Summary

While taking part in the iLead Jamaica Expedition 2014 we worked with our local partners and were able to obtain information that allowed us to analyze the Jamaican culture. We then looked at how this powerful force impacted business practices on the island.

The iLead Jamaica Expedition is an opportunity for students to apply their theoretical knowledge to a real world problem. Students are partnered with an organization in Jamaica which have been selected by the faculty members. Before arriving to Jamaica the students identify issues that are affecting the organization. Upon arrival the team is able to interact with their host organization to gather more information and formulate suggestions that could remedy their problems. After returning to Canada, students edit their suggestions into a final report.

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Power Distance Individualism Masculinity Uncertainty Avoidance

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Hofstede Cultural Comparison (2)

Canada Jamaica

Kluckholn and Strodbeck1

Basic Question Jamaican Response Business Implications

Basic Character of Human Nature Mixture of Good and Evil64% associate with some form of Christianity

Strong disciplinary measures are used to manage employeesReligion often enters into the work place. Meetings sometimes

begin with a prayer.

Relationship of Man to Nature Individual – Harmony / Business – DisharmonyThe island has no system for recycling

Businesses exploit all available natural resources. Big box resorts are the perfect example of natural subsegation and destruction. Profits are

the main priority and little thought is given to environmental consequences.

Time Focus PresentFocus on day-to-day life and decisions, don’t focus on their

past or save for the future

Effective motivators reward employees in the present. Promises of future benefits are not an effective motivating factor. Little thought is given to planning for the future and little money is saved for a rainy

day.

Modality of Human Activity Being-In- Becoming Money is not the only motivator. Employees can also be motivated by time off work, training programs and experiential rewards

Relationship Man to ManCommunity – Collective / Business – Hierarchical

Communication is top down. When employees are given instructions from their superiors they are expected to follow them to the letter.

Trompenaars Theory (1)

Dimensions Characteristics Business implications

Particular People believe that each circumstance, and relationship dictate the rules by which they should live by.

Employees may not work well because they do not cooperate well with their manager, or vice-versa

Collective People believe the group is more important than the individual Employees look after one another in the work place, and focus on teamwork.

Emotional People openly show emotion, even at work Employees are more likely to be open about their wants and issues in the work place

Diffuse People do not keep their personal and work lives separate, they believe good relationships are essential to meeting business objectives

People may not do business with you simply because they do not like you

Ascription of Status Titles, position, and longevity are what give people status. Employees may not try to “go the extra mile” because they are not judged on their achievements

Synchronic Time Time is seen as flexible. People often take on many tasks at once. If many business goals are attempted at the same time, they may all fail

Outer Directed People believe they are responsible to outside influences, rather than their own. They avoid conflict if it is possible.

Employees have little self-control, lots of rules and regulations are required.

Methods Email-interview with owner of partner organization

Covert & overt observations to identify business processes

Interviews with management and other staff at partner organization

Categorized Jamaican culture using select theories

Hofstede Business Implications (2)

The Jamaican culture has an odd mix of low power distance, collectivist thinking and a highly ascription based hierarchy. This means that employees are often consulted during the decision-making process but employees expect managers to be directive and in control.

Longevity in a position and upholding the family based, collectivist culture is regarded as more important than having the perfect skills or being focused on personal success.

The masculine society creates a work environment where conflicts are resolved through confrontation. When employees are having a confrontation, managers have been known to let them resolve it by themselves because often at the end of the conflict the employees relationship is renewed.

The low level of uncertainty avoidance illustrates how Jamaican employees are relaxed and open to change in the workplace.

References(1) Browaeys, Marie-Jolle. Price, Roger. Under-standing Cross-Cultural Management Second

Edition. Essex: Pearson Education Limited. 2011. (2) Hofstede, G. The Hofstede Centre. Available from http://geert-hofstede.com/the-

hofstede-centre.html. Accessed 16/03/04

The Power of Culture and Its Impact on Jamaican Business PracticesJames Higginson, Astoria Smith, Shelby Twilt and Zach Vibe