Upload
kenny-zhang
View
157
Download
6
Tags:
Embed Size (px)
Citation preview
Cultural Dimensions: TheResults of the Research of
Fons Trompenaars
Culture: Term and DimensionsSummer Term 2008
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 2
Nature of Culture
Word �culture� comes from Latin �cultura�, which means to cultivate and is a contrast to �nature�Characteristics of culture are:Learned: Culture is learned; notinherited or biological basedShared: menber of groups shareculture, it is not specific to a singlepersonTransgeneral: passed from generationsto generationsSymbolic: using one thing to representanotherPatterned: Culture has structure and is integrated; change of one partinfluences other partsAdaptive: Based on the adoption to changes of the environment
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 3
The Levels of Culture ( Model of Schein)
Basic assumptionsNorms, written and unwritten rulesSymbols
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 4
Important Basic Assumptions
Private and Public dividedPrivate and Pulblic not strictly divided
What is the conception of space?
Future � Present � PastSynchronic - Sequential
What is the temporal focus of human activity?
Doing � Being and Becoming � BeingWhat is the modality of human activity?
Hierarchic � Collectivist - IndividualistWhat is the person`srelationship to other people?
Dominant � In Harmony with nature (part of nature) � Subjugation
What is the person`srelationship to nature?
Good - mixture of good and bad � badChangeable - unchangeable
What is the nature of people?
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 5
Framework for the Analysis of Intercultural Management
Environment of Intercultural Management
�Functions of Management
�Goalsetting and Planning
�Organisation
�Realisation, Leadership, and Motivation
�Controlling
Political System
Regulatory System
EconomicSystem
TechnologicalSystem
Cultural Dimension
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 6
Cultural Dimensionsof Geert Hofstede
Power Distance:the extent to which lesspowerful people accept thatpower is distributed unequally, that others have more powerUncertainty Avoidence:The extent to which peoplefeel threatened by ambigoussituations and have createdbeliefs or institutions to avoidthese feelings
Individualism vs. Collectivism:Individualism is the Tendencyof people to look afterthemselves; collectivism to look after the members of their society in exchange for loyaltyMasculinity vs. Feminity:Masculinity: dominant valuesare success, competition, and moneyFeminity: dominant values arecaring for others
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 7
Trompenaars:
Overview of his Dimensions
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 8
Universalist and PariticularistCultures
Question:You are riding with a good friend in his car. Your friend hits a
pedestrian. You know that your fried drove at least 60 km/h, although he should have driven 30 km/h at the max in this limited speed area. There are no other witnesses. Your friends lawyer says, that you would save your friend from serious consequences if you stated under oath that he had driven at 30 km/h only. What would give your friend the right to expect from you to protect him?My friend has a good reason and can expect me in any case to testify the lower speed. __My friend has some reason to expect me to testify the lower speed. __My friend has no reason to expect me to testify the lower speed. __
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 9
What is more important: Friendship or Laws? Differencies between Universalist and Particularist Cultures
Universalist1. Focus is more on general rules
than on personal relationship
2. A trustworthy person is the onehonours their word or contract. A deal is a deal and you arebound to the deals you agreedin.
3. There is only one truth orreality, that which has beenagreed to
Particularist1. Focus is more on the personal
relationship to the individualperson than on general rules orlaws
2. A trustworthy person is the onewho is flexible and honourschanging mutualities and is notfixed on written contract. It isimportant that the mutualrelationship evolves
3. There several perspectives on reality relative to eachparticipant
Prentice Hall, 2000 Chapter 4 10
Trompenaar�s Value DimensionsUniversalism and Particularism
Obligation
USA Ger UK NL Fra Jpn Spa Bulg Rusia Venez
Universalistic Particularistic
To the Person To the Law
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 11
Tips for doing business with universalists and particularists
3. Carefully consider the personal implications of your legal �safeguards�. They might be seen as a mistrust and as a personal insultry
3. Carefully prepare the legal groundwith a lawyer if in doubt
2. Do not take personal �I want to know you� attitudes as waste of time, not being prepared for business orlaziness
2. Do not take quick impersonal �let`sgo down to business� attiudes as rude
1. Be prepared for personal, private �meandering� or �irrelevancies� thatdo not seem to be going anywhere
1. Be prepared for �rational� and �professional� arguments and presentations
Particularists (for universalists)Universalists (for particularists)
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 12
Inidividualism and Collecitivsm
Question:Two persons are discussing who one can improve life quality.
