MULTICULTURAL INFLUENCES IN HRD (DCE5130) SEMESTER TWO 2015/2016 F2F II (26 MAC 2016)

1. MULTICULTURAL INFLUENCES IN HRD(DCE5130) SEMESTER TWO 2015/2016F2F II (26 MAC 2016)

2. COURSE CONTENT Part 1: Key elements of My Own Culture and other cultures in Malaysia Part 2 Relating at the intra cultural, intercultural, cross cultural Malaysian workplace 4 PARTS . Part 3 Issues and challenges in working across cultures, namely: - when Malaysians go abroad to work - when foreigners come to live and work in Malaysia.

3. COURSE CONTENT Part 2 Relating at the intra cultural, intercultural, cross cultural Malaysian workplace . OSimilarities and differences in values and underlying assumptions of people from different ethnic groups and how they are expressed through managerial practices O A working knowledge of the business approaches, protocol, etiquette and sensitivities as observed by each ethnic group at the workplace O Acquire appropriate skills, strategies and techniques to interact with people from different ethnic groups and cultures for business and social purposes O O Types of workplaces: Intracultural, intercultural and cross cultural O Issues and challenges at the Malaysian workplace

4. ASSIGMENT 3 • How Malaysian manager manage the organization? (intracultural or intercultural organization? • Select one or two cases/activities on how manager manage the organization from cultural perpective (in terms of leadership, communication, motivating, managing conflict etc.) The assignment can be either based on your own experience or others or a research article. • (At least 10 pages. 1.5 spacing) • Due date: 3rd Face to Face

5. MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE • Leading • Communicating • Motivating • Making decisions • Counseling & guidance • Managing conflict • etc

6. DEFINING CULTURE ……. the collective programming of the body, mind and spirit which distinguishes members of one group (nation, ethnic group, company or category) of people from another. (born into, assimilation, acculturation, immersion)(Asmah, 1996) is learned behavior and is transmitted by education

7. DEFINING CULTURE OF ORGANIZATION/ CORPORATION DEFINITION OF CULTURE OF ORGANIZATION/ CORPORATION • …….. a set of values and behaviours which are standardized, institutionalized and habitualized by managers in a particular organizational setting. • (internalization, institutionalization, externalization)

8. CULTURE OF ORGANIZATION • Consists of five cultural dimensions • VALUES form the heart of the org- have to communicate to all employees – if incongruent with their culture – managers takes long time to internalized them.

9. CULTURAL BAGGAGE • the tendency for one's to pervade thinking, speech, and behavior without one being aware of this pervasion. • becomes a factor when a person from one culture encounters a person from another, and unconscious assumptions or behaviors can interfere with interaction. • Workers bring along their home/society culture to org • One company (ex: Matsushita) bring along their cultural values (Japanese) in the form of systems, procedures, techniques and ways of developing HR to countries wherever they develop companies.

10. Bagasi Budaya (cultural baggage). • Semua individu pekerja samada di peringkat atasan atau bawahan, akan membawa budaya masyarakat masing-masing ke organisasi. Istilah ini dinamakan Bagasi Budaya (cultural baggage). • Bagasi budaya ialah kecenderungan bagi seseorang untuk membawa nilai dan amalan budaya masyarakat masing-masing ke tempat kerja. Pekerja akan membawa bersama budaya masyarakat mereka kepada organisasi.

11. Bagasi Budaya (cultural baggage). • Kecenderungan ini meresapi pemikiran, pertuturan dan tingkah laku tanpa individu berkenaan menyedari akan penyerapan tersebut. • Kecenderungan ini menjadi faktor penting apabila seseorang dari satu budaya menemui seseorang dari budaya yang lain. • Konflik boleh berlaku apabila terjadi pertembungan budaya yang berbeza termasuk salah faham, tidak mengetahui rasional sesuatu amalan atau simbol yang digunakan.

