Cultural Dimensions

Cultural Dimensions: TheResults of the Research of

Fons Trompenaars

Culture: Term and DimensionsSummer Term 2008

Cultural Dimensions.ppt

Prof. Dr. Lieber, FH Coburg, Germany 2

Nature of Culture

Word �culture� comes from Latin �cultura�, which means to cultivate and is a contrast to �nature�Characteristics of culture are:Learned: Culture is learned; notinherited or biological basedShared: menber of groups shareculture, it is not specific to a singlepersonTransgeneral: passed from generationsto generationsSymbolic: using one thing to representanotherPatterned: Culture has structure and is integrated; change of one partinfluences other partsAdaptive: Based on the adoption to changes of the environment



The Levels of Culture ( Model of Schein)

Basic assumptionsNorms, written and unwritten rulesSymbols



Important Basic Assumptions

Private and Public dividedPrivate and Pulblic not strictly divided

What is the conception of space?

Future � Present � PastSynchronic - Sequential

What is the temporal focus of human activity?

Doing � Being and Becoming � BeingWhat is the modality of human activity?

Hierarchic � Collectivist - IndividualistWhat is the person`srelationship to other people?

Dominant � In Harmony with nature (part of nature) � Subjugation

What is the person`srelationship to nature?

Good - mixture of good and bad � badChangeable - unchangeable

What is the nature of people?



Framework for the Analysis of Intercultural Management

Environment of Intercultural Management

�Functions of Management

�Goalsetting and Planning

�Organisation

�Realisation, Leadership, and Motivation

�Controlling

Political System

Regulatory System

EconomicSystem

TechnologicalSystem

Cultural Dimension



Cultural Dimensionsof Geert Hofstede

Power Distance:the extent to which lesspowerful people accept thatpower is distributed unequally, that others have more powerUncertainty Avoidence:The extent to which peoplefeel threatened by ambigoussituations and have createdbeliefs or institutions to avoidthese feelings

Individualism vs. Collectivism:Individualism is the Tendencyof people to look afterthemselves; collectivism to look after the members of their society in exchange for loyaltyMasculinity vs. Feminity:Masculinity: dominant valuesare success, competition, and moneyFeminity: dominant values arecaring for others



Trompenaars:

Overview of his Dimensions



Universalist and PariticularistCultures

Question:You are riding with a good friend in his car. Your friend hits a

pedestrian. You know that your fried drove at least 60 km/h, although he should have driven 30 km/h at the max in this limited speed area. There are no other witnesses. Your friends lawyer says, that you would save your friend from serious consequences if you stated under oath that he had driven at 30 km/h only. What would give your friend the right to expect from you to protect him?My friend has a good reason and can expect me in any case to testify the lower speed. __My friend has some reason to expect me to testify the lower speed. __My friend has no reason to expect me to testify the lower speed. __



What is more important: Friendship or Laws? Differencies between Universalist and Particularist Cultures

Universalist1. Focus is more on general rules

than on personal relationship

2. A trustworthy person is the onehonours their word or contract. A deal is a deal and you arebound to the deals you agreedin.

3. There is only one truth orreality, that which has beenagreed to

Particularist1. Focus is more on the personal

relationship to the individualperson than on general rules orlaws

2. A trustworthy person is the onewho is flexible and honourschanging mutualities and is notfixed on written contract. It isimportant that the mutualrelationship evolves

3. There several perspectives on reality relative to eachparticipant

Prentice Hall, 2000 Chapter 4 10

Trompenaar�s Value DimensionsUniversalism and Particularism

Obligation

USA Ger UK NL Fra Jpn Spa Bulg Rusia Venez

Universalistic Particularistic

To the Person To the Law



Tips for doing business with universalists and particularists

3. Carefully consider the personal implications of your legal �safeguards�. They might be seen as a mistrust and as a personal insultry

3. Carefully prepare the legal groundwith a lawyer if in doubt

2. Do not take personal �I want to know you� attitudes as waste of time, not being prepared for business orlaziness

2. Do not take quick impersonal �let`sgo down to business� attiudes as rude

1. Be prepared for personal, private �meandering� or �irrelevancies� thatdo not seem to be going anywhere

1. Be prepared for �rational� and �professional� arguments and presentations

Particularists (for universalists)Universalists (for particularists)



Inidividualism and Collecitivsm

Question:Two persons are discussing who one can improve life quality.

