8/13/2019 Cross Cultural Management - Notes

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Cross Cultural Management

Global culture & values

Communication/language

Diversity

Organisation

1700s clashes of ings1!00s clashes of "eo"les/nations1#00s clashes of i$eologies%000s clashes of civiliations

'he (est an$ the )est 1#%0 coloniation of "ractically the *hole *orl$Col$ (ar 1#+0s ,astern -loc vs (estern -loc communism vsca"italism

(orl$ of Civiliations 1##0s on*ar$s .umerous civiliations 1!(estern & ,uro"e

nglosaon2atin merica

3slamic4in$uConfucian5a"anese6lavicfrica

(hy $o *e thin an$ act $ifferently 4o* shoul$ that change the *ay *ecommunicate

Demogra"hicging "o"ulationMigration

6ocial,$ucationGen$er e8uality4uman rights

,m"loyment

'echnology innovationDigital 3nformation & o*nershi"3nternet-iotechGreen researchO"en 6ource'elecommunications6"aceGames an$ ,ntertainmentMilitary.avigation systems G96

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.e* energy

.ano tech6ecurity: criminality: "iracy & surveillance4ealth techGenetic engineering

Online e$ucation)obots,commerce

4o* *ill tech mo$ify behaviour

Cross national business *ill $ouble every 10 years

;irtual communication collaboration

Generation & e$ucation "atterns

6ervices are technology $riven

-oss< =3 nee$ > hours *or before tomorro* morning at en$ of $ay?

German< =3 can@t $o that?,nglish< =4mmm: that@s very interesting?merican< =Aou gotta be i$$ing?Brench< =3 $on@t see the logic of that?3talian< =2et@s go 3 *ill call you bac an$ tell you later?6*e$ish< =2et@s arrange a meeting?

5a"anese< =3 agree?Binnish< =?rabic< =3nshallah?3n$ia< =hmmm: 3@ll try to $o it?China< =2et@s thin about it?)ussia< =(hy are you asing that to me?Meican< =Oh shit: no no?

3n the E

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Cross Cultural Comms

Easy Difficult

Conflict resolutions -uil$ing trust relationshi"s

)estoring trust after conflict Favoi$$iscussing Mothers

2anguage inter"reting meaning

Eee" communications sim"le 9oliteness

2ess liely to have $isagreementsfrom Chinese

Difficulties $iscussing com"le issues

Mutual un$erstan$ing of relate$technologies es"eciallymanufacturing

Cultural symbols are $iverse

,asier if 3talians are managingChinese

9ri$e har$er if Chinese aremanaging 3talians

(oring life balance e"ectations

Monochronic 'ime Fnglo 6aons 9olychronic time Feveryone else

Cloc 'ime 6ituational time ""ointment time Bletime 6egmente$ time 6imultaneous activites 'asoriente$ time )elationshi"oriente$ "ers"ective chievement tem"os ,"eriential 'em"os

4igh Contet 2o* Contet

2onglasting relationshi"s 6horter relationshi"s ,"loiting contet 2ess $e"en$ent on contet .onverbal language (ritten agreements 3nsi$ers/outsi$ers $istinguishe$ )ule oriente$ 6everal "eo"le s"ea at once One "erson s"eas at a time

3n$irect Comms Direct Comms Maintain relationshi"s Bocus on tas Message is im"licit Message is e"licit Aes means may be Aes means may be or no

9art of the message is nonverbal Main message is verbal 6tress is on the conflict avoi$ance Conflict an$ confrontation Hhealthy

'he Dutch are the most $irect comms

Most monochronic are $irect an$ lo* contetE is unusual: it is monochonic an$ lo* contet: but it is in$irect

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Cross Cultural Management

1 Global cluster of values initial "art of CC -ehaviour% Communication

I ManagementJ Organisation

n$erstan$ )ealise Conscious of $ifferences Crosscultural manager 2ocal foreign country effort