The one says: �It is obvious, that people can improve theirs life�s quality, as long as they have as much spare time as possible and the maximum opportunity to develop themselves as individuals.� ( Answer A)The other one says: �Life quality for everybody improves as long as people care for their fellow people and their well-being, even if it affects the individual freedom and development. ( Answer B)Which of the two statements is normally true according to your opinion? A __ B __
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 13
Do you feel as an Individuum or as a Part of Group?Individualism and Collectivism
3. Vacations with friends, extendedfamily or at least in organised groups
3. Vacations taken alone or in pairs
2. People ideally achieve and decide in groups which join responsibility
2. People ideally achieve and decidealone and assume personal responsibility
1. More frequent use of �we�. People think and feel as a part of a community ( group, greaterfamily, clan, company)
1. More frequent use of �I�. People think an feel as individuals.
CollectivismIndividualism
Prentice Hall, 2000 Chapter 4 14
Trompenaar�s Value DimensionsIndividualism and Collectivism
USA Spa NL UK Rusia Ger Hungary Thai Egypt
CollecitivsmIndividualsm
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 15
Tips for doing business with people from individualist orcollectivist cultures
2. Show patience for time takento consent and to consult
2. Prepare for quick decisions notreferred to the headquarter
1. Conducting business surroundedby helpers means that this personhas high status
1. Conducting business alone meansthat this person is respected byhis company
Collectivists (for individualists)Individualists (for collectivists)
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 16
Internal or External Control
Question:Please decide between the following
alternatives ( Make a X at the alternative, which you prefer)I myself am responsible for everything that happens to me __Sometimes I think that I cannot decide myself which turn my life takes __
__
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 17
Who is responsible for my life?Differencies between Cultures with Internal Control orExternal Control
4. Adopt to the environment4. Try to design and to change the environment
3. Life in harmony with nature and social environment; show sensibility
3. Show own force. Stand for yourpoint of view, even in conflict with the majority
2. Focus and trust on the community, partner, customer, colleague
2. Focus and trust on self
1. Fate is guided by god or destiny and the environment
1. See themselves as the captain of their fate
External ControlInternal Control
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 18
Tips for Doing Business with People from Internalversus External Control Oriented Cultures
Win together, lose apartWin some, lose some
It is most important to �maintainyour relationship�
It is most important to �win yourobjective�
Softness, persistence, politenessand long, long patience will getrewards
Playing �hard ball� is legitimate to test the resilience of an opponent
External ControlInternal Control
Prentice Hall, 2000 Chapter 4 19
Trompenaar�s Value DimensionsInternal or Exernal Control
USA Ger Spa NL UK Ita Poland Chi
ExternalInternal
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 20
Status by Achievement orAscription
Question:To what extent can you agree to the following
statement?The prestige that is awarded to a person, is in a
high degree dependant on their family�s background.I fully agree __I agree __I do not know __I object __I highly object__
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 21
How We attribute Status?Differencies between achievement - oriented and ascription - oriented cultures
3. Extensive use of titles, especially when these clarify yoursatus in the organisation
3. Use of titles only when relevant to the competence you bring to the task
2. Respect for superiors in hierarchy is seen as a measure of your commitment to the organisation and its mission
2. Respect for superior is basedon how effectively his or her job is performed and how appropriatetheir knowledge
1. Status is �earned� by familybackground, age, seniority and so on
1. Status is �earned� byperformance
AscriptionAchievement
Prentice Hall, 2000 Chapter 4 22
Trompenaar�s Value DimensionsAchiement and Ascription
Legitimization of Power and Status
USA UK Swe Hungary Ger NL Ita Spa Rusia Austria
Achievement Ascription
AscriptionAchievement
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 23
Tips for doing Business with People from Achievement versus Ascription Oriented Cultures
Respect the knowledge of the othereven if you sucpect that he is short of influence back home and young
Respect the status and influence oayour conterpart, even if sou sucpecthe is short of knowledge
Make sure your negotiation team has enough older senior and high formal position holders to demonstrate the other that you consider him and the negotiation as important
Make sure your negotiations team has enough data and knowlegable people to show that the project will work well
Do not underestimate the need of yourcounterparts to make their ascriptionscome true. To challenge is to subvert(In German:�untergraben�)
Do not underestimate the need of yourcounterparts to do better or do morethan is expected. To challenge is to motivate
Ascription OrientedAchievement Oriented
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 24
Specific and Diffuse Cultures
Question:Please decide which of the following alternatives would be
correct?A company is also responsible for their employees accommodation. Therefor companies should support their employees when searching for an apartment or a house. (Answer A)The responsibility for the own accommodation is only the employees responsibility (Answer B)Which of the two statements is normally true according to your opinion? A __ B __
