cross cultural and diversity management

8/21/2019 Cross Cultural and Diversity Management

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Amity Business School

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Cross -Cultural and diversity managementBy- Meghna Bhardwaj

Kratika Tomar

Manjari Verma

Komal Agarwal


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Amity Business SchoolCross Cultural Management!


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• Culture: “the sum total of the beliefs, rules,

techniques, institutions and artifacts that

characterize human populations” or “the

collective programming of the mind”.

• Socialization Process: The process of

enculturation or the adoption of thebehaviour patterns of the surrounding culture

CULTU!


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!lements of culture• Language

• eligion

• "alues

# $ttitude

# Custom# %anners


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The importance of culturein different business conte&ts


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Amity Business SchoolCulture influences strategic management in a

number of ways:

• Work attitudes

–for e&ample, 'or( ethics, organization commitment,etc.

• Achievement motivation

–the desire to accomplish ob)ectives and achievesuccess.

• Time and future

–for e&ample* punctualit+, decisionma(ing time

constraints, time e&pectations on implementation ofplans, etc.

• thics

–standards of conduct and moralit+.


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Amity Business SchoolCulture and strategic management

• Crosscultural management issues arise in a

number of situations, including*

– Within a firm* -or( attitudes, achievement

motivation, time and future and ethics, etc. – Between firms* %$s, )oint ventures, alliances

and bu+ersupplier relationships.

– Between a firm and customers* /ealing 'ith

customers.


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Crosscultural business conte&ts


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Amity Business SchoolWhat is Cross!Cultural "anagement#

• Cross cultural management refers to a s+stem

designed to train people in the global business

about the variations of cultures, practices and

preferences of consumers around the globe. $stime lapses, the diversit+ in culture, practices

and preferences significantl+ increase, and so is

the need for crosscultural management, to be

able to bridge the communication gaps for ever+culture


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Amity Business School0teps in crosscultural management*


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Amity Business SchoolT'o approaches to culture*

• the $sychic or $sychological level,

'hich focuses on the “internalized” norms,

attitudes and behaviour of individuals from

a particular culture

• the institutional level, 'hich loo(s at

national 2or group3 culture embodied in

institutions 2government, education,economic institutions as 'ell as in

business organizations3.


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Amity Business School4ofstede5s cultural dimensions

•6s a frame'or( for crossculturalcommunication, developed b+ 7eert

4ofstede

•

/escribes the effects of a societ+8s cultureon the values of its members, and ho'

these values relate to behavior.

•

Theor+ proposed four dimensions along'hich cultural values could be anal+zed*

individualism, uncertaint+ avoidance

po'er distance and masculinit+femininit+


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Amity Business School4ofstede5s cultural dimensions


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India United

States

POWER

DISTANCE

High Low

UNCERTAINIT

Y AVOIDANCE

Risk Averse Take Risk

ORIENTATION Collectivists Individualists

MASCULINITY No Yes as they

value

Money and

success

FEMINITY Yes as they

value

relationships

No


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Amity Business School7oals for CrossCultural %anagement

Cross Cultural %anagement see(s to

understand ho' national cultures affect

management practices identif+ the similarities and differences

across cultures in various management

practices and organizational conte&ts increase effectiveness in global

management


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Amity Business School6%9:T$;C!


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Amity Business SchoolCross Cultural Sensitivity•

>ualit+ of being a'are and accepting ofothers culture%

• $n $merican manufacturer of golf balls

pac(aged balls in pac(s of four and failed

to successfull+ operate in ?apan, 'here

the number four holds the meaning of

death.