$a"tationConvergence

'hrough Manager'eam Member 1stim"ortance is to $eco$e (hat to $o about it is $e"en$ent on the Contet (ith a Boreign Manager: it is a $ifferent e"erience to *hen there is a

foreign team member (ith a foreign team member: it is the res"onsibility of the manager to

coach the team member 'o s"en$ more time integrating the "ersoninto the team

'o mae sure that the "erson is a*are of the im"ortance of being ontime Aou have a tas to "re"are for the meeting

On contet *here there is a foreign manager for a local team: themanager has to learn to a$a"t

3f there is a foreign team member: they have + months to learn toa$a"t Columbian manager in Germany has to a$a"t to Germany Columbian team member in Germany has to learn to turn u" on

time Don@t tal about hours: tal about time frames (e@ll meet bet*een

10

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3f everyone has fleibility: you have to be fleible 9erha"s the 3talian guy is creative: an$ you nee$ to e"lain to the

5a"anese guy that it is beneficial to the team an$ cultural $iversity is agoo$ thing

ll team members shoul$ acce"t to giveu" in some country

behaviour ,"lain the nee$s Managers are there to ensure that the team is "ro$ucing the best

results for the com"any 'here are several *ays to be a goo$ manager =6uccessful? is a very in$ivi$ualistic value Birst "oint Bleibility 6econ$ "oint a Deco$e 6econ$ "oint b (illingness to give u" some country behaviour 'hir$ "oint Convergence of the team a clear $irection O"en the game *ith fleibility Deco$e an$ un$erstan$

,"lain *hat@s going on an$ mo$ify their behaviour a$a"tability -uil$ a ne* team $irection bring together the clear $istinction

,"lain the management style of the country FChinaOutline the issue to manage *ithin another country FGermany

I ey "oints about management style of the countryI ey issues of managing Germany

I Eey 9oints O*ner HH managers centralise$ $ecision maing Bamily relations rather than eternal managers Confucian i$eas of thrift: "atience an$ "ersistence

I Eey 9oints =Germans sim"ly $o not have a very strong conce"t ofmanagement?

China 4igh 9DGerman 2o* 9D 9otential source of conflict )evise autocratic style: recognise that face saving is nota""ro"riate 2everage German $isci"line: har$ *or an$"unctuality

China 4igh collectivisticGerman high 3n$ivi$ualistic lo*levels of e"ecte$ acce"tance of i$eas -e more o"en to$ialogue in meetings: recognise meritocratic attitu$es "otentialconvergence over har$ *or ethic

China 4igh 2ongtermismGerman shorttermism Chinesefuture orientation: "atience an$ *illingness to *or for futurebenefits may conflict *ith German e"ectation of "resent 8ualityof life: an$ res"ect for social obligations an$ tra$itions Maynee$ to be more shortterm tas an$ milestone focuse$ to a$a"tan$ motivate the team to achieve convergence

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4ofste$e@s3s everything the same 1> years later 9robably not4aving sai$ that

Masculinity Bemininity

2ive to *or *or to live Men assertive an$ $ecisive (omen are nurturing Men are $ominant in society use intuition an$ strive J consensus 9erformance an$ com"etition $riven 6ocial environment is ey value Money: material: tass: an$ obKects e8uality: soli$arity: etc: etc

Bons 'rom"enaars affective versus netural

ffective subKective .eutral ObKective )eveal thoughts an$ feelings Do not reveal *hat they are thining 'rans"arency an$ e"ressiveness may acci$entally reveal tension

,motion flo* easily ,motions often bottle$ u" 'ouching: gesturing Cool an$ self"ossesse$ con$uct 6tatement $eclaime$ fluently 9hysical contact are often taboo

3n China: they have a lot of emotion: but (esterners $o not necessarilyrecognise the issue of Chinese emotion an$ sharing relationshi"s bet*een"eo"le 3n China: you $on@t see the emotions: but there are lots of them

Open Expression of Emotions and Feelings (Show)

Degree to which

emotions areshared

Lower Higher

Lower 6*iterlan$ 6Higher China rabic: 2atin mericans

,motional 3ntelligence Goleman %1stCentury *ay of looing at the *orl$,motion is a frien$: *hilst before: emotion *as an enemy