__
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 25
How far we get involved: Differencies between specific and diffuse Cultures
Evasive, tactful, ambigous, even opaque(mysterious
3. Precise, definitive, and transparent
2. Indirect, circuitous, seemingly, �aimless� forms of relating
2. Direct, to the point, purposeful in relating
1. Life spaces are seen as connectedand there are no clear boundariesbetween the diverse sectors.
1. Life spaces ,e.g. private life and business life, are seen as veryseparated spheres.�Do not mix business with pleasure!�In Germany: �Work is work and spiritis spirit�
Diffuseness (High Context Cultures)
Specifity (Low ContextCultures)
Prentice Hall, 2000 Chapter 4 26
Trompenaar�s Value DimensionsSpecific or Diffuse
Involvement in Relationships
USA NL UK Fra Ger Pol Jpn Rusia Hungary
DiffuseSpecific
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 27
Tips for doing business with people from specific ordiffuse oriented cultures
2. Do not get impatient whenpeople are indirect or circuitious
2. Do not be offended byconfrontations; they are usuallynot personal
1. Take time and remember thereare many roads to Rome
1. Be quick to the point and efficient
Diffuse oriented (for specificindividuals)
Specific oriented (for diffuse oriented people)
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 28
Neutral and Affective Cultures
Question:If something upsets you during your
job or your studies, would you openly express your emotion?
__ Yes__ No
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 29
Do you show your feelings or do try not to show?Differencies between neutral and affective Cultures
4. Statements decalaimed fluently and dramatically
4. Statements often read out in montone
3. Emotions flow easily, effusively, vehemently and without inhibition
3. Emotions often dammed up will occassionally explode
2. Headed, vital, animated expressionsadmired
2. Cool and self � possessed conduct isadmired
1. Reveal thoughts and feelingsverbally and non � verbally(expressive). Touching, gesturing and strong facial expression are common
1. Do not reveal what they are thinkingor feeling.Physical contact, gesturing, or strongfacial expressions often taboo.
AffectiveNeutral
Prentice Hall, 2000 Chapter 4 30
Trompenaar�s Value DimensionsPart 1
Ita USA NL UK Jpn
NeutralAffecitive
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 31
Tips for doing business with people from neutral oraffective cultures
2. When they are expressinggoodwill, respond warmly
2. Put as much as you con on paperbeforehand
1. Their enthusiasm does not meanthat they have made up theirminds
1. Their lack of emotional tone does not mean they are notinterested or bored
Affectives (for neutrals)Neutrals (for affectives)
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 32
How do we feel time?Recognising the differences
Show great interest in the youthful and in future potentials
Show intnesive interestin present relationship(�here and now�)
Show respect for ancestors, predecessors, and older people
Much talk of prospects, potentials, aspirations, future achievements
Activities and enjoyments of the moment are mostimportant (not �manana�)
Talking about history, orign of family orcompany
Everything viewed in prospect of futureadvantage
Everything viewed in terms of ist contemporary impact
Everything viewed in the context of tradition orhistory
Future orientedPresentoriented
Past oriented
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 33
How do we feel time?Mental Importance and Connexion ofPast, Present, and Future
Germany
USA
Netherlands
Russia
Malaysia
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 34
Doing business with people of past or futuroriented cultures
Try to demonstrate that change isbased on old traditions
Do your homework on the futureand the prospects of the company;Consider �mounting� a sizeablechallenge
Discover whether internalrelationship, traditions, orcustoms will sanction the kind of changes you seek to encourage
Emphasise the freedom, opportunity, and limitless scopefor that ocmpany and its people in the future
Emphasise the history traditionand rich cultural heritage oa thoseyou deal with as evidence of theirgreat potential
Future orientationPast orientation
Prentice Hall, 2000 Chapter 4 35
Clusters of Countries
NearEast Nordic
Germanic
Anglo
LatinEuropean
Arab
Far Eastern
LatinAmerican
Independent
Cultural Dimensions.ppt
Prof. Dr. Lieber, FH Coburg, Germany 36
Literature
Riding the waves of cultureUnderstanding cultural diversity in businessNicholas Brealey Publishing 1993ISBN 1 85788 0331
Trompenaars, Fons
International ManagementManaging across Borders and Cultures3rd edition Prentice Hall 2000ISBN: 0-321-02829-5
Deresky, Helen
International ManagementCulture, Strategy, and BehaviorForth edition MCGraw-Hill 2000ISBN: 0-07-22828-7Or the �International Edition� ISBN: 0-07-029226-4
Hodgetts, R.M. / Luthans, F.: