Post on 27-Dec-2015
Sept. 27, 04 IAE Lyon - MCM 1
IAE Lyon
Multicultural managementSeptember 27, 04
Global management consulting
André Guyard
Sept. 27, 04 IAE Lyon - MCM 2
HisLanguage or
competency in a common language
His National
culture
His Corporate
culture
His personality
MBTI
Situationalinteraction dynamics
Interpersonal relationship barriers
She should take in
accountHer interaction dynamics should adapt as much as possible
to his different human dimension specifics
Myers-Briggs Type Indicators (Consulting Psychologists Press, Inc. 1997)Strength Development Inventory (Elias H. Porter - 1993)
10. Managing and Communicating across cultures
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Judging
Perceiving
Perceiving
Judging
Thinking Feeling
sensing intuitive
Feeling Thinking
Introverted
Extraverted
5
2 3 41
1211109
876
16151413
Introverts peoplefocus on the inner world of ideas and impressions
Extraverts peoplefocus on the outer world of people and things
Judgingplanned & organized life
Perceivingflexible and spontaneous approach to life
Sensing typesfocus on the present and concrete information gained from their senses
Intuitive typesfocus on the future, with a view toward patterns and possibilities
Thinkingdecision based on logic and objective analysis
Feelingdecision based on values and subjective evaluation
For an individual assessment, please, refer to a MBTI certified consultant.Consulting psychologists press inc. 3803 E. Bayshore road, Palo Alto, CA 94303.
Each person behave according to the following 6 preferences. all together, there are 16 combinations.
The Myers-Briggs Type Indicator (MBTI)10. Managing and Communicating across cultures
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Acknowledgements
No work on cross cultural would be done without influence of Geert Hofstede, Edward T. Hall, Philippe d'Iribarne, Margaret Nydell, Richard D. Lewis, Terri Morrison, Wayne A. Conaway, George A. Borden to quote the most important contributors to the understanding of cultural diversity.
See a set of recommended book at the end of this package.
Some key statements
“Communication always takes place between individuals, not cultures. Few individuals are perfect representations of their culture.A model can help you predict how people in certain cultures will speak, act, negotiate, and make decisions.Since in reality we deal with individuals, there is a margin of error.” Kiss, Bow, or Shake hands - Terri Morrison, Wayne A. Conaway, George A. Borden - 1994
“By focusing on the cultural roots of national behavior, both in society and business, we can foresee and calculatewith a surprising degree of accuracy how others will react to our plans for them, and we can make certain assumptionsas to how they will approach us.” When cultures collide - Richard D. Lewis - 2000
“By all means, check and correct my work, but even better, apply it and elaborate its lines of thought, making them serve the understanding of cultural differences and the improvement of intercultural communication and cooperation,which the world will inrcreasingly and for ever need.”Culture’s consequences - second edition - Geert Hofstede - 2001
“I am not an Athenian or a Greek, but a citizen of the world” – Socrates
10. Managing and Communicating across cultures
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Major principle:
All societies face the same problems,only the answers differ - which makes cultural diversity
National CULTURE:
the way people ARE, THINK and ACT
1967-1973 - 116 000 persons, 72 countries, 20 languagesGeert Hofstede - 4 dimension model
Major contributors to the cultural understanding of countries and societies:
Margaret Mead - Anthropology today - 1962Edward and Mildred Hall, Geert Hofstede for their concepts and models.Glen Fisher for international negotiation.David Rearwin and John Paul Fieg for Asian countries.Yale Richmond, Margaret Nydell and Joy Hendry for Russia, and Arab world and Japan respectively.
time
Societybalance
10. Managing and Communicating across cultures
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Anxiety Reduction
Life Orientation
Individual Interests
Relation to Authority
The footprint of cultures
ConfucianOrientation
Five dimensions to recognize a culture.
10. Managing and Communicating across cultures
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10. Managing and Communicating across cultures
Exercise 10-1Managing and Communicating across culturesCapturing your own experience in international environment
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Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99
The manager is perceived as a role in the groupPeople expect coordination from the leader.
The manager is perceived as a social status in the groupPeople expect subordination from the leader.
Relations to authority
People put group or community interests first.They look for harmony and loyalty.
People put individual interests first.They seek achieving their own self.
Individual interests
People tend to take care of others.They seek quality of life first, including in workplace.
People look for competition and recognition of their results.Success is most important.
Orientation of life
People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate theunknown. They only take well calculated risks.