• 'hat seems acceptable in some countries

can be rude or derogator+ in others%


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Amity Business School/os and /on5ts

&on'ts• /on5t assume +ou (no' ever+thing

about someone5s culture

• /on5t assume +our 'a+ is the right 'a+

2$mericas eating 'ith spoons and

0outh $fricans using hands3

• /on5t assume people are slo' or hard

of hearing 29eople fluent in !nglish3

• /on5t focus on differences2s(in color3

• /on5t let differences frustrate +ou

2Timing punctualit+3

• /on5t assume people (no' 'hat +ou

are tal(ing about 20panish culture3

• /on5t assume +ou (no' someone5s

language and identit+ 2$merican

'ishing hello to Chinese in ?apanese3

&os• /o tr+ to learn ne' things

• /o provide e&planations of communit+

builders

•

/o invite people to go to places 2Cupof coffee3

• /o treat ever+one same

• /o respect people5s customs 24and

sha(es3

• /o tr+ to clear up misunderstandings

2Ta(ing picture 'ithout as(ing in somecultures offensive3

• /o have basic (no'ledge of

someone5s culture


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Amity Business SchoolDiversity!


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Amity Business School/6"!06T=

• Diversity centres on recognising,even celebrating, diferences amongpeople.

• Diversity dimensions are many andvaried. They are oten categorisedinto primary and secondary actors.

• Core values underpin diversity andreactions to diversity.


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Amity Business School&iversity "anagement

• $ diverse 'or(force requires managers

'ith ne' leadership st+les 'ho

understand emplo+ees5 var+ing needs and

creativel+ respond b+ offering fle&iblemanagement policies and practices


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(% !Why does workforce diversity e)ist#

• 9ride in cultural heritage

• 0tronger religious orientations

•

6mmigration to the U.0.• 4igher birth rates among ethnic minorities

• %ore 'omen entering the 'or(force

•

9opulation aging• 6ncreased recognition that the disabled

can function effectivel+ in societ+


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Amity Business School&imensions of Workforce &iversity

Core

• $ge

• 7ender

• ace

• eligion

• !thnicit+ Culture

• 0e&ual :rientation

• %ental 9h+sical

• /isabilities

Secondary

• !ducation

•

9ast -or( !&periences• @amil+ 0tatus

• 6ncome

• @irst Language

•ecreational 6nterests

• 7eographic Location

• @amil+


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eligion

@amil+ 0tatus

"alues

$ge

0e&ual :rientation

$ppearance

7ender

!ducation

Level

9rofessional


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/iversit+ $ffects*• ecruitment• 6ntervie'ing

• /isciplinar+ actions

•

ules of conduct• /ress codes

• 9erceptions of time

• -or( procedures

• %otivation for professional development• Counseling

• -or( schedule

•

ole of 'omen in operation


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Ste$s in "anaging &iversity

6dentif+ 6deal

@uture 0tate

$nal+ze 9resent

0+stems and

9rocedures

Change 0+stems,

9rocedures, and

9ractices

!valuate esults

and

@ollo'up


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%anaging /iversit+# The number of young workers in the workforce is increasing.# More women are joining the workforce.# The proportion of ethnic minorities in the total workforce is

increasing.# Workforce mobility is increasing# International careers and expatriates are becoming common.# International experience is becoming a pre-requisite for career

progression to many top leel managerial positions.


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4o' to manage /iversit+

effectivel+B• Top management commitment to value diversit+ is a pre

requisite.

• :rganising diversit+ training programmes that providea'areness and educate emplo+ees on cultural differences and

ho' to respond to these in the 'or(place.

• $ccommodate female emplo+ee needs, such as child care and

)ob sharing, to prevent their turnover .


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4o' to manage /iversit+

effectivel+B 2cntd3• 4ave a support group set up b+ an emplo+er to

provide a nurturing climate for emplo+ees 'ho

'ould other'ise feel isolated or alienated.

• Create mentoring programme in 'hich senior

managers identif+ promising 'omen and minorit+

emplo+ees and pla+ and important role in nurturing

their career progress.

• 7ender bias needs to be given up. Conscious

efforts need to be ta(en to minimise the bias.


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• 6ndia5s ran(ing in minimising gender gap is

rather lo'.

• $ccording to *lobal *ender *a$ +e$ort

DDE, 6ndia ran(ed ,,- out of ,.-

countries measured.


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• The fact that mismanaging diversit+ shall

result in d+sfunctional consequences

should not be ignored.

• -hen not managed effectivel+, diversit+

tends to lead to lo'er turnover, heightened

interpersonal conflict and more difficult

communication.

cross cultural and diversity management

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