the impact of culture on management and leading styles, working and thinking styles, learning and...
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THE IMPACT OF CULTURE
on management and leading styles,working and thinking styles,learning and teaching styles
Seminar: The training of cross-cultural competence and skills
Lecturer: Prof. Dr. Beneke
Students: Anke Boettcher, Kathrin Pinker
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1. Introduction
2. Attitudes towards culture
3. National culture
4. Corporate culture
5. Different business areas
6. Conclusion
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technology leadership
negotiation creativity
feedback
time rewards
labels
science
machines hierarchies
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Attitudes towards culture
• Parochialism – “our way is the only way”
• Cultural Blindness - People do not recognize cultural differences in order to be just and to treat everybody equally.
• Ethocentrism – “our way is the best way”
• Synergy – Cultural diversity is recognized and can lead to both advantages and disadvantages.
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Synergy
• Cultural diversity key ressource • Managing the impact of diversity rather than
ignoring the diversity• Result is more than the sum of the single
contributions• Advantages: more flexible, creative and open to
new ideas
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Synergy
Culturally synergistic Problem Solving
1. Recognition of the problem
2. Analysis from different perspectives
3. Solution appropriate for all cultures
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1. Introduction
2. Attitudes towards culture
3. National culture
4. Corporate culture
5. Different business areas
6. Conclusion
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First example:
Management by objectives(employer and employee decide together on an objective, which the
employee has to achieve within a certain time. After that period of time the result is evaluated.)
Crucial dimensions are:• Power distance• Individualism• Relation to nature
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Second example: Feedback
Crucial dimensions:
• Individualism (losing face)• Relation to nature• Communication style
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1. Introduction
2. Attitudes towards culture
3. National culture
4. Corporate culture
• Family culture
• Eiffel Tower culture
• Guided Missile culture
• Incubator culture
5. Different business areas
6. Conclusion
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The Family Culture
• Person-oriented• Hierarchical: father-children relationship• Ascribed status
• Culture clusters: Greece, Italy, Japan, Singapore, South Korea, Spain, other nations which industrialized late and smaller companies
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The Eiffel Tower Culture
• Hierarchies• Ascribed status to a role and not to a person• Task-oriented• Personal relationships are not desired
• Culture clusters: Austria and Germany
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The Guided Missile Culture
• Egalitarian• Task-oriented• Status is achieved• Individualistic
• Culture clusters: USA, Norway, Ireland
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The Incubator Culture
• Person-oriented• Egalitarian• Minimal hierarchies and structure• Creative and spontaneous• Leadership is achieved
• Culture Clusters: Sweden,USA (Silicon Valley), UK (Silicon Glen) and smaller companies
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1. Introduction
2. Attitudes towards culture
3. National culture
4. Corporate culture
5. Different business areas
• Leadership
• Motivation
• Decision making
• Example Japan
6. Conclusion
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Leadership
McGregor (1957)• Theory X
– people are basically lazy, dislike work– tight control system
• Theory Y– people are trustworthy, enjoy work– are given autonomy and responsibility
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Leadership
William Ouchi (1982)• Theory Z
– based on Japanese management– lifetime employment, concern for the total
person– close and trusting relationships to improve
productivity
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Motivation
Abraham Maslow (1954) – Hierarchy of needs
• Physiological, safety, social, esteem and self-actualization needs
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Motivation
David McClelland (1961) – Achievement Theory• Achievement, power and affiliation
Victor Vroom (1964) – Expectancy Theory
• People estimate their ability to perform a task and the probable type of reward
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Motivation Theories
• Abraham Maslow (1954) – Hierarchy of needs– Physiological, safety, social, esteem and self-
actualization needs
• David McClelland (1961) – Achievement Theory– Achievement, power and affiliation
• Victor Vroom (1964) – Expectancy Theory– People estimate their ability to perform a task and the
probable type of reward
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Decision making
1. Problem recognition
2. Information research
3. Construction of alternatives
4. Choice
5. Implementation
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Product-design for Japan
• Prefer quality and are willing to pay premium prices
• Different taste: less sugar and salt
• Smaller servings
• Different body shape
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Japanese television advertising
• Length: 15 seconds or less
• Mood advertising
- non-verbally or with few words
- emotion, humour, shock
- good first impression
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Conclusions
• Culture has a very important impact on business, but not everything can be explained by it
• Other influences: individual character, situation, legal system etc.
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Literature
• Adler, Nancy (1991), International Dimensions of Organizational Behaviour, 2nd ed., Belmont: Wadsworth
• Henderson, George/Spigner-Littles, Dorscine (1996), A practitioner‘s guide to understanding indigenous and foreign cultures, 2nd ed., Springfield: Thomas Books
• Trompenaars, Fons (1998), Riding the ways of cultures, 2nd ed., New York et al: McGraw-Hill
• March, Robert (1990), Honoring the customer. Marketing and selling to the Japanese, New York et al: Wiley and Sons
• Beneke, Jürgen (2000),Orientation Matrix, University of Hildesheim
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Literature
• Hofstede, Geert (1997), Cultures and Organizations, New York et al.: McGraw-Hill
• Knapp, Karlfried et al. (eds.)(1999), Meeting the Intercultural Challenge, Sternenfels: Verlag Wissenschaft und Praxis