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Session #2: CULTURE Objectives and Agenda

Session #2: CULTURE Objectives and Agenda. Class members will gain an understanding of : The concept of culture Differences among national cultures Organizational cultures and diversity The process of acculturation in organizations Multicultural Workplace Video

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Session #2: CULTURE Objectives and Agenda

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  1. Session #2: CULTUREObjectives and Agenda • Class members will gain an understanding of : • The concept of culture • Differences among national cultures • Organizational cultures and diversity • The process of acculturation in organizations • Multicultural Workplace Video • Vignettes showing culture in action. • Share newspaper articles reflecting intolerance.

  2. Definitions of Culture • "Culture is the way in which a group of people solves problems" (Trompenaars, 1993) • "Culture is the collective programming of the mind which distinguishes one group or category of people from another." (Hofstede, 1993) • "Culture is a construct....it is not directly accessible to observation but inferable from verbal statements and other behaviors...."(Hofstede, 1993) • "Culture is to society what memory is to the person. It specifies the designs for living that have proven effective in the past, ways of dealing with social situations, and ways to think about the self and social behavior....(Triandis, 1989) • Culture constitutes learned and shared values. Values are enduring beliefs that one way of acting or being is better than another. (Carr-Ruffino, 1996).

  3. CULTURE(Carr-Ruffino, 2000) • Consensus reality of group. • How we agree to create our reality. • Ways of thinking, feeling, speaking and acting. • Obvious and hidden aspects. • High priority beliefs=values • The roots or foundation of culture.

  4. Symbols Language Behavior Practice Customs Norms Traditions Beliefs Priorities Assumptions Values Culture as Iceberg Visible What Invisible Why

  5. Hofstede’s (1993) Cross Cultural Analysis: 5 Dimensions of Culture • 1. Power Distance: • degree of inequality among people in given country. • culture based on rank/status vs. democracy • 2. Individualism vs. Collectivism: • "I" versus "We". Individual versus Group. • 3. Masculinity vs. Femininity: • competition & performance outcomes vs. cooperation and relationship outcomes. • 4. Uncertainty Avoidance: • preference for structure & clear rules. • low uncertainty avoidance: flexible & easy-going; difference is interesting. • high uncertainty avoidance: rigid; difference is dangerous. • 5. Long vs. Short-Term Orientation. • long-term: future-oriented, saving, persistent. • short-term: past & present; respect for tradition & fulfilling social obligations.

  6. Hofstede’s (1993) Study of 64 National Subsidiaries of IBM in 10 Countries • Compared to other countries, American culture: * average on power distance and uncertainty avoidance • * highly individualistic • * fairly masculine • * short-term oriented.

  7. Trompenaars (1993) Taxonomy of National Cultures RELATIONSHIPS WITH PEOPLE 1. Universalism vs. Particularism (rules vs. relationships) Universalism: "What is good and right can be defined and always applies." Particularlism: "It depends...look at obligations of relationships and unique circumstances.” 2. Individualism vs. Collectivism (group vs. individual) Do people regard themselves primarily as individuals or part of group? Collectivists: sacrifice personal interests for good of group. Individualists: value autonomy, self-reliance & individual rewards. 3. Neutral vs. Emotional (range of feelings expressed) Should the nature of our interactions be objective and detached, or is expressing emotion acceptable ? (cont’d)

  8. RELATIONSHIPS WITH PEOPLE (continued) 4. Specific vs. Diffuse (range of involvement) specific: relationships defined by contract. diffuse: whole person involved in business transaction. 5. Achievement vs. Ascription (doing vs. being) achievement: status based on accomplishment. ATTITUDES TOWARDS TIME 1. Prior Achievements vs. Future Plans 2. Linear vs. Circular vs. Procedural • Linear: sequential series of passing events; time has fixed units with beginning and end; emphasis on the future; promptness & deadlines. • Circular: past, present & future inter-related; focus on past & present; time more "elastic". • Procedural: time doesn't matter; work until task completed. (cont’d)

  9. ATTITUDES TOWARDS ENVIRONMENT 1. Control Nature vs. Co-exist with Nature World more powerful than individuals or vice versa. 2. Internal vs. External Locus of Control (Rotter, 1966) External LOC: life determined by external, often uncontrollable forces. Internal LOC: individual controls life. 3. Fatalism/karma. SPACE AND COMMUNICATION(Carr-Ruffino, 2000) 1. Personal Space Middle Eastern (closest), Latino (middle), most distance in Western/Asian cultures. 2. Communication Patterns Western cultures “get to the point.” Other cultures: more indirect Use of “go-betweens.”

  10. Euro-Western Cultural Values (Carr-Ruffino, 2000) • Individual (vs. Group) • Status Earned (vs. status ascribed) • Doing./getting (vs. Being/spiritual) • Facts (vs. Feelings or Aesthetics) • New Ways/Technology (vs. Tradition) • Controlling Nature (vs. Living With Nature) • Verbal Communication (vs. Nonverbal) • Nuclear Family (vs. Extended Family) • Separate Work-Family/Social Roles (vs. Integrated Roles) • Internal Control (vs. External control/fate/luck) • Question Authority (vs. Deference/respect) • Old = bad/ put in homes (vs. Respect/stay in home)

  11. Organizational Culture (Pettigrew, 1979; Schein, 1985) • Basic assumptions, values, beliefs and ideologies that define an organization’s view of itself and environment. • A shared, but often unarticulated vision shared by its members. • A socially constructed reality. • A historically determined phenomenon manifested in values, rituals, heroes, symbols and practices. • Influenced by societal culture • Shaped by majority group membership -- those in positions of power.

  12. Examples of Culture Clashes in Organizations • Interviews: strut your stuff vs. let record speak for itself. • Performance Reviews: Give me feedback vs. lose face. • Leader Relations: Question leader vs. Respect position. • Schedules/Goal Setting: Linear (bottom line first) vs. Circular (concerned with process.) • Working in Groups: Credit where credit is due vs. Group takes credit. • Communication: Direct verbal confrontation vs. Nonverbals and subtle communication

  13. ACCULTURATION(Berry, 1980; 1984) The process for addressing cultural differences and cultural change and adaptation between groups in organizations. _______________________________________________________________ FOUR MODES OF ACCULTURATION 1. Assimilation One-way adaptation - dominant culture becomes standard for other cultures. Subcultures expected to conform to norms & values. Subcultures are not preserved. 2. Separation Minority unwilling/unable to adapt to dominant culture. Seek cultural & often physical autonomy. (i.e,"Chinatown") Cultural segregation: Cultural exchange between groups is minimal. 3. Deculturation Neither culture is influential or highly valued. Cultural isolation: Minority members severed ties with their group & do not form new ties with dominant culture. 4. Pluralism Minorities assimilate some core behaviors and values, but preserve essential differences on other dimensions. Preservation of microculture identity. Interdependence and mutual appreciation among cultures. Cultural exchange: Both groups change to reflect norms and values of other.

  14. FACTORS AFFECTING ACCULATURATION(Cox & Finley-Nickelson, 1991; Harquail & Cox, 1993) • Degree of Alignment Between Cultures • Fit, Overlap & Distance • Biculturalism • Organizational Culture • Narrow evaluations of good vs. bad. • Tolerance for ambiguity. • Latitude of acceptable behavior. • Risk aversion or acceptance. • PLURALISM FACILITATED BY: • Bicultural identity structures. • Moderate to high cultural overlap. • High levels of cross-cultural knowledge and sharing. • Culture and policies that broadly value diversity. • Culture that strongly enforces pivotal values, but allows for deviations in peripheral behaviors.

  15. Types of Organizational Cultures (Cox, 1991) • MONOLITHIC • Homogeneous • Low structural/informal integration • High cultural bias • Low intergroup conflict • Assimilation • PLURAL • More heterogeneous • Some structural/Informal integration • Progress on cultural bias • High intergroup conflict • Assimilation • MULTICULTURAL • Heterogeneous • Full structural/Informal integration • Prejudice and discrimination eliminated • Low intergroup conflict • Pluralism

  16. The Multicultural Workplace Video • List the work values and cultural differences between individuals in the following vignettes: • Carlos and Susan (subordinate): • Carlos and Bill (peer): • Carlos and George (boss): • Mike, May, Alex, Sherri & Ted (leader):

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