Anxiety reduction
People seek absolute truth; short term orientation comes first;Stability is appreciated; quick results are expected.Spending money for immediate return.
Several truths may exist; long term orientation is better;Adapting to changes is normal; perseverance is a virtue.Saving for tomorrow.
Term orientation
Capturing your international experience
Countries:
08. Managing and Communicating across cultures
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Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99
The manager is perceived as a role in the groupPeople expect coordination from the leader.
The manager is perceived as a social status in the groupPeople expect subordination from the leader.
Relations to authority
People put group or community interests first.They look for harmony and loyalty.
People put individual interests first.They seek achieving their own self.
Individual interests
People tend to take care of others.They seek quality of life first, including in workplace.
People look for competition and recognition of their results.Success is most important.
Orientation of life
People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate theunknown. They only take well calculated risks.
Anxiety reduction
People seek absolute truth; short term orientation comes first;Stability is appreciated; quick results are expected.Spending money for immediate return.
Several truths may exist; long term orientation is better;Adapting to changes is normal; perseverance is a virtue.Saving for tomorrow.
Term orientation
Capturing your international experience
Countries:
08. Managing and Communicating across cultures
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Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99
The manager is perceived as a role in the groupPeople expect coordination from the leader.
The manager is perceived as a social status in the groupPeople expect subordination from the leader.
Relations to authority
People put group or community interests first.They look for harmony and loyalty.
People put individual interests first.They seek achieving their own self.
Individual interests
People tend to take care of others.They seek quality of life first, including in workplace.
People look for competition and recognition of their results.Success is most important.
Orientation of life
People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate theunknown. They only take well calculated risks.
Anxiety reduction
People seek absolute truth; short term orientation comes first;Stability is appreciated; quick results are expected.Spending money for immediate return.
Several truths may exist; long term orientation is better;Adapting to changes is normal; perseverance is a virtue.Saving for tomorrow.
Term orientation
Capturing your international experience
Countries:
08. Managing and Communicating across cultures
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Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99
The manager is perceived as a role in the groupPeople expect coordination from the leader.
The manager is perceived as a social status in the groupPeople expect subordination from the leader.
Relations to authority
People put group or community interests first.They look for harmony and loyalty.
People put individual interests first.They seek achieving their own self.
Individual interests
People tend to take care of others.They seek quality of life first, including in workplace.
People look for competition and recognition of their results.Success is most important.
Orientation of life
People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate theunknown. They only take well calculated risks.
Anxiety reduction
People seek absolute truth; short term orientation comes first;Stability is appreciated; quick results are expected.Spending money for immediate return.
Several truths may exist; long term orientation is better;Adapting to changes is normal; perseverance is a virtue.Saving for tomorrow.
Term orientation
Capturing your international experience
Countries:
08. Managing and Communicating across cultures
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Cultural maturity
History 1975-Spain, WTO-China
Religions the more orthodox, the more anxious and hierarchical
Philosophies Confucian, Buddhism
Empires centralized, brings anxiety & hierarchy
Languages German, Japan, Arab
Wealth the more wealthy, the more individualist
Corporation Corporate nationality is a major root
Latitude the easiest environment, the more hierarchical
Earthquake develops more anxiety
area
10. Managing and Communicating across cultures
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Family
School
Workplace
State
Parent-Child Teacher-student Boss-subordinate Civil servant-citizen
Cultural maturity
History
Geography
10. Managing and Communicating across cultures
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Relation to Authority
Individual Interests
Life Orientation
Anxiety Reduction
Basic assembly meanings
Ambiguoussubordination
IndependenceSubordination& community
Strongcommitment
Managerial Adult-adult Parent-child Parent-teenager Drive to achieve Relationships
Taking uncalculatedrisk to be successfulLooking for inclusion
Taking very calculatedrisk to be successfulLooking for inclusion
Taking very calculatedrisk to succeedLooking for egosatisfaction
Relation to Authority
Individual Interests
Life Orientation
Anxiety Reduction
10. Managing and Communicating across cultures
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Relation to Authority
Individual Interests
Life Orientation
Anxiety Reduction
Honor & Hierarchy
Contract &Self-achievement
Community & Loyalty
Expertise & Order
H & H Centralized power and ambiguous relations based on subordination; Parent-teenager relationshipsSocial status comes first; Honor is most important; feedback difficult to receive or give.Tend to work to please the boss, not the customer.
C & SA Contract and individual development and self-achievement; Adult-adult relationships;Role in a group and success most important; rather alone in society; what counts is what you deliver.Feedback highly necessary to measure progress; tend to work to fulfill contract with the boss.
