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MULTICULTURAL INFLUENCES IN HRD
(DCE5130)
SEMESTER TWO 2013/2014F2F II (15 Mac. 2014)
4 PARTS
.
Part 3 Issues and challenges in working across cultures, namely:
- when Malaysians go abroad to work - when foreigners come to live and work in Malaysia.
Part 2 Relating at the intra cultural, intercultural, cross cultural Malaysian workplace
Part 1: Key elements of My Own Culture and other cultures in Malaysia
COURSE CONTENT
.
Part 2 Relating at the intra cultural, intercultural, cross cultural Malaysian workplace
COURSE CONTENT
O Similarities and differences in values and underlying assumptions of people from different ethnic groups and how they are expressed through
managerial practices
O A working knowledge of the business approaches, protocol, etiquette and sensitivities as observed by each ethnic group at the workplace
O Acquire appropriate skills, strategies and techniques to interact with people from different ethnic groups and cultures for business and social purposes
O O Types of workplaces: Intracultural, intercultural and cross cultural
O Issues and challenges at the Malaysian workplace
ASSIGMENT 3 • How Malaysian manager manage the organization?
(intracultural or intercultural organization?• Select one or two cases/activities on how manager
manage the organization from cultural perpective (in terms of leadership, communication, motivating, managing conflict etc.) The assignment can be either based on your own experience or others or a research article.
• (At least 10 pages. 1.5 spacing)• Due date: 3rd Face to Face
MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE
• Leading
• Communicating
• Motivating
• Making decisions
• Counseling & guidance
• Managing conflict
• etc
……. the collective programming of the body, mind and spirit which distinguishes members of one group (nation, ethnic group, company or category) of people from another. (born into, assimilation, acculturation, immersion)(Asmah, 1996)
DEFINING CULTURE
is learned behavior and is transmitted by education
DEFINITION OF CULTURE OF ORGANIZATION/ CORPORATION•…….. a set of values and behaviours which are standardized, institutionalized and habitualized by managers in a particular organizational setting.•(internalization, institutionalization, externalization)
DEFININGCULTURE OF ORGANIZATION/
CORPORATION
CULTURE OF ORGANIZATION
• Consists of five cultural dimensions
• VALUES form the heart of the org- have to communicate to all employees – if incongruent with their culture – managers takes long time to internalized them.
CULTURAL BAGGAGE
• the tendency for one's to pervade thinking, speech, and behavior without one being aware of this pervasion.
• becomes a factor when a person from one culture encounters a person from another, and unconscious assumptions or behaviors can interfere with interaction.
• Workers bring along their home/society culture to org• One company (ex: Matsushita) bring along their cultural
values (Japanese) in the form of systems, procedures, techniques and ways of developing HR to countries wherever they develop companies.
Malays
Deference for eldersHarmonyCooperationBeing non-confrontationalIndirectnessFaith in GodHumilityBeing apologetic CompliantTact, PolitenessCourtesyFriendlinessGenerosityBeing accommodating Tacit system of reciprocal obligationsLoyaltyFamily orientationTrustworthinessFairnessSincerityHonestySelf respect (hormat diri)Discipline, patience
MALAYSIAN Cultural VALUES
Chinese
FoodEducation Achievement Hard work Success Perseverance DiligenceGambling, Risk taking Entrepreneurship driveWealth, Prosperity ThriftFamily, Filial piety Respect, Hierarchy, Position Status, Harmony, Face Modesty Being pragmatic/practical
Indians
Loyalty of belonging ParticipationBrotherhood Harmony RespectFamily Filial piety Fear of God Karma Hard workSecurity Face Modesty Being champion of causes
Americans: Task orientation Individualism Punctuality Money Privacy Competition
Source:
Understanding The Malaysian Workforce, Malaysian Institute of Management, Kuala Lumpur, 2000
KEY ELEMENTS OF CULTURE
1. Symbols (Simbol) 2. Rituals (Upacara amal)3. Heroes (Peranan
Ketua/Wira)4. Values (Nilai)5. Underlying Assumptions
(Andaian Dasar)
UNDERLYING ASSUMPTIONS
@asma
……. the collective programming of the body, mind and spirit which distinguishes members of one group (nation, ethnic group, company or category) of people from another. (born into, assimilation, acculturation, immersion)
DEFINING CULTURE
…….. a set of values and behaviours which are standardized, institutionalized and habitualized by managers in a particular organizational setting.(internalization, institutionalization, externalization)
GENERIC - NATIONAL
ORGANIZATION, CORPORATION
@asma
Relationshipwith Nature
Relationshipwith people
Relationshipwith God
1. Control/Mastery.......Harmony