Managing emotions ,valuate the situation on the basis of emotions

ncertainty voi$ance 4igh ncertainty voi$ance 2o* ncertainty not goo$ ncertainty is more acce"te$ 4igher aniety an$ stress Bleibility is ey

9o*er is more centralise$ Decentralise$ "o*er ggressive behaviour not tolerate$ ggressive behaviour acce"te$ -elief is "lace$ in e"erts Deviation not threatening

2ess nationalistic -elief in generalists an$ cmn sense

Collectivism 3n$ivi$ualism 9rime orientation to common goals 9rime orientation to the self 9ersonal i$entity is base$ on gr"s 9ersonal achievement ,"ertise: or$er: $uty by org 3n$e"en$ence: in$ivi$ual initiative

9o*er Distance 4igh 9o*er Distance 2o* 3ne8ualities are stresse$ 3ne8ualities shoul$ be minimise$

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Be* in$e"en$ent "eo"le ,veryone in$e"en$ent 6u"eriors not accessible 6u"eriors accessible ,m"loyees more subor$inate 3n$ivi$ual free$oms 6trong hierarchies (ea hierarchies n$er$og is to blame 6ystem to blame

4ierarchical 6ocieties

4ighly hierarchical Blat hierarchy

rabic 3n$ia/China 2atin merica nglo6aon

'itle & )eligion 6eniority9erformance & )elationshi"9erformance

scri"tion vs chievement'rom"enar$

scri"tion F(ho you are chievement ,tensive use of titles titles only relevant to com"etence )es"ect ol$er as su"erior )es"ect for su"eriors on "erforman

Bormal vs 3nformal

)ichar$ 2e*is Mo$el

Multiactive "eo"le- 2inear ctive 9eo"leC )eactive 9eo"le

Multiactive *arm: emotional: lo8uacious: im"ulsive F4is"anic merica:rgentina: Chile- 2inear Col$: calculating F6: E: Germany: 6*iterlan$C )eacters com"romisers FChina: ;ietnam: 5a"an: 'ai*an

Diersity !rofile "ulti#actie $people first%,motions 6haring Masculinity/Beminity Masculinity ffectiveneutral ffective 6"ecificDiffuse/6hare Diffuse/6hare

,motion sho*/control 6ho*

Management

Eey criterion for managing $ifferent ty"es

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Get involve$6ocial )ecognition

'eam - 9erformancebase$ Manage

6"ecific tass)ationalClear goalsutonomy

Motivate3n$ivi$ual recognition6hort *ins

'eam C -elonging & seniority Manage

Bormal 6tructure)es"ect "rotocol

Motivation'eam buil$ing an$ listeningGrou" recognitionCoo"erating-elonging

Crosscultural CommunicationsClusters: cultures: "atterns: management

rabic countries.e"otism 9yrami$al organisation

ChinaConsensus & state $irection Consensus is highly value$ Com"any is controlle$ $irectly or in$irectly by the state )eal management is often invisible ,merging *ith re"utation of com"etency

Branceutocratic uthority centere$ aroun$ the C,O =Gran$es ecoles? & theory $omination Consultative but $ecision are in$ivi$ualistic an$ to"$o*n

4is"anic merica9aternalist coercive Centric on main "olitical figure of the com"any .e"otism is common lin *ith o"en mani"ulation 9aternalism is another form of cor"orate management

5a"an)ingisho

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5a"an organiation have great "o*er in conformity *ithConfucian hierarchy

9olicies are conveye$ to mi$$le managers 3$eas often originate from the sho" floor Fbottomu"

)ussiaDevious 9rofoun$ changes after $emise of 66) Boun$e$ on bureaucratic an$ a"athy

E$a"tive 6ome "ersistence of class $istance: not entirely autocratic Casual manager sits outsi$e the ring of o"erational manager Close contact *ith staff for effective su"ervision *ithout

interfering

66tructure$ 'o"$o*n an$ bottomu" 9yrami$al *ith seniors $riving an$ ins"iring "eo"le un$er them mericans are allo*e$ to mae in$ivi$ual $ecisions *ithin the

frame*or of the com"any 6elfautonomous managers buil$ team an$ casca$e Great management mobility *ith some little tolerance if they $o

not achieve results