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Chapter Two

Chapter Two. The Global and Cultural Contexts. Definition of Culture. Commonly held values, customs and norms within a group of people Guides behaviors Makes a group unique Differentiates group from others. Organizational culture. Organizational culture. Organizational culture.

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Chapter Two

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  1. Chapter Two The Global and Cultural Contexts

  2. Definition of Culture • Commonly held values, customs and norms within a group of people • Guides behaviors • Makes a group unique • Differentiates group from others

  3. Organizational culture Organizational culture Organizational culture Organizational culture Levels of Culture

  4. Hall’s Cultural Context • Low Context Cultures • Rely on explicit verbal and written messages • Clear words convey message • Formal contract determines action • Direct communication and specific instructions • High Context Cultures • Rely on environmental cues and context • Subtle cues convey message • Trust is more important than formal contract • Indirect communication

  5. High and Low Context Culture HIGH CONTEXT Japanese Chinese Korean African American Native American Arabs Greeks Latin cultures Italians English French North Americans Scandinavians Germans Swiss Germans LOW CONTEXT

  6. Hofstede’s Cultural Dimensions • Power distance • Uncertainty avoidance • Individualism-Collectivism • Masculinity-Femininity • Time orientation

  7. Individualism-Collectivism In individualistic cultures: • Self is autonomous from group • Personal goals are given priority over in-group’s • Personal attitudes determine social behavior • Relationships based on exchange • Others are far and removed from self

  8. Individualism-Collectivism In collectivist cultures: • Self defined as dependent on in-group • Group’s goals are given priority over individual’s • Social norms determine social behavior • Relationships based on communal terms • Friends are close, enemy is far • OK to lie to out-group members

  9. Individualism-Collectivism Horizontal -Emphasis on equality Vertical -Emphasis on hierarchy

  10. Individualism-Collectivism Vertical Collectivist (VC) • Rank and status among members • Obedience to authority • Sacrifice of self Horizontal Collectivist (HC) • Members are equal • No hierarchy • Consensus

  11. Individualism-Collectivism • Vertical Individualist (VI) • Individual considered unique, and • Superior to other individuals • Horizontal Individualist (HI) • Individual considered unique, but • Not superior to others

  12. Egalitarian Person Task Hierarchical Trompenaar’s Cross-Cultural Organizational Cultures INCUBATOR Individual-oriented Leader removes obstacles Focus on individual growth GUIDED MISSILE Performance-oriented Leader is a guide Focus on achieving common goal FAMILY Power-oriented Leader is caring parent Focus on building relationships EIFFEL TOWER Rigid and robust Leader is undisputed legitimate boss Focus on rational performance

  13. GLOBE Dimensions • Power distance: Degree to which subordinates accept unequal distribution of power • Uncertainty avoidance: Tolerance for ambiguity and uncertainty • Humane orientation: Degree to which fairness and kindness are valued • Collectivism I (Institutional): Degree to which collective action and distribution of resources is valued

  14. GLOBE Dimensions • Collectivism II (In-group): Degree to which individuals are close to their family or organizations • Assertiveness: Degree of directness and confrontation • Gender egalitarianism: Extent of gender differentiation • Future orientation: Extent of investment in the future rather than past or present • Performance orientation: Degree to which performance is valued

  15. Dimensions of Diversity Secondary Dimensions Marital Status Education Primary Dimensions Gender Ethnicity Income Person Occupation Sexual Orientation Disability Religion Age Race Socio-economic background Other group memberships

  16. Gender and Leadership: Current State • Women fill 40-50% of supervisory and managerial positions in U.S. • Women hold only 15.6% of corporate officer positions • As of 2007, only 2 female CEOs of Fortune 100 companies • In 2006, female executives salaries were 36% of that of male executives in the U.S.

  17. Suggested Reasons for Poor Representation of Women in Leadership Roles • Differences in style • Less experience • Less commitment • Less education • Gender stereotypes • Glass ceiling • Blatant discrimination

  18. Factors in Becoming a Multicultural Organization Organizational Culture Similar Role Models Education and training Leadership Research and measurement Organizational Policies Follow-up Feedback Accountability

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