THE GLOBAL AND CULTURAL CONTEXTS

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THE GLOBAL AND CULTURAL CONTEXTS

• LEADERSHIP AND EFFECTIVE MANAGEMENT
• WEEK THREE

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Dimensions of Cultural Intelligence

• Cultural Strategic Thinking (CQ Strategy)
• Strategies and thinking skills you use
• How you think
• How you learn
• How you solve problems

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Dimensions of Cultural Intelligence

• Cultural Motivation (CQ Drive)
• Extent you are energized/persistent
• Sense of self-confidence
• Sense of tangible intangible rewards gained by
  functioning effectively

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Dimensions of Cultural Intelligence

• Cultural Behavior (CQ Action)
• Extent to which you act appropriately
• Flexibility in verbal/non-verbal behaviors
• Adaptability to different cultural norms

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Dimensions of Cultural Intelligence

• Overall Cultural Intelligence (CQ)
• Capability to function effectively in diverse
  domestic and international situations
• Subgroups in home country
• Cross-cultural interactions

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Three Levels of Culture
LEVEL ONE
NATIONAL CULTURE
LEVEL TWO
GROUP CULTURE
LEVEL THREE
ORGANIZATIONAL CULTURE
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National Culture
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Hofstedes Dimensions of Cultural Differences
Low power distance
High power distance
Low uncertainty avoidance
High uncertainty avoidance
Individualism
Collectivism
Quantity (Masculinity
Quality (Femininity)
Long-term orientation
Short-term orientation
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Socialization Emphases Power Distance Dimension
Location/Dimension
Small Power Distance Societies
Large Power Distance Societies
In the Family
Children encouraged to have a will of their
own Parents treated as equals
Children educated towards obedience to
parents Parents treated as superiors
Student-centered education (initiative) Learning
represents impersonal truth
Teacher-centered education (order) Learning
represents personal wisdom from teacher
At School
Hierarchy means an inequality, established for
convenience Subordinates expect to be
consulted Ideal boss is resourceful democrat
Hierarchy means inequality Subordinates expect
to be told what to do Ideal boss is benevolent
autocrat (good father)
At the Workplace
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Socialization Emphases Uncertainty Avoidance
Dimension
Location/Dimension
Weak Uncertainty Avoidance Societies
Strong Uncertainty Avoidance Societies
In the Family
What is different is ridiculous or curious Ease,
indolence, low stress Aggression and emotions not
shown
What is different is dangerous Higher anxiety and
stress Showing of aggression and emotions accepted
Student comfortable with
Student comfortable with
Structured learning situations
At School
Unstructured learning situations
Precise objectives
Vague objectives
Detailed assignments
Broad assignments
Strict timetables
No timetables
Teachers may say I dont know
Teachers should have all the answers
At the Workplace
Dislike of rules--written or unwritten Less
formal and standardized Subordinates expect to be
consulted
Emotional need for rules--written or
unwritten More formalization and standardization
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Socialization Emphases Individualism/Collectivis
m Dimension
Location/Dimension
Collectivist Societies
Individualist Societies
In the Family
Education towards we consciousness
Education towards I consciousness
Opinions predetermined by group
Private opinion expected