The one says: �It is obvious, that people can improve theirs life�s quality, as long as they have as much spare time as possible and the maximum opportunity to develop themselves as individuals.� ( Answer A)The other one says: �Life quality for everybody improves as long as people care for their fellow people and their well-being, even if it affects the individual freedom and development. ( Answer B)Which of the two statements is normally true according to your opinion? A __ B __



Do you feel as an Individuum or as a Part of Group?Individualism and Collectivism

3. Vacations with friends, extendedfamily or at least in organised groups

3. Vacations taken alone or in pairs

2. People ideally achieve and decide in groups which join responsibility

2. People ideally achieve and decidealone and assume personal responsibility

1. More frequent use of �we�. People think and feel as a part of a community ( group, greaterfamily, clan, company)

1. More frequent use of �I�. People think an feel as individuals.

CollectivismIndividualism


Trompenaar�s Value DimensionsIndividualism and Collectivism

USA Spa NL UK Rusia Ger Hungary Thai Egypt

CollecitivsmIndividualsm



Tips for doing business with people from individualist orcollectivist cultures

2. Show patience for time takento consent and to consult

2. Prepare for quick decisions notreferred to the headquarter

1. Conducting business surroundedby helpers means that this personhas high status

1. Conducting business alone meansthat this person is respected byhis company

Collectivists (for individualists)Individualists (for collectivists)



Internal or External Control

Question:Please decide between the following

alternatives ( Make a X at the alternative, which you prefer)I myself am responsible for everything that happens to me __Sometimes I think that I cannot decide myself which turn my life takes __

__



Who is responsible for my life?Differencies between Cultures with Internal Control orExternal Control

4. Adopt to the environment4. Try to design and to change the environment

3. Life in harmony with nature and social environment; show sensibility

3. Show own force. Stand for yourpoint of view, even in conflict with the majority

2. Focus and trust on the community, partner, customer, colleague

2. Focus and trust on self

1. Fate is guided by god or destiny and the environment

1. See themselves as the captain of their fate

External ControlInternal Control



Tips for Doing Business with People from Internalversus External Control Oriented Cultures

Win together, lose apartWin some, lose some

It is most important to �maintainyour relationship�

It is most important to �win yourobjective�

Softness, persistence, politenessand long, long patience will getrewards

Playing �hard ball� is legitimate to test the resilience of an opponent

External ControlInternal Control


Trompenaar�s Value DimensionsInternal or Exernal Control

USA Ger Spa NL UK Ita Poland Chi

ExternalInternal



Status by Achievement orAscription

Question:To what extent can you agree to the following

statement?The prestige that is awarded to a person, is in a

high degree dependant on their family�s background.I fully agree __I agree __I do not know __I object __I highly object__



How We attribute Status?Differencies between achievement - oriented and ascription - oriented cultures

3. Extensive use of titles, especially when these clarify yoursatus in the organisation

3. Use of titles only when relevant to the competence you bring to the task

2. Respect for superiors in hierarchy is seen as a measure of your commitment to the organisation and its mission

2. Respect for superior is basedon how effectively his or her job is performed and how appropriatetheir knowledge

1. Status is �earned� by familybackground, age, seniority and so on

1. Status is �earned� byperformance

AscriptionAchievement


Trompenaar�s Value DimensionsAchiement and Ascription

Legitimization of Power and Status

USA UK Swe Hungary Ger NL Ita Spa Rusia Austria

Achievement Ascription

AscriptionAchievement



Tips for doing Business with People from Achievement versus Ascription Oriented Cultures

Respect the knowledge of the othereven if you sucpect that he is short of influence back home and young

Respect the status and influence oayour conterpart, even if sou sucpecthe is short of knowledge

Make sure your negotiation team has enough older senior and high formal position holders to demonstrate the other that you consider him and the negotiation as important

Make sure your negotiations team has enough data and knowlegable people to show that the project will work well

Do not underestimate the need of yourcounterparts to make their ascriptionscome true. To challenge is to subvert(In German:�untergraben�)

Do not underestimate the need of yourcounterparts to do better or do morethan is expected. To challenge is to motivate

Ascription OrientedAchievement Oriented



Specific and Diffuse Cultures

Question:Please decide which of the following alternatives would be

correct?A company is also responsible for their employees accommodation. Therefor companies should support their employees when searching for an apartment or a house. (Answer A)The responsibility for the own accommodation is only the employees responsibility (Answer B)Which of the two statements is normally true according to your opinion? A __ B __

