CULTURE IN CONTEXT

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CULTURE IN CONTEXT
Organization
Culture
Input
Output
Environment National Culture Political
Legal Economic Resources History
Organizational Group Individual
Task
Formal Organizational Arrangements
Individual
Feedback
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SOURCES OF POWER INFLUENCE

• Inside Arena Power
• Organizational structure
• Formal
• Hierarchy
• Decision-making
• Conflict-Resolution
• HR Practices
• Informal
• Artifacts
• Values
• Assumptions
• Interpersonal
• Leadership
• Task orientation
• Language
• Communication
• Motivation

• Outside Field Power
• Societal
• Demographic
• Linguistic
• Educational
• Cultural
• National Local
• Institutional
• Political
• Legal
• Economic
• Historical
• Business
• Structure
• Interfirm alliances
• Venture Structure (Negotiations)
• Subsidiary, IJV, Ownership

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WHAT IS CULTURE?
Culture is the pattern of shared values,
expectations, and behaviors developed and learned
by a group of people interacting over time.
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• When Im angry I.......
• If I dont agree with an idea I.......
• When someone in my team has done a good job
  I.......
• If someone hasnt been pulling his/her load
  I.......
• A meeting is to...........

grin and bear it say that its interesting and
Ill think about it reward the
group leave it up to group
pressure formalize a decision
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NATIONAL CULTUREKLUCKHOHN AND STRODTBECKS
VALUES

• Basic Human Nature Evil/ Mixed
  Good /
  Unchangeable
  Changeable
• Relation to nature Subjugation
  Harmony Mastery
• Time Orientation Past Present Future
• Activity Orientation Being Doing
• Relationships among Individualistic
  Group Hierarchical
• People
• Space Orientation Private Public

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Four Building Blocks

• Concept of Responsibility
• Personal versus Societal Responsibility
• Concept of Time
• Monochronic-Polychronic
• Locus of Control
• Internal-External
• Concept of Self
• Individualist-Collectivist

Based on Hall, 1959, 1977 Klukhohn Strodtbeck,
1961
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RESPONSIBILITY
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CONCEPT OF TIME

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RELATIONAL TIME
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LOCUS OF CONTROL
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National Cultures
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WHAT IS CULTURE?
Culture is learned H.E.L.P.
H abits E xpectations L anguage P erception
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Core Cultural Axioms

• Combines dimensions and values
• Focuses on major beliefs/values and links them to
  behavior relevant to business contexts

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Cultures Influence on Work

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Cultures Influence on Work
With Dr. Julia Gluesing, Cultural Connections,
Inc.
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Cultures Influence on Work
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Hofstedes Dimensions of Workplace Culture

• Power Distance -- extent to which the less
  powerful members of institutions and
  organizations within a country expect and accept
  that power is distributed unequally, society is
  hierarchical
• Uncertainty Avoidance -- extent to which members
  of a culture feel threatened by uncertain or
  unknown situations. This feeling is, among other
  things, expressed through nervous stress and in a
  need for predictability a need for written and
  unwritten rules.
• Masculinity/Femininity -- Masculinity pertains to
  societies in which social gender roles are
  clearly distinct (i.e., men are supposed to be
  assertive, tough, and focused on material
  success, whereas women are supposed to be more
  modest, tender, and concerned with the quality of
  life) Femininity pertains to societies in which
  social gender roles overlap (i.e., both men and
  women are supposed to be modest, tender, and
  concerned with the quality of life).
• Individualism/Collectivism -- the degree to which
  the ties between individuals are loose (everyone
  is expected to look after himself or herself) or
  strong (people are integrated into strong,
  cohesive ingroups from birth onwards which
  protect them in exchange for unquestioning
  loyalty).

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National Cultures
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National Cultures
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National Cultures
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National Cultures
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BILLIARD BALLS
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CULTURAL ZONES
Hyper-normal Cultural norm(al) Marginall
y normal
Outliers within the culture holding more extreme
beliefs. (HN) The dominant attitude set.
(CN) Outliers not so committed to normal
beliefs. (MN)
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PERSON-FIT WITH CULTURAL NORM
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CULTURAL LEVELS
National
Organizational
Occupational
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PERCEPTION
The cultural perspective that people bring with
them to an interaction affects not only their own
behaviors, but also their perceptions of the
behaviors of others.
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HOW OTHERS SEE AMERICANS
GROUP B
GROUP A
RESERVED RUSHED/ TIME CONSCIOUS REALISTIC/
HARD-HEADED TEAM WORKER QUALITY
CONSCIOUS UNEMOTIONAL SERIOUS/ BUSINESSLIKE SELF-C
ONTROLLED
FRIENDLY/ OUTGOING RELAXED/ EASYGOING OPTIMISTIC I
NDEPENDENT OUTPUT-ORIENTED EMOTIONAL FUN-LOVING/JO
KING SELF-INDULGENT
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NEGOTIATED CULTURE
Culture in global ventures is negotiated over
time between members having differing cultural
orientations regarding work. THUS, given
cultures A and B, A B ? AB or AxBBUT,
an adaptation of both A and B
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COLLABORATIVE SPACES
Norms and Values
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CULTURAL HYBRID
- People who are experienced in moving from
one cultural frame of reference to another.
NATIONAL
ORGANIZATIONAL
- Learned another H.E.L.P. system.
- Acquired bridging skills.
OCCUPATIONAL
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GLOBAL STRATEGIC OPTIONS
Cultural Cultural Dominance Synergy
Cultural Compromise Cultural Cul
tural Avoidance Accommodation
My Cultures Way
Their Cultures Way