Sept. 27, 04IAE Lyon - MCM1 IAE Lyon Multicultural management September 27, 04 Global management consulting André Guyard

Sept. 27, 04 IAE Lyon - MCM 1

IAE Lyon

Multicultural managementSeptember 27, 04

Global management consulting

André Guyard


HisLanguage or

competency in a common language

His National

culture

His Corporate

culture

His personality

MBTI

Situationalinteraction dynamics

Interpersonal relationship barriers

She should take in

accountHer interaction dynamics should adapt as much as possible

to his different human dimension specifics

Myers-Briggs Type Indicators (Consulting Psychologists Press, Inc. 1997)Strength Development Inventory (Elias H. Porter - 1993)

10. Managing and Communicating across cultures


Judging

Perceiving

Perceiving

Judging

Thinking Feeling

sensing intuitive

Feeling Thinking

Introverted

Extraverted

5

2 3 41

1211109

876

16151413

Introverts peoplefocus on the inner world of ideas and impressions

Extraverts peoplefocus on the outer world of people and things

Judgingplanned & organized life

Perceivingflexible and spontaneous approach to life

Sensing typesfocus on the present and concrete information gained from their senses

Intuitive typesfocus on the future, with a view toward patterns and possibilities

Thinkingdecision based on logic and objective analysis

Feelingdecision based on values and subjective evaluation

For an individual assessment, please, refer to a MBTI certified consultant.Consulting psychologists press inc. 3803 E. Bayshore road, Palo Alto, CA 94303.

Each person behave according to the following 6 preferences. all together, there are 16 combinations.

The Myers-Briggs Type Indicator (MBTI)10. Managing and Communicating across cultures


Acknowledgements

No work on cross cultural would be done without influence of Geert Hofstede, Edward T. Hall, Philippe d'Iribarne, Margaret Nydell, Richard D. Lewis, Terri Morrison, Wayne A. Conaway, George A. Borden to quote the most important contributors to the understanding of cultural diversity.

See a set of recommended book at the end of this package.

Some key statements

“Communication always takes place between individuals, not cultures. Few individuals are perfect representations of their culture.A model can help you predict how people in certain cultures will speak, act, negotiate, and make decisions.Since in reality we deal with individuals, there is a margin of error.” Kiss, Bow, or Shake hands - Terri Morrison, Wayne A. Conaway, George A. Borden - 1994

“By focusing on the cultural roots of national behavior, both in society and business, we can foresee and calculatewith a surprising degree of accuracy how others will react to our plans for them, and we can make certain assumptionsas to how they will approach us.” When cultures collide - Richard D. Lewis - 2000

“By all means, check and correct my work, but even better, apply it and elaborate its lines of thought, making them serve the understanding of cultural differences and the improvement of intercultural communication and cooperation,which the world will inrcreasingly and for ever need.”Culture’s consequences - second edition - Geert Hofstede - 2001

“I am not an Athenian or a Greek, but a citizen of the world” – Socrates



Major principle:

All societies face the same problems,only the answers differ - which makes cultural diversity

National CULTURE:

the way people ARE, THINK and ACT

1967-1973 - 116 000 persons, 72 countries, 20 languagesGeert Hofstede - 4 dimension model

Major contributors to the cultural understanding of countries and societies:

Margaret Mead - Anthropology today - 1962Edward and Mildred Hall, Geert Hofstede for their concepts and models.Glen Fisher for international negotiation.David Rearwin and John Paul Fieg for Asian countries.Yale Richmond, Margaret Nydell and Joy Hendry for Russia, and Arab world and Japan respectively.

time

Societybalance



Anxiety Reduction

Life Orientation

Individual Interests

Relation to Authority

The footprint of cultures

ConfucianOrientation

Five dimensions to recognize a culture.




Exercise 10-1Managing and Communicating across culturesCapturing your own experience in international environment


Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99

The manager is perceived as a role in the groupPeople expect coordination from the leader.

The manager is perceived as a social status in the groupPeople expect subordination from the leader.

Relations to authority

People put group or community interests first.They look for harmony and loyalty.

People put individual interests first.They seek achieving their own self.

Individual interests

People tend to take care of others.They seek quality of life first, including in workplace.

People look for competition and recognition of their results.Success is most important.

Orientation of life

People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.

People are stressed. They look for rules to anticipate theunknown. They only take well calculated risks.

Anxiety reduction

People seek absolute truth; short term orientation comes first;Stability is appreciated; quick results are expected.Spending money for immediate return.

Several truths may exist; long term orientation is better;Adapting to changes is normal; perseverance is a virtue.Saving for tomorrow.