2. Task...........................Relationships 3. Equality.....................Hierarchy4. Guilt................….......Shame5. Low Context..............High Context Communication6. Monochronic.............Polychronic time7. Individualism............Collectivism
8. Secular......................Spirituality, Religious Acquired.........................Revealed Knowledge
KEY UNDERLYING CULTURAL ASSUMPTIONS
@asma
1. Harmony -------------------------------------------------Control/Mastery - gauges the individual’s relationship with Nature 2. Relationship --------------------------------------------- Task - measures the importance placed on relationships with others versus task accomplishments3. Hierarchy--------------------------------------------------Equality - gauges the emphasis placed on rank, status and other ascribed attributes over equality issues4. Shame ---------------------------------------------------- Guilt - verifies if shame (outer driven, external locus of control or guilt (inner driven internal locus of control is the principle that guides behaviour5. High--------------------------------------------------------Low context communication - measures the extent to which cultures depend on the external environment, situation, nonverbal signs to communicate6. Polychronic-----------------------------------------------Monochronic time orientation - verifies is the principle that guides behaviour is circular or sequential7. We --------------------------------------------------------- I - measures the preference for interdependence with other people8. Religious --------------------------------------------------Secular - verifies the degree in which religiosity, as opposed to secularity, is considered in work related issues
8 PAIRED CULTURAL DIMENSIONS
@asma
The “shoulds” and “oughts” of thinking and feeling given to us early in life which influence
our behaviors
Revered Freelychosen Expressed
A clear, meaningfuland uncompromisingstatement about what is critical
Consciouslychosen and notexternallyimposed
Efforts towardintendeddestination mustbe made visible
CHARACTERISTICS OF VALUES
@asma
Live in harmony with nature and co-exist with the non-physical aspects of the unseen world
Less likely to challenge existing boundaries
Difficult to be friends with those we disagree with
Status quo Flexible Accommodating Conflict avoidance Cooperation Ketenteraman
Take control over environment and harness forces of nature to meet one’s needs
Challenge existing boundaries
Can be friends with those we disagree with
Firm Demanding Assertive Confrontational Competitive
1. HARMONY
2. MASTERY /CONTROL
UNDERLYING ASSUMPTIONS and VALUES
-it is important to recognize that the basis of doing business with another person is to first build good and friendly relationships. Only then will the task get done.- believe that it is only by understanding and having a "feel" for the other party that they are able to live and work smoothly with them-social competencies (being friendly, accommodating, etc) are more valued than cognitive competencies.
3. RELATIONSHIP
- when doing business with another person it is important to agree on a written contract. -Cognitive competencies (critical thinking, problem solving, etc) are more valued than social competencies. -the task is the boss; relationships are secondary in nature.
More sensitive to feelings, Not wanting to hurt others, Easy to get along with
Critical thinking, Detailed and specific, Contractual agreement
4. Task
UNDERLYING ASSUMPTIONS and VALUES
@asma
5. HIERARCHYWork, duties and responsibilities are distributed according to seniority
Superiors addressed and respected
Tolerance of differences in status and wealth
Subordinates accept directions from superiors without questions
Most competent will be rewarded
Superiors addressed on first name basis
Differences in status and wealth minimised
Subordinates not afraid to question instructions of superiors
Respect for eldersStatus and powerProtocol and ceremoniesPolitenessBersopan
MeritocracyEgalitarianLess ceremonies
6. EQUALITY
UNDERLYING ASSUMPTIONS and VALUES
@asma
External locus of control: Rely on external sanctions (group, family, and team and authority) to get things done
Concern with “ what will people say” if they do something wrong
Truth depends on values, and religious teachings
7. SHAME
Internal locus of control: Do things own volition and guided by inner conscience
Not concerned with “what others may say about me”
Has a code of ethics - absolute sense of right and wrong
Face savingGroup accountability Malu
IndependentAutonomousPersonal accountability
8. GUILT
UNDERLYING ASSUMPTIONS and VALUES
@asma
Say what you mean mean what you say explicit meaning and direct
Behaviour is separated from the person
Not afraid to speak up when they have something to say
9. HIGH CONTEXTWhat you see is not what you get - need to consider the context Implicit and indirect