C & N Welfare and consensus based society; Adult-adult relationships; no hierarchical relationship at all.Low profile and self-depreciation to some extent; Belonging to the group is important; won’t rock the boat, tend to escape and disconnect if too tough situation.
C & L Community based on harmony and self-depreciation; Parent-Children relationships; working for sake of the harmony of the community. decision based on consensus involving all members; the boss to have final decision. Intermediaries (go-between) mostly important in relationships.
E& O Competency and perfect work; Adult-adult relationships; expertise is most important in society; Hierarchy based on experts and managers’ roles distribution according to a well documented process.Self-achievement for sake of the quality of work and organization. What counts is the way you work against fully defined and certified procedures. Feedback direct and hierarchy less communicated.
Consensus & Network
88 countries split in 5 cultural families10. Managing and Communicating across cultures
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Working with different national cultures10. Managing and Communicating across cultures
Exercise 10-2Managing and Communicating across culturesWorking with different national cultures
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10. Managing and Communicating across cultures
Exercise 10-3Managing and Communicating across culturesCultural behaviors against the official country scores
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10. Managing and Communicating across cultures
Exercise 10-4Managing and Communicating across culturesPositioning the EULER HERMES culture as you perceive it today
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Bears Ducks Snakes Eagles
Position 0 – 9 10 – 19 20 – 29 30 – 39 40 - 49 50 – 59 60 – 69 70 – 79 80 – 89 90 - 99
Relations to authority The manager is perceived as a role in the groupPeople expect coordination from the leader.
The manager is perceived as a social status in the groupPeople expect subordination from the leader.
Individual interests People put group or community interests first.They look for harmony and loyalty.
People put individual interests first.They seek achieving their own self.
Orientation of life People tend to take care of others.They seek quality of life first, including in workplace.
People look for competition and recognition of their results.Success is most important.
Anxiety reduction People are rather relaxed. Guide lines is sufficient.They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks.
Term orientation People seek absolute truth; short term orientation comes first; Stability is appreciated; quick results are expected.Spending money for immediate return.
Several truths may exist; long term orientation is better;Adapting to changes is normal; perseverance is a virtue.Saving for tomorrow.
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When dealing with another culture, managers have basic questions ! � how to motivate these people ?
� how much people stick to the rules ?
� should people expect me to share decisions ?
� how do I get feedback from people ?
� is my way to control work appropriate ?
� how do I evaluate people ?
�
�
�
10. Managing and Communicating across cultures
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There is a checklist per cluster to rely on.
Expertise & Order
Community & Loyalty
Consensus & Network
Contract & Self-achievement
Honor & Hierarchy (H & H)
Introduction 1. introducing oneself 2. objectives, agenda
Working session 3. team leader role 4. debate and influence 5. new ideas 6. conflict and problem resolution Decision and task allocation 7. decision process 8. delegation 9. coordinationCommitted actions 10. commitment to actions 11. progress review , execution 12. access to feedback Communication 13. effective communicationEvaluation of work 14. feedback from the boss 15. performance evaluation
Using the 15 lever checklist to adapt your attitude & behavior to the various cultures.
10. Managing and Communicating across cultures
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Working on your own experience10. Managing and Communicating across cultures
Exercise 10-5Managing and Communicating across culturesWorking on your own obstacles in communicating across cultures
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List of literature
Geert Hofstede - McGraw-Hill 1991Cultures and organizations, software of the mind
Edward T. Hall - Anchor Books 1987Understanding cultural differences - Germans, French and American
Kiss, bow or shake hands - Terri MorrisonHow to do business in 60 countries - ISBN - 1 - 55850 - 444 - 3
Passport to the world - USA, Germany, United Kingdom, and 21 other countriesWorld Trade Press - worldpress@aol.com
When cultures collide - Richard D. Lewis Nicolas Brealey Publishing ISBN 1 - 85788-087-0
Au contraire - figuring out the FrenchGilles Asselin & Ruth Mastron Intercultural Press 2001
Oswald Neuburger and A. Kompa Basel 1987Wir, die Firma, Der Kult um die Unternehmenskultur
Nancy J. Adler - Kent Publishing Co. 1986International dimensions of organizational behavior
Jean-Louis Barsoux & Peter Lawrence - Cassell 1992Management in France
Philippe d’Iribarne - Ed. du Seuil 1989La logique de l’honneur
Geert Hofstede - Les Editions d’Organisation 1991Vivre dans un monde multiculturel
Multicultural management