ࡱ> @B?U Vbjbjnn 4&aaV:::::NNNNj$Nx0niii///////$140:iiiii0::20iiii.::/ii/ii'+-\ +/H00x0+6(5d(5,--(5:/@iiiiiiii00diiix0iiii(5iiiiiiiiiB : What is culture and how does it relate to global diversity? Culture The shared set of beliefs, values, and patterns of behavior common to a group of people. Culture shock Confusion and discomfort a person experiences in an unfamiliar culture. Ethnocentrism Tendency to consider ones own culture as superior to others. Stages in adjusting to a new culture: Confusion first contact Small victories continued interactions, confidence grows The honeymoon local ways viewed positively Irritation and anger new culture becomes a target of your criticism Reality enjoy new culture, accommodate less desirable elements. Popular dimensions of culture: Language Low-context cultures via spoken or written word High-context cultures rely on non-verbal and situation cues Interpersonal space Time orientation Monochronic cultures do one thing at a time Polychronic cultures time used to accomplish many things. Religion Contracts and agreements much more formal in Western cultures How values and national cultures can influence management practices Hofstede came up with five dimensions: Power distance degree to which society accepts the unequal distribution of power among people in organizations. Uncertainty avoidance degree to which society is uncomfortable with risk, change and uncertainty. Individualism-collectivism degree to which a society emphasized individual accomplishment vs. interests of the group. Masculinity-femininity the degree to which a society values material success and assertiveness vs. feelings and concern for relationships. Time orientation importance of future vs. past and present. Figure 5.4 Understanding cultural differences (Trompenaars): Major differences in how people handle relationships with one another: Universalism versus particularism Individualism versus collectivism Neutral versus affective Specific versus diffuse Achievement versus prescription Attitudes toward time sequential (time moves in a circle, moment will return again) and synchronic views (time moves in linear form, will lose moments). Attitudes toward environment inner-directed (separate from nature) and outer-directed cultures (part of nature). How do management practices and learning transfer across cultures? Comparative management Studies how management systematically differs among countries and/or cultures. Global managers Need to successfully apply management functions across international boundaries. Planning and controlling Complexity of international environment makes global planning and controlling challenging. Planning and controlling risks: Currency risk possible loss because of changing exchange risk Political risk possible instability and political changes in country. Organizing and leading Multinational organization structures Global area structure by geographic area Global product structure by product group Staffing international operations Competent locals Expatriates employees who live and work in foreign countries Are management theories universal? North American management theories may be ethnocentric. Participation and individual performance are not emphasized as much in other cultures. Some Japanese management practices attract great interest in North America Global organizational learning: Companies can and should learn from each other. Readiness for global organizational learning varies based on managerial attitudes. Ethnocentric attitudes considers home country the best Polycentric attitudes assumes locals know the best way. Geocentric attitudes value talent and knowledge from all over the world. 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