Slide 1The Role of CultureSlide 3The Nature of CultureCharacteristics of CulturePriorities of Cultural ValuesHow Culture Affects Managerial ApproachesSlide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14A Model of CultureValues in CultureSlide 17Slide 18Slide 19Slide 20Slide 21Slide 22Hofstede’s Cultural DimensionsSlide 24Slide 25Slide 26Attitudinal Dimensions of CultureSynthesis of Country ClustersTrompenaars’ Cultural DimensionsSlide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38The GLOBE ProjectGLOBE ResultsGLOBE ProjectSlide 42GLOBE AnalysisCases1PowerPoint slides by R. Dennis Middlemist, Professor of Management, Colorado State UniversityChapter4The Role of CultureThe specific objectives of this chapter are:1. DEFINE the term culture, and discuss some of the comparative ways of differentiating cultures.2. DESCRIBEthe concept of cultural values, and relate some of the international differences, similarities, and changes occurring in terms of both work and managerial values.Chapter4The Role of CultureThe specific objectives of this chapter are:3. IDENTIFY the major dimensions of culture relevant to work settings, and discuss their effect on behavior in an international environment.4. DISCUSS the value of country cluster analysis and relational orientations in developing effective international management practices.4The Nature of CultureCultureAcquired knowledge that people use to interpret experience and generate social behaviorforms valuescreates attitudesinfluences behavior.5Characteristics of CultureCultureCultureLearnedLearnedSharedSharedTransgenerationalTransgenerationalSymbolicSymbolicPatternedPatternedAdaptiveAdaptive6United States Japan Arab CountriesPriorities of Cultural ValuesTable 4-1Priorities of Cultural Values: United States, Japan, and Arab Countries1. Freedom2. Independence3. Self-reliance4. Equality5. Individualism6. Competition7. Efficiency8. Time9. Directness10. Openness1. Belonging2. Group harmony3. Collectiveness4. Age/seniority5. Group consensus6. Cooperation7. Quality8. Patience9. Indirectness10. Go-between1. Family security2. Family harmony3. Parental guidance4. Age5. Authority6. Compromise7. Devotion8. Patience9. Indirectness10. HospitalityNote: “1” represents the most important cultural value, “10” the least.Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries7How Culture Affects Managerial ApproachesIn some societies, top managers make all important organizational decisions. In others, these decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions.VS.Centralized Decision MakingDecentralized Decision Making8How Culture Affects Managerial ApproachesIn some societies, organizational decision makers are risk averse and have great difficulty with conditions of uncertainty. In others, risk taking is encouraged, and decision making under uncertainty is common.VS.Safety Risk9How Culture Affects Managerial ApproachesIn some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commissions. In others, cultural norms require group rewards, and individual rewards are frowned on.VS.Individual RewardsGroup Rewards10How Culture Affects Managerial ApproachesIn some societies, much is accomplished through informal means. In others, formal procedures are set forth and followed rigidly.VS.Informal ProceduresFormal Procedures11How Culture Affects Managerial ApproachesIn some societies, people identify very strongly with their organization or employer. In others, people identify with their occupational group, such as engineer or mechanic.VS.High Organizational LoyaltyLow Organizational Loyalty12How Culture Affects Managerial ApproachesSome societies encourage cooperation between their people. Others encourage competition between their people.VS.Cooperation Competition13How Culture Affects Managerial ApproachesSome cultures focus most heavily on short-term horizons, such as short-range goals of profit and efficiency. Others are more interested in long-range goals, such as market share and technologic development.VS.Short-term HorizonsLong-term horizons14How Culture Affects Managerial ApproachesThe culture of some countries encourages stability and resistance to change. The culture of others puts high value on innovation and change.VS.Stability Innovation15A Model of CultureThe explicit artifacts and products of the societyThe norms and values that guide the societyThe implicit, basic assumptions that guide people’s behaviorAdapted from Figure 4–1: A Model of Culture16Values in CultureValuesBasic convictions that people have right and wronggood and badimportant and unimportantLearned from the culture in which the individual is rearedInfluence one’s behaviorDifferences in cultural values may result in varying management practices17Values in CultureAdapted from Figure 4–2: Comparing Cultures as Overlapping Normal DistributionsFrench culture U.S. culture18Values in CultureAdapted from Figure 4–3: Stereotyping from the Cultural ExtremesFrench culture U.S. cultureHow the Americans see the French:•arrogant•flamboyant•hierarchical•emotionalHow the French see the Americans:•naïve•aggressive•unprincipled•workaholic19Values in CultureU.S. Cultural Values Alternative Values Examples of Management Function AffectedTable 4-2U.S.Values and Possible AlternativesIndividuals can influence the future (when there is a will there is a way).Adapted from Table 4-2: U.S. Values and Possible AlternativesLife follows a preordained course, and, human action is determined by the will of God.Planning and schedulingIndividuals should be realistic in their aspirations.Ideals are to be pursued regardless of what is “reasonable.”Goal setting and career developmentWe must work hard to accomplish our objectives (Puritan ethic).Hard work is not the only prerequisite for success. Wisdom luck, and time also are required.Motivation and reward system20Values in CultureU.S. Cultural Values Alternative Values Examples of Management Function AffectedTable 4-2U.S.Values and Possible AlternativesA primary obligation of an employee is to the organization.Adapted from Table 4-2: U.S. Values and Possible AlternativesIndividual employees have a primary obligation to their family and friends.Loyalty, commitment, and motivationEmployees can be removed