• Obligations to family or in-group
• Harmony
• Respect
• Shame

Learning is for the young only Learn how to do
Permanent education Learn how to learn
At School
Value standards differ for in-groups and
out-groups (particularism)
Same value standards apply to all (universalism)
At the Workplace
Other people are seen as members of some group
Other people seen as potential resources
Task prevails over relationship
Relationship prevails over task
Moral model of employer-employee relationship
Calculative model of employer-employee
relationship
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Socialization Emphases Quantity vs. Quality
Dimensions
Feminine Societies Quality
Masculine Societies Quantity
Location/Dimension
In the Family
Stress on relationships Solidarity Resolution of
conflicts by compromise and negotiation
Stress on achievement Competition Resolution of
conflicts by fighting them out
Average student is norm System rewards students
social adaptation Students failure at school is
relatively minor accident
Best students are norm System rewards students
academic performance Students failure at school
is disaster--may lead to suicide
At School
At the Workplace
Assertiveness ridiculed Undersell yourself Stress
on life quality Intuition
Assertiveness appreciated Oversell
yourself Stress on careers Decisiveness
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Time Orientation(Confucian Dynamism)
1. Persistence 2. Order observe relationships
by status Unequal relationships Five basic
relationships Mutual and complementary
obligations Family is the prototype 3.
Thrift 4. Sense of shame
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Country Clusters Based on Employee Attitudes
Greece
Nordic
Near Eastern
Denmark
Finland
Kuwait
Norway
Germanic
Turkey
Saudi Arabia
Sweden
Austria
Iran
Arab
Germany
Oman
Switzerland
United Arab Emirates
New Zealand
U.K.
Singapore Malaysia Taiwan
Australia
Far Eastern
Anglo
Independent
France
Peru
Philippines
United States Canada
Belgium
India Israel Japan Brazil
Hong Kong
Mexico
Latin European
Latin American
Spain
Italy
Argentina
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Countries Ranking Highest and Lowest on the GLOBE
Cultural Dimensions
Lowest
Highest
Dimensions
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Countries Ranking Highest and Lowest on the GLOBE
Cultural Dimensions (Cont.)
Lowest
Highest
Dimensions
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Countries Ranking Highest and Lowest on the GLOBE
Cultural Dimensions (Cont.)
Lowest
Highest
Dimensions
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Leadership Attributes Universally Liked,
Disliked, and Most Strongly Disputed
Leader attributes universally liked Leader attributes universally disliked Most disputed leader attributes
Trustworthy Noncooperative Subdued
Dynamic Irritable Intragroup conflict avoider
Motive arouser Egocentric Cunning
Decisive Ruthless Sensitive
Intelligent Dictatorial Provocateur
Dependable Loner/self-centered Self-effacing
Plans ahead Willful
Excellence oriented
Team builder
Encouraging
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Group Culture
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Dimensions of Diversity

• Primary Dimensions of Diversity
• Age
• Gender
• Ethnicity
• Physical Abilities/Qualities
• Race
• Sexual/Affectional Orientation

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Dimensions of Diversity

• Secondary Dimensions of Diversity
• Educational Background
• Geographic Location
• Income/Socioeconomic Status
• Marital Status
• Parental Status
• Religious Beliefs
• Work Experience/Values

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Primary and Secondary Dimensions of Diversity
Family status
Work style
Education
Military experience
Sexual orientation
Age
Religion
Gender
Income
Ethnic heritage
Race
First language
Work experience
Mental/physical abilities and characteristics
Geographic location
Communication style
Organizational role and level
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Organizational Culture
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Organizational Culture

• Some of the Definitions of Culture
• Symbols, language, ideologies, rituals, and
  myths.
• Organizational scripts derived from the personal
  scripts of the organizations founder(s) or
  dominant leader(s).
• Is historical is based upon symbols and is an
  abstraction from behavior.

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• ARTIFACTS
• Personal enactment
• Stores
• Ritual
• Symbols
• Ceremonies and Rites

Visible but often not decipherable

• VALUES
• Testable in the physical environment
• Testable only by social consensus

Greater Level of Awareness

• BASIC ASSUMPTIONS
• Relationship to environment
• Nature of reality, time
• Nature of human nature
• Nature of human activity
• Nature of human relationships

Taken for Granted Invisible Preconscious
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Espoused versus Enacted

• Enron
• Espoused RICE (Respect, Integrity,
  Communication, Excellence)
• Enacted Make earnings targets no matter what
  Bad behavior rewarded, good behavior punished
  Smart people are expected to be arrogant
  ruthless
• NASA
• Espoused Safety first, anyone can kill a
  mission if they have a safety concern.
• Enacted You better not bring up safety
  concerns unless you can prove it

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Leaders seeking to manage culture must intervene
at these points
Hiring socializing members who fit the desired
culture
Removing members who reject the new culture
Culture
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Training Development
Transparent Communications
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Retention of Valued Employees
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