12. Bagasi Budaya (cultural baggage). CONTOH • Pengurus Melayu akan membawa budaya Melayu apabila mengurus syarikat yang dimilkinya. • Pekerja Jawa akan membawa budaya jawa apabila bekerja di syarikat yang terdiri daripada pelbagai bangsa. • Pengarah etnik China akan meletakan simbol naga ditempat kerja. • Pengurus dari Jepun (contoh,Sony Corporation) akan membawa membawa nilai-nilai budaya Jepun dalam bentuk sistem, prosedur dan sebagainya (seperti 5S, Genba, kebersihan, patuh) apabila bekerja di Malaysia

14. Source: Understanding The Malaysian Workforce, Malaysian Institute of Management, Kuala Lumpur, 2000 Malays Deference for elders Harmony Cooperation Being non-confrontational Indirectness Faith in God Humility Being apologetic Compliant Tact, Politeness Courtesy Friendliness Generosity Being accommodating Tacit system of reciprocal obligations Loyalty Family orientation Trustworthiness Fairness Sincerity Honesty Self respect (hormat diri) Discipline, patience MALAYSIAN Cultural VALUES Chinese Food Education Achievement Hard work Success Perseverance Diligence Gambling, Risk taking Entrepreneurship drive Wealth, Prosperity Thrift Family, Filial piety Respect, Hierarchy, Position Status, Harmony, Face Modesty Being pragmatic/practical Indians Loyalty of belonging Participation Brotherhood Harmony Respect Family Filial piety Fear of God Karma Hard work Security Face Modesty Being champion of causes Americans: Task orientation Individualism Punctuality Money Privacy Competition

15. KEY ELEMENTS OF CULTURE • Symbols (Simbol) • Rituals (Upacara amal) • Heroes (Peranan Ketua/Wira) • Values (Nilai) • Underlying Assumptions (Andaian Dasar)

16. UNDERLYING ASSUMPTIONS

17. KEY UNDERLYING CULTURAL ASSUMPTIONS Relationship with Nature 1. Control/Mastery.......Harmony 2. Task...........................Relationships 3. Equality.....................Hierarchy 4. Guilt................….......Shame 5. Low Context..............High Context Communication 6. Monochronic.............Polychronic time 7. Individualism............Collectivism Relationship with people Relationship with God 8. Secular......................Spirituality, Religious Acquired.........................Revealed Knowledge @asma

18. 8 PAIRED CULTURAL DIMENSIONS 1. Harmony -------------------------------------------------Control/Mastery - gauges the individual’s relationship with Nature 2. Relationship --------------------------------------------- Task - measures the importance placed on relationships with others versus task accomplishments 3. Hierarchy--------------------------------------------------Equality - gauges the emphasis placed on rank, status and other ascribed attributes over equality issues 4. Shame ---------------------------------------------------- Guilt - verifies if shame (outer driven, external locus of control or guilt (inner driven internal locus of control is the principle that guides behaviour 5. High--------------------------------------------------------Low context communication - measures the extent to which cultures depend on the external environment, situation, nonverbal signs to communicate 6. Polychronic-----------------------------------------------Monochronic time orientation - verifies is the principle that guides behaviour is circular or sequential 7. We --------------------------------------------------------- I - measures the preference for interdependence with other people 8. Religious --------------------------------------------------Secular - verifies the degree in which religiosity, as opposed to secularity, is considered in work related issues @asma

19. CHARACTERISTICS OF VALUES The “shoulds” and “oughts” of thinking and feeling given to us early in life which influence our behaviors Revered Freely chosen Expressed A clear, meaningful and uncompromising statement about what is critical Consciously chosen and not externally imposed Efforts toward intended destination must be made visible @asma

20. Anglos Malaysians n: 500 @asma

21. MULTICULTURAL WORKPLACE

22. 3 TYPES OF CULTURAL INTERFACE Intracultural Intercultural Cross cultural e.g