Behaviour and person cannot be separated
Guarded in stating views and opinions
DirectSpecificTime saver FactualData-oriented
Indirect Not so specific Time waster Face saving Collective agreementBerliku liku
10. LOW CONTEXT
UNDERLYING ASSUMPTIONS and VALUES
@asma
11. POLYCHRONIC
12. MONOCHRONIC
Time as flexible and part of lifeDo many things at one timeCircuitous, non-sequentialNon-linearPunctuality and deadlines are not absolute
Time as a scarce and finite resourceDo one thing at a timeSequentialLinear orientedPunctual and adhere to schedules and meeting datelines
DiffusedAnalogFlexibleMulti tasking
UNDERLYING ASSUMPTIONS and VALUES
DisplacedDigital Focus on targetsTimelinessEfficiency driven
@asma
13. WE -Collectivism
14. I- Individualism
Part of a group with common grounds - ethnicity, language, religion
Group achievement more important than personal goals
Value cooperation, interdependence and collaboration and communal responsibility
Unique and independent individuals
Personal goals more important than group goals
Value competition, achievement, and independence
My way
Our way
UNDERLYING ASSUMPTIONS and VALUES
We: Related self Communitarianism Concern for welfare of others Obedience, Loyalty, Duty, SacrificeKita, Kami
I: Separated selfSelf-relianceSelf-actualizationSelf-esteemPrivacyAutonomyCompetition
@asma
15. RELIGIOUS
16. SECULAR
Important to combine both religious and material dimensions in one’s life
Workplace ethics are guided by one’s religion
Religious commitments be blended with productive work
Religion is separated from work matters
Workplace ethics influenced by code of conduct and set of principles
Work targets more important than meeting religious commitments
ReligiousWork is a form of worship
Work and religion not to be mixed
UNDERLYING ASSUMPTIONS and VALUES
@asma
Cultural Dimensions at Malaysian Workplace
1
2
3
4
5
6
7
8
Low Context
Monochronic Time
Equality
Secular
Separated Self
Guilt
Control
Task Relationships
Harmony
Shame
Related Self
Religious
Hierarchy
Polychronic Time
High Context
Indians Chinese Malays
Anglos Malaysians
n: 500
MULTICULTURAL WORKPLACE
@asma
Intracultural Intercultural Cross culturale.g Malay Malay, Chinese, Indians Malaysians and Foreigners
Group orientation Collectivity IndividualisticPoliteness Respect authority InformalitiesRespect elders Respect others Individual performanceReligious Harmony SecularStatus conscious Protocol conscious EqualitySegregation of sexes Preserving face ObjectivityCompromising Hospitality Articulateness, openness Tolerance DirectnessPatriotic Rapport building Specificity, Give and Take Code switching Proper EnglishSlow, unhurried Common grounds Conflict resolutionIndirectness Shared experience UpfrontGood manners Trust Achievement-oriented
Consultative Verbal skills
SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE
SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVEWhat one culture values, the other abhors
3 TYPES OF CULTURAL INTERFACE
Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996
@asma
INTRACULTURAL
INTERCULTURAL
CROSSCULTURAL
CROSS CULTURAL
Direct and to the pointProper EnglishFormal EnglishSpecificityPunctuality, TimelinessEfficiency, Effectiveness
Malays
Chinese
Indians
Malaysand Chineseand Indiansand Others
Malaysiansand Anglo-Americans
VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE
Joking relationshipClosenessPolite, friendlySimpleIndirect
Rapport buildingCode switchingCommon grounds and historyShare experience and meaning
@asma
Tolong Satu Sama Lain (To Help One Another)
MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS
Budi Bahasa (Language of Character)
Jaga Maruah (Preserving Face)
Mesyuwarah & Gotong Royong (Consensus-seeking and
Cooperation)
Kawan (Member System)
@asma
Implications of understanding Malaysian underlying assumption for rganization
UNDERLYING ASSUMPTIONS
@asma
Implications for leadership behaviours Promote collaborative behaviors in resolving conflicts Seek Agreement as it is more important than disagreement Recognise the Importance of building harmonious relationships
Some challenges Set a climate where people can feel safe and secured when they show disagreement Take charge – even when there are objections Become more problem-centred in our approach Build a culture of constructive conflict or debate yet maintain harmony and a sense of togetherness
ValuesStatus quo Friendly AccommodatingTolerant Flexible CompromisingConflict avoidance Cooperation Face saving
1. Harmony is more important than control
@asma
Implications Build relationships before getting down to task Pay attention to sensitive issues as they may fremain covert Is generous with time Some challenges Encourage the quiet ones to share their views Learn to manage conflict and at the same time preserve Build allies based on knowledge and expertise Make the task the boss.