__



How far we get involved: Differencies between specific and diffuse Cultures

Evasive, tactful, ambigous, even opaque(mysterious

3. Precise, definitive, and transparent

2. Indirect, circuitous, seemingly, �aimless� forms of relating

2. Direct, to the point, purposeful in relating

1. Life spaces are seen as connectedand there are no clear boundariesbetween the diverse sectors.

1. Life spaces ,e.g. private life and business life, are seen as veryseparated spheres.�Do not mix business with pleasure!�In Germany: �Work is work and spiritis spirit�

Diffuseness (High Context Cultures)

Specifity (Low ContextCultures)


Trompenaar�s Value DimensionsSpecific or Diffuse

Involvement in Relationships

USA NL UK Fra Ger Pol Jpn Rusia Hungary

DiffuseSpecific



Tips for doing business with people from specific ordiffuse oriented cultures

2. Do not get impatient whenpeople are indirect or circuitious

2. Do not be offended byconfrontations; they are usuallynot personal

1. Take time and remember thereare many roads to Rome

1. Be quick to the point and efficient

Diffuse oriented (for specificindividuals)

Specific oriented (for diffuse oriented people)



Neutral and Affective Cultures

Question:If something upsets you during your

job or your studies, would you openly express your emotion?

__ Yes__ No



Do you show your feelings or do try not to show?Differencies between neutral and affective Cultures

4. Statements decalaimed fluently and dramatically

4. Statements often read out in montone

3. Emotions flow easily, effusively, vehemently and without inhibition

3. Emotions often dammed up will occassionally explode

2. Headed, vital, animated expressionsadmired

2. Cool and self � possessed conduct isadmired

1. Reveal thoughts and feelingsverbally and non � verbally(expressive). Touching, gesturing and strong facial expression are common

1. Do not reveal what they are thinkingor feeling.Physical contact, gesturing, or strongfacial expressions often taboo.

AffectiveNeutral


Trompenaar�s Value DimensionsPart 1

Ita USA NL UK Jpn

NeutralAffecitive



Tips for doing business with people from neutral oraffective cultures

2. When they are expressinggoodwill, respond warmly

2. Put as much as you con on paperbeforehand

1. Their enthusiasm does not meanthat they have made up theirminds

1. Their lack of emotional tone does not mean they are notinterested or bored

Affectives (for neutrals)Neutrals (for affectives)



How do we feel time?Recognising the differences

Show great interest in the youthful and in future potentials

Show intnesive interestin present relationship(�here and now�)

Show respect for ancestors, predecessors, and older people

Much talk of prospects, potentials, aspirations, future achievements

Activities and enjoyments of the moment are mostimportant (not �manana�)

Talking about history, orign of family orcompany

Everything viewed in prospect of futureadvantage

Everything viewed in terms of ist contemporary impact

Everything viewed in the context of tradition orhistory

Future orientedPresentoriented

Past oriented



How do we feel time?Mental Importance and Connexion ofPast, Present, and Future

Germany

USA

Netherlands

Russia

Malaysia



Doing business with people of past or futuroriented cultures

Try to demonstrate that change isbased on old traditions

Do your homework on the futureand the prospects of the company;Consider �mounting� a sizeablechallenge

Discover whether internalrelationship, traditions, orcustoms will sanction the kind of changes you seek to encourage

Emphasise the freedom, opportunity, and limitless scopefor that ocmpany and its people in the future

Emphasise the history traditionand rich cultural heritage oa thoseyou deal with as evidence of theirgreat potential

Future orientationPast orientation


Clusters of Countries

NearEast Nordic

Germanic

Anglo

LatinEuropean

Arab

Far Eastern

LatinAmerican

Independent



Literature

Riding the waves of cultureUnderstanding cultural diversity in businessNicholas Brealey Publishing 1993ISBN 1 85788 0331

Trompenaars, Fons

International ManagementManaging across Borders and Cultures3rd edition Prentice Hall 2000ISBN: 0-321-02829-5

Deresky, Helen

International ManagementCulture, Strategy, and BehaviorForth edition MCGraw-Hill 2000ISBN: 0-07-22828-7Or the �International Edition� ISBN: 0-07-029226-4

Hodgetts, R.M. / Luthans, F.:

Cultural Dimensions

Documents

Transcript of Cultural Dimensions