Term orientation

Capturing your international experience

Countries:



Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99









Orientation of life



Anxiety reduction



Term orientation


Countries:



Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99









Orientation of life



Anxiety reduction



Term orientation


Countries:



Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99









Orientation of life



Anxiety reduction



Term orientation


Countries:



Cultural maturity

History 1975-Spain, WTO-China

Religions the more orthodox, the more anxious and hierarchical

Philosophies Confucian, Buddhism

Empires centralized, brings anxiety & hierarchy

Languages German, Japan, Arab

Wealth the more wealthy, the more individualist

Corporation Corporate nationality is a major root

Latitude the easiest environment, the more hierarchical

Earthquake develops more anxiety

area



Family

School

Workplace

State

Parent-Child Teacher-student Boss-subordinate Civil servant-citizen

Cultural maturity

History

Geography





Life Orientation

Anxiety Reduction

Basic assembly meanings

Ambiguoussubordination

IndependenceSubordination& community

Strongcommitment

Managerial Adult-adult Parent-child Parent-teenager Drive to achieve Relationships

Taking uncalculatedrisk to be successfulLooking for inclusion

Taking very calculatedrisk to be successfulLooking for inclusion

Taking very calculatedrisk to succeedLooking for egosatisfaction



Life Orientation

Anxiety Reduction





Life Orientation

Anxiety Reduction

Honor & Hierarchy

Contract &Self-achievement

Community & Loyalty

Expertise & Order

H & H Centralized power and ambiguous relations based on subordination; Parent-teenager relationshipsSocial status comes first; Honor is most important; feedback difficult to receive or give.Tend to work to please the boss, not the customer.

C & SA Contract and individual development and self-achievement; Adult-adult relationships;Role in a group and success most important; rather alone in society; what counts is what you deliver.Feedback highly necessary to measure progress; tend to work to fulfill contract with the boss.

C & N Welfare and consensus based society; Adult-adult relationships; no hierarchical relationship at all.Low profile and self-depreciation to some extent; Belonging to the group is important; won’t rock the boat, tend to escape and disconnect if too tough situation.

C & L Community based on harmony and self-depreciation; Parent-Children relationships; working for sake of the harmony of the community. decision based on consensus involving all members; the boss to have final decision. Intermediaries (go-between) mostly important in relationships.

E& O Competency and perfect work; Adult-adult relationships; expertise is most important in society; Hierarchy based on experts and managers’ roles distribution according to a well documented process.Self-achievement for sake of the quality of work and organization. What counts is the way you work against fully defined and certified procedures. Feedback direct and hierarchy less communicated.

Consensus & Network

88 countries split in 5 cultural families10. Managing and Communicating across cultures


Working with different national cultures10. Managing and Communicating across cultures

Exercise 10-2Managing and Communicating across culturesWorking with different national cultures



Exercise 10-3Managing and Communicating across culturesCultural behaviors against the official country scores



Exercise 10-4Managing and Communicating across culturesPositioning the EULER HERMES culture as you perceive it today


Bears Ducks Snakes Eagles

Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99

Relations to authority The manager is perceived as a role in the groupPeople expect coordination from the leader.


Individual interests People put group or community interests first.They look for harmony and loyalty.


Orientation of life People tend to take care of others.They seek quality of life first, including in workplace.


Anxiety reduction People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.

People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks.

Term orientation People seek absolute truth; short term orientation comes first; Stability is appreciated; quick results are expected.Spending money for immediate return.



When dealing with another culture, managers have basic questions ! � how to motivate these people ?

� how much people stick to the rules ?

� should people expect me to share decisions ?

� how do I get feedback from people ?

� is my way to control work appropriate ?

� how do I evaluate people ?

�

�

�



There is a checklist per cluster to rely on.

Expertise & Order

Community & Loyalty

Consensus & Network

Contract & Self-achievement

Honor & Hierarchy (H & H)

Introduction 1. introducing oneself 2. objectives, agenda

Working session 3. team leader role 4. debate and influence 5. new ideas 6. conflict and problem resolution Decision and task allocation 7. decision process 8. delegation 9. coordinationCommitted actions 10. commitment to actions 11. progress review , execution 12. access to feedback Communication 13. effective communicationEvaluation of work 14. feedback from the boss 15. performance evaluation

Using the 15 lever checklist to adapt your attitude & behavior to the various cultures.



Working on your own experience10. Managing and Communicating across cultures

Exercise 10-5Managing and Communicating across culturesWorking on your own obstacles in communicating across cultures


List of literature

Geert Hofstede - McGraw-Hill 1991Cultures and organizations, software of the mind

Edward T. Hall - Anchor Books 1987Understanding cultural differences - Germans, French and American

Kiss, bow or shake hands - Terri MorrisonHow to do business in 60 countries - ISBN - 1 - 55850 - 444 - 3

Passport to the world - USA, Germany, United Kingdom, and 21 other countriesWorld Trade Press - [email protected]

When cultures collide - Richard D. Lewis Nicolas Brealey Publishing ISBN 1 - 85788-087-0

Au contraire - figuring out the FrenchGilles Asselin & Ruth Mastron Intercultural Press 2001

Oswald Neuburger and A. Kompa Basel 1987Wir, die Firma, Der Kult um die Unternehmenskultur

Nancy J. Adler - Kent Publishing Co. 1986International dimensions of organizational behavior

Jean-Louis Barsoux & Peter Lawrence - Cassell 1992Management in France

Philippe d’Iribarne - Ed. du Seuil 1989La logique de l’honneur

Geert Hofstede - Les Editions d’Organisation 1991Vivre dans un monde multiculturel

Multicultural management


Multiculturalmanagement

Leadershipdevelopment

Remote management

Team development

Projectmanagement

Negotiation Across cultures

Businesstransformation

Organizationalcultures

StrengthDevelopment

Inventory

Multicultural management consequences

Documents

Sept. 27, 04IAE Lyon - MCM1 IAE Lyon Multicultural management September 27, 04 Global management consulting André Guyard