We must work hard toaccomplish our objectives(Puritan ethic).

Hard work is not the onlyprerequisite for success.Wisdom luck, and timealso are required.

Motivation and rewardsystem


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Values in Culture


Function Affected

Table 4-2


A primary obligation of anemployee is to theorganization.


Individual employees have aprimary obligation to theirfamily and friends.

Loyalty, commitment, andmotivation

Employees can beremoved if they do notperform well.

The removal of anemployee from a positioninvolves a great loss ofprestige and will rarely be

done.

Promotion

Company informationshould be available toanyone who needs itwithin the organization.

Withholding information togain or maintain power isacceptable.

Organization,communication, andmanagerial style


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Values in Culture


Function Affected

Table 4-2


Competition stimulateshigh performance.


Competition leads tounbalances and disharmony. Career development andmarketing

What works is important.. Symbols and the processare more important thanthe end point.

Communication, planning,and quality control.


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Values in Culture

There is a reasonably strong relationship between the level of successachieved by managers and their personal values.

Value patterns predict managerial success and could be used inselection and placement decisions.

Although there are country differences in the relationships betweenvalues and success, findings across four countries (U.S., Japan,Australia, India) are quite similar.

Values of more successful managers appear to favor

Pragmatic, dynamic, achievement-oriented

Active role in interaction with others

Values of less successful managers tend toward

Static and passive values

Relatively passive roles in interacting with others


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Hofstedes Cultural Dimensions

Extent to which less powerful members of

institutions and organizations accept that

power is distributed unequally

High power distance countries: people

blindly obey the orders of their superiors,

centralized and tall organization structures

Low power distance countries: flatter and

decentralized organization structures,smaller ratio of supervisors

Power

Distance


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Extent to which people feel threatened byambiguous situations and have created beliefs andinstitutions that try to avoid such situations

High uncertainty avoidance countries: people

have high need for security, strong belief inexperts and their knowledge, structuredorganizational activities, more written rules,less risk taking by managers

Low uncertainty avoidance countries: people

are more willing to accept risks associatedwith the unknown, less structuredorganizational activities, fewer written rules,more risk taking by managers, higher employeeturnover, more ambitious employees

Power

Distance

UncertaintyAvoidance


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Individualism: Tendency of people to look after

themselves and their immediate family only

Countries high in individualism: tend to be

wealthier, support protestant work ethic, greaterindividual initiative, promotions based on

market value

Collectivism: Tendency of people to belong to

groups or collectives and to look after each other in

exchange for loyalty Countries high in collectivism: tend to be

poorer, less support for protestant work ethic,

less individual initiative, promotions based on

seniority

Power

Distance


Individualism/

Collectivism


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Masculinity: a culture in which the dominant

social values are success, money and things

Countries high in masculinity: great importance

on earnings, recognition, advancement,challenge, and wealth. High job stress.

Femininity: a culture in which the dominate social

values are caring for others and the quality of life

Countries high in femininity: great importance

on cooperation, friendly atmosphere,employment security, group decision making,

and living environment. Low stress and more

employee freedom.

Power

Distance


Individualism/

Collectivism

Masculinity/

Femininity


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Attitudinal Dimensions of Culture

Work value and attitude similarities

Smallest space analysis (SSA) yields clusters of countries

similar to each other

1. Anglo-American (U.S., U.K., Australia)

2. Nordic (Norway, Finland, Denmark)

3. South American (Venezuela, Mexico, Chile)

4. Latin European (France, Belgium)5. Germanic (Germany, Austria, Switzerland)

Other researchers have found other clusters, depending

on variables used


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Synthesis of Country Clusters

Adapted from Figure 48: A Synthesis of Country Clusters


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Trompenaars Cultural Dimensions

Universalism: belief that ideas and practices can be

applied everywhere in the world without modification

In countries with high universalism, focus is more on

formal rules, business contracts are adhered to closely,

people believe a deal is a deal

Includes Canada, U.S., Germany, U.K., Netherlands,

France, Japan, Singapore, Thailand, and Hong Kong.

VS.Universalism Particularism


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Particularism: belief that circumstances dictate how

ideas and practices should be applied and somethingcannot be done the same everywhere

In countries with high particularism, legal contracts often

modified, well-acquainted people often change the way

in which deals are executed

Includes China and South Korea

VS.Universalism Particularism


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Individualism: people regard themselves as individuals

In countries high on individualism, people stress personal

and individual matters, and are more likely to make

negotiated decisions on the spot by a representative,

achieve things alone and assume great personal

responsibility Includes Canada, Thailand, U.K., U.S., Netherlands,

France, Japan, China, Singapore, and Hong Kong

VS.Individualism Communitarianism


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Communitarianism: people regard themselves as part of

a group

In countries high on communitarianism, people value

group-related issues, refer decisions to committees,

achieve things in groups and jointly assume responsibility

Includes Malaysia and Korea

VS.Individualism Communitarianism


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Neutral: culture in which emotions are held in

In high neutral culture countries, people try not to show theirfeelings, act stoically and maintain their composure

Includes Japan and the U.K.

Emotional: culture in which emotions are expressed openly and

naturally In high emotional culture countries, people smile a great deal,

talk loudly when excited and greet each other with enthusiasm

Includes Mexico, the Netherlands and Switzerland

VS.Neutral Emotional


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Specific culture: individuals have a large public space

shared with others and a small private space they guardclosely and share only with close friends and associates

In high specific cultures, people are more open and

extroverted, and there is a strong separation of work and

private life

Includes Austria, U.K., U.S. and Switzerland

VS.Specific Diffuse


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Diffuse culture: public and private space are similar in

size, individuals guard public space carefully because itis shared with private space

In high diffuse cultures, people often appear to be

indirect and introverted, and work and private life often

are closely linked

Includes Venezuela, China, and Spain

VS.Specific Diffuse


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Achievement culture: status is accorded based on how

well people perform their functions

Includes Austria, U.S., Switzerland and the U.K.

Ascription culture: status is based on who or what a

person is

Includes Venezuela, Indonesia, and China

VS.Achievement Ascription


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GLOBE Project

Multi-country study and evaluation of cultural attributes

and leadership behavior

Based on beliefs that

Certain attributes that distinguish one culture from others

can be used to predict the most suitable, effective and

acceptable organizational and leader practices within that

culture

Societal culture has direct impact on organizational culture

Leader acceptance stems from tying leader attributes and

behaviors to subordinate norms


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GLOBE Project

Variable Highest Medium LowestRanking Ranking Ranking

Table 4-6

GLOBE Cultural Variable Results

Assertiveness Spain, U.S. Egypt, Ireland Sweden, New Zealand

Adapted from Table 4-6: GLOBE Cultural Variable Results

Future orientation Denmark, Canada Slovenia, Egypt Russia, Argentina

Gender differentiation South Korea, Italy, Brazil Sweden DenmarkEgypt

Uncertainty avoidance Austria, Denmark Israel, U.S. Russia, Hungary

Power distance Russia, Spain England, France Demark, Netherlands

Collectivism/Societal Denmark,H

ong Kong, U.S. Greece,H

ungarySingapore

In-group collectivism Egypt, China England, France Denmark, Netherlands

Performance orientation U.S., Taiwan Sweden, Israel Russia, Argentina

Humane orientation Indonesia, Egypt Hong Kong, Germany, SpainSweden

ccm meaning n dimensions of culture

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