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