presentation 1 cross cultural

8/6/2019 Presentation 1 Cross Cultural

1/11

Prepared by:Maha Barathi a/p Athanarian

GM03788


2/11

` Time as a line of discrete events, minutes, hours,

days, months, years, each passing in a never

ending succession.

` Time is a circle revolving so that the minutes ofthe hour repeat, as do the hours of the day, and

the days of the week.


3/11

` 1)Present-oriented-which is relatively timeless,

traditionless and ignores the future.

` 2) Past-oriented-mainly concerned to maintain and

restore traditions in the present.` 3)Future-oriented-focuses on a more desirable

future and how to achieve it.


4/11

Past Present Future

1. Talk about history,

origin of family, business

and nation.

1. Activities and

enjoyments of the

moment are most

important .

1. Much talk of

prospects, potentials,

aspirations, future

achievements.

2. Motivated to recreatea golden age.

2. Plans not objected to,but rarely executed.

2. Planning andstrategizing done

enthusiastically.

3. Show respect for

ancestors, predecessors

and older people.

3. Show intense interest

in present relationship,

here and now.

3. Show great interest in

the youthful and in future

potentials.

4. Everything viewed in

the context of tradition or

history.

4. Everything viewed in

terms of its

contemporary impact

and style.

4. Present and past

used, even exploited, for

future advantage.


5/11

` Tom Cottle created a circle test for measuring

cultural differences in relation to time.

` He asked people in different countries to think of

the past, present and future as being in the shapeof circles. They then had to draw and arrange the

three circles in the way that showed best how they

felt about the relationship between the past, the

present and the future. People were allowed touse any size circles they liked.


6/11


7/11

Past and Present -oriented Future -oriented

1. Emphasis the history, tradition and

rich cultural heritage of those deal with

as evidence of their great potential.

1. Emphasis the freedom, opportunity

and limitless scope for that company

and its people in the future.

2. Discover whether internal

relationship will sanction the kind of

changes seek to encourage.

2. Discover what core competence or

continuity the company intends to

carry with it into the envisaged future.

3. Agree future meetings in principle

but do not fix deadlines for completion.

3. Agree specific deadlines and do not

expect work to be complete unless do.

4. Do homework and past glories of

the company; consider what re-enactments might propose.

4. Do homework on the future, the

prospects and the technologicalpotentials of the company; consider

mounting a sizeable challenge.


8/11

Sequential /Monochronic/linear Synchronic/Polychronic /cyclical

1. Only do one activity at a time. 1. Do more than one activity at a time.

2. Time is sizeable and measurable. 2. Appointments are approximate and

subject to giving time to significant

others.

3. Keep appointments strictly;

schedule in advance and do not run

late.

3. Schedules are generally

subordinate to relationships.

4. Relationships are generally

subordinate to schedule.

4. Strong preference for following

where relationships lead.

5. Strong preference for following

initial plans.


9/11

Sequential /Monochronic/linear Synchronous /Polychronic/cyclical

/1. Employees feel rewarded and

fulfilled by achieving planned future

goals as in MBO.

1. Employees feel rewarded and

fulfilled by achieving improved

relationships with supervisors/

customers.

2. Employees most recent

performance is the major issue, along

with whether their commitments for the

future can be relied upon.

2. Employees whole history with the

company and future potential is the

context in which their current

performance is viewed.

3. Plan the career of an employee

jointly with him or her, stressinglandmarks to be reached by certain

times.

3.Discuss with employee his/her final

aspirations in the context of thecompany; in what ways are these

realizable?

4. The corporate ideal is the straight

line and the most direct, efficient and

rapid route to the objectives.

4. The corporate ideal is the

interacting circle in which past

experience, present opportunities and

future possibilities cross-fertilise.


10/11

` start and end meetings at flexible times.

` take breaks when it seems appropriate.

` be comfortable with a high flow of information.

` expect to read each others' thoughts and minds.` sometimes overlap talk.

` view start times as flexible and not take lateness

personally.


11/11

` prefer prompt beginnings and endings.

` schedule breaks.

` deal with one agenda item at a time.

` rely on specific, detailed, and explicitcommunication.

` prefer to talk in sequence.

` view lateness as devaluing or evidence of lack of

respect

presentation 1 cross cultural

Documents