2. More relationship-oriented than task driven
Values
Personable Tolerant Friendliness Accommodating Compromising
@asma
3. More hierarchical than egalitarian Values
Respect for elders Status and power
Protocol and ceremonies PolitenessImplications
Be decisive as others may look at you for directions and vision Recognise that discussions on certain issues can be difficult across hierarchical lines as the parent and child relationship of dependency makes negotiation on an adult to adult basis difficult
Some challenges
Encourage subordinates to be open about their constructive criticisms Be more approachable with subordinates Appoint visionary and integrative leaders who can set direction and align peopleMinimise excessive protocol - waste of time and energy and of low value added
@asma
4. Driven by shame than guilt
Values
Face saving Malu Group accountability
Implications
Take care of face - Concern with face saving: giving, getting, showing, losing Encourage giving and receiving of feedback Encourage people to learn and be personally driven to get things done.Promote self initiative and not wait for instructions
Attack ideas not the person
@asma
5. High Context form of communication
Implications
Take care of people’s feelings Focus on how things are said - facial expressions Tendency to suffer in silence Methods of conflict resolution are so controlled - suppressed anger, often channelled through symbolic aggression, gossip, name calling, backbiting,character assassination, gestures, silence of contempt, slander, paranormal aggression like black magic, witchcraft, sorcery and sudden outburst of hysteria like amok
Use flowery language, “poison pen” letter and engage third party to resolve conflict Triangular form of giving feedback Personalised feedback - unwilling to separate person from behaviour Avoid open discussions on “unsuitable” topics. Tendency not to discuss matters too openly for the sake of preserving harmonious relationships Restriction in upward flow of critical and honest feedback Not willing to speak up - never know what the other person is thinking and not saying Be more specific and detailed oriented. Know the context in which we are functioning
Values
Indirect Not so specific Time waster
Face saving Collective agreement
@asma
Implications
Not always punctualAccommodating to changing deadlinesReact to multiple demandsLook at clock time in terms of building relationships Be more monochronic towards time and work output Be ruthless with time but gracious with people.
Values
Diffused Right brain Analog left brain
Flexible Multi tasking
6. Polychronic time than monochronic
@asma
7. A More Related (we) Self than separated (I)
Implications
Promote feelings of interdependence, collaboration, sharing with others Can be difficult to maintain privacy, confidentiality Less inclined to be too different – downplay uniqueness and individual strengths Groupthink - members may not be so vocal Togetherness - like to do things in groups, teamwork, cronyism May not be too vocal in expressing strong opinions and true feelings Need to be more decisive Develop individual competencies and get reinforcement from the group.Focus on skills in working together as well as becoming a functional individual contributor.
We: Related self Communitarianism Concern for welfare of others Interdependence Obedience Loyalty Duty Sacrifice
@asma
8. Religious than secular
Values: Religious Work is a form of worship
Implications
Belief in a Supreme Being Religious practices are observed at workplace Integration of work and non-work matters No separation of work from religious matters Can abuse time given Tolerance of less scientific thinking Fengshui, fortune telling, position of shrines at workplace For Muslims: Social segregation between genders among Muslims Forms of greetings differ Understand the concept of aurat,haram, halus, wajib, sunat Food and ceremonies : halal food, kosher Use religion as a force of social changeRegard work as a passion and joy
INTRACULTURAL
Within one
ethnic group
Kelantan library
INTERCULTURAL
With different ethnic
groups within a country
e.g. Malays, Chinese
Indians and Others
National library
CROSSCULTURAL
Between two different cultures
e.g. Malaysian and
Americans
Lincoln library
TYPES OF CULTURAL INTERFACE AT THE Malaysian WORKPLACE
Intracultural Intercultural Cross culturale.g Malay Malay, Chinese, Indians Malaysians and Foreigners
Group orientation Collectivity IndividualisticPoliteness Respect authority InformalitiesRespect elders Respect others Individual performanceReligious Harmony SecularStatus conscious Protocol conscious EqualitySegregation of sexes Preserving face ObjectivityCompromising Hospitality Articulateness, openness Tolerance DirectnessPatriotic Rapport building Specificity, Give and Take Code switching Proper EnglishSlow, unhurried Common grounds Conflict resolutionIndirectness Shared experience UpfrontGood manners Trust Achievement-oriented
Consultative Verbal skills
SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE
SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVEWhat one culture values, the other abhors
3 TYPES OF CULTURAL INTERFACE
Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996
INTRACULTURAL
INTERCULTURAL
CROSSCULTURAL
CROSS CULTURAL
Direct and to the pointProper EnglishFormal EnglishSpecificityPunctuality, TimelinessEfficiency, Effectiveness
Malays
Chinese
Indians
Malaysand Chineseand Indiansand Others
Malaysiansand Anglo-Americans
VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE
Joking relationshipClosenessPolite, friendlySimpleIndirect
Rapport buildingCode switchingCommon grounds and historyShare experience and meaning
Tolong Satu Sama Lain (To Help One Another)
MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS
Budi Bahasa (Language of Character)
Jaga Maruah (Preserving Face)
Mesyuwarah & Gotong Royong (Consensus-seeking and
Cooperation)
Kawan (Member System)
MANAGEMENT PRACTICE- MULTICULTURAL
WORKPLACE
MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE
• Leading– Face, nurturing group, relationship, TOWKAY,
TUAN, SMALLMAN (humble), Caring
• Communicating– Face, polite, cooperation
• Making decisions– FACE, respect for age, harmony
• Managing conflict– non-confrontational, face, respect for others
LEADERSHIP
In Malay Society
• Leader:– basically depends on status & family
which he was born– depends on status subsequently
conferred upon him– commonly used model: ketua
kampung
Characteristic of Leader
• According to Prof. Dahlan (1991):
– Man with high social status, coming from noble family
– Well versed in adat and customs– Possessed strong personality– Able to gain respect and admiration
from the follower (words, actions & deeds)
Key Criterion of Leader
• Mulia:– Refer to the credibility & the amount of
respect that will be received– Being admired because of their virtuous
qualities• Followers tend to look into the leader
that they can trust, respect & committed to their objectives through words & actions
• Leader reputation/esteem depends on:– Respect towards the moral values &
professional reputation– Prestige
Leadership in Organisation Context
• Leadership concept: – hierarchical & status based
• Act with authority, but behave as caring & nurturing parent
• Authoritarian is unnecessary• Leadership style:
– paternalism (give & take)
• The ideal leader:– Ability to understand people and demonstrate
rasa– Build a relationship of trust and understanding– Low-keyed & unhurried
Admirable Qualities of Leader
• Yang mulia (righteous)• Berbudi bahasa (humble & well mannered)• Baik tutur bahasa (say pleasant things)• Murah hati (willing to spend money)• Berusaha (industrious)• Tajam & gigih (great alertness)• Empathy, humility, tactfulness• Working unobtrusively & enlisting the assistance
and moral support of others (imam)• Warak alim• Etc.. (may refer to page 73)
Key Elements of Leadership Culture
• Symbols:– Raja yang berdaulat (king, sultan), cokmar,
tempat duduk raja
• Rituals:– pertabalan raja-raja (nobat), every appoinment
of Government Leader (oath to be taken in ritual ceremony), (sembah kepada agung)
– Raja berarak-melawat negeri-sambutan oleh rakyat
• Role model:– Pak Lah (Prime Minister), Sultan Mizan (Agong)
• Practice
Type of Leader & Way of Expressing Budi
Type of senderType of sender Qualities in Qualities in sendersender
Recipient’s Recipient’s behaviourbehaviour
““Towkay”Towkay”
Busness manBusness manGenerous Generous
Considerate Considerate
Caring Caring
Acceptance Acceptance
Grateful Grateful
““Tuan” Tuan”
Power basedPower basedJust Just
Fair Fair
Sincere Sincere
Appreciative Appreciative
Grateful Grateful
““Small man”Small man”
Humility Humility TrustworthyTrustworthy
Empathetic Empathetic
Harmony Harmony
Feel obligatedFeel obligated
Reciprocated in Reciprocated in kindkind
54
MOTIVATING
• Malays are motivated by their affiliation to groups, families & individuals.
• They would respond better if they could see benefits not just to the company but also to their family, community, nation and religion.
55
MOTIVATING
1. Group affiliation
3. Concrete rewards
4. Good relationship
2. Influential or highstatus friends, followers
communications
• Verbal- Oral ; Spoken.
• Non-Verbal-Written; body language, gesture etc - 90% - people using in their comm
COMMUNICATION• Good manners• Indirectness &
subtle• Tactfull• Holistic• Give and take• Gentle
• Softness (vocal, tone)
• Proper decorum• Politeness
(BERBUDI BAHASA)
• Diplomatic• Less disclosure
(face saving – jaga maruah)
Key Elements of communication Culture
• Symbols :
- Malay Language (Bahasa Melayu etc.), gesture (non verbal),
pointing only with thumb.• Rituals :
- not responding to a request with a direct ‘no’, face saving• Role model/Heroes :
- Parents, Manager, Tun Dr. Mahathir Mohamed• Value :
- Politeness (Berbudi Bahasa), Respect for elders, Halus • Underlying assumption :
- communication style -hierachy
TERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJAR
• Prof. Madya Dr. Hj. Azizan Asmuni
TERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJARTERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJARProf. Madya Dr. Azizan AsmuniProf. Madya Dr. Azizan Asmuni
MAMNON
SHUKRAN