Hofstede Cultural Framework1. Power Distance 2. Individualism vs. Collectivism 3. Masculinity vs. Femininity 4. Uncertainty Avoidance 5. Long Term Orientation

Power Distance ...the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.

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Power Distance at Work Hierarchy Centralization Salary range Participation Ideal Boss Privilege & status symbols

Individualism vs. Collectivism Individualist societies: ties are loose and everyone looks out for himself or herself Collectivist societies: people integrated into strong, cohesive groups; protection is exchanged for loyalty

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Individualism / Collectivism at Work Employee-employer relationship Hiring and promotion decisions Managerial focus Task vs. relationship priority

Masculinity vs. Femininity Masculine societies: social gender roles are distinct (men focus on material success; women on quality of life) Feminine societies: social gender roles overlap (both quality of life)

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Masculinity / Femininity at Work Centrality of work Ways of managing & decision making Fem: equality, solidarity, quality of work life Mas: equity, compete, performance Conflict resolution

Uncertainty Avoidance the extent to which the members of a culture feel threatened by uncertain or unknown situations. NOT the same as risk avoidance Presence of rules

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Uncertainty Avoidance at Work Necessity of rules Time orientation Precision & punctuality Interpretation of What is different Appropriateness of emotional displays

Long term orientation Confucian Dynamism The newest dimension three universal dimensions and two fourth dimensions Truth vs. Virtue: What one believes vs. What one does

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Confucian Dynamism Short-term orientation Social pressure to keep up with the Joneses small savings expect quick results concern with possessing Truth Long-term orientation Thrift: being sparing with resources large savings perseverance toward slow results concern with respecting the demands of Virtue

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Idiosyncrasies of North American Management Theory Stress on Market Processes Stress on the Individual Stress on Managers rather than Workers

Clyde Kluckhohn model Clyde Kluckhohn remains renowned for his contributions to the ethnography of the Navajo American Indians. His interest in Navajo people started early in his life, in 1922, when he lived among them, learning their language and customs. From the summer of 1936, he started a serious ethnographic work with the Ramah Navaho. In his Navaho Witchcraft (1944), perhaps one of his finest works, Kluckhohn combined psychoanalytic, learning, and social structure theory in describing the customs of Navajo Indians. In 1949, Kluckhohn began a long-term study of what he and his colleagues called "Values Orientations" among five adjacent communities in Texas: Zuni, Navajo, Mormon, Spanish-American (Mexican-American), and Texas Homesteaders.

Clyde Kluckhohn modelThey believed that cross-cultural understanding and communication could be facilitated by analyzing a given culture's orientation to five key aspects of human life: 1. 2. 3. 4. 5. Human nature (people seen as intrinsically good, evil, or mixed); Man-Nature relationship (the view that humans should be subordinate to nature, dominant over nature, or live in harmony with nature); Time (primary value placed on past/tradition, present/enjoyment, or future/posterity/delayed gratification); Activity (being, becoming/inner development, or doing/striving/industriousness); and Social relations (hierarchical, collateral/collective-egalitarian, or individualistic).

Edward T. Halls Cultural Iceberg ModelIn 1976, Hall developed the iceberg analogy of culture. If the culture of a society was the iceberg, Hall reasoned, than there are some aspects visible, above the water, but there is a larger portion hidden beneath the surface. The external, or conscious, part of culture is what we can see and is the tip of the iceberg and includes behaviors and some beliefs. The internal, or subconscious, part of culture is below the surface of a society and includes some beliefs and the values and thought patterns that underlie behavior. There are major differences between the conscious and unconscious culture. Internal Implicitly Learned Unconscious Difficult to Change Subjective Knowledge versus External Explicitly Learned Conscious Easily Changed Objective Knowledge

Edward T. Halls Cultural Iceberg Model

Behavior Beliefs

Values & thought patternsHall suggests that the only way to learn the internal culture of others is to actively participate in their culture.

Hall's cultural factorsEdward T. Hall was an anthropologist who made early discoveries of key cultural factors. In particular he is known for his high and low context cultural factors. High context In a high-context culture, there are many contextual elements that help people to understand the rules. Taken for granted. Less explanation More chance of misunderstanding Low context In a low-context culture, very little is taken for granted. More explanation is needed Less chance of misunderstanding

Factor

High-context culture

Low-context culture Many overt and explicit messages that are simple and clear. Outer locus of control and blame of others for failure

Many covert and implicit messages, Overtness of messages with use of metaphor and reading between the lines. Inner locus of control and personal Locus of control and acceptance for attribution for failure failure Use of non-verbal communication Expression of reaction Much nonverbal communication

More focus on verbal communication than body language Visible, external, outward reaction Flexible and open grouping patterns, changing as needed Fragile bonds between people with little sense of loyalty. Low commitment to relationship. Task more important than relationships.

Reserved, inward reactions

Strong diistinction between ingroup Cohesion and and outgroup. Strong sense of separation of groups family. Strong people bonds with affiliation People bonds to family and community High commitment to long-term Level of commitment relationships. to relationships Relationship more important than task. Flexibility of time Time is open and flexible. Process is more important than product

Time is highly organized. Product is more important than process

TimeMonochronic time M-Time, as he called it, means doing one thing at a time. It assumes careful planning and scheduling and is a familiar Western approach that appears in disciplines such as 'time management'. Monochronic people tend also to be low context. Polychronic time In Polychronic cultures, human interaction is valued over time and material things, leading to a lesser concern for 'getting things done' -- they do get done, but more in their own time. Aboriginal and Native Americans have typical polychronic cultures, where 'talking stick' meetings can go on for as long as somebody has something to say. Polychronic people tend also to be high context.

Factor Actions Focus

Monochronic action do one thing at a time Concentrate on the job at hand

Polychronic action do many things at once Are easily distracted

Attention to time

Think about when things must be achieved

Think about what will be achieved

Priority

Put the job first

Put relationships first

Respect for property

Seldom borrow or lend things

Borrow and lend things often and easily

Timeliness

Emphasize promptness

base promptness relationship factors

SpaceHall was concerned about space and our relationships within it. He called the study of such space Proxemics. We have concerns about space in many situations, from personal body space to space in the office, parking space, space at home. The need for space Some people need more space in all areas. People who encroach into that space are seen as a threat. Personal space is an example of a mobile form of territory and people need less or greater distances between them and others. A Japanese person who needs less space thus will stand closer to an American, inadvertently making the American uncomfortable.

High territoriality Some people are more territorial than others with greater concern for ownership. They seek to mark out the areas which are theirs and perhaps having boundary wars with neighbors. Security becomes a subject of great concern for people with a high need for ownership. People high territoriality tend also to be low context. Low territoriality People with lower territoriality have less ownership of space and boundaries are less important to them. They will share territory and ownership with little thought. They also have less concern for material ownership and their sense of 'stealing' is less developed (this is more important for highly territorial people). People with low territoriality tend also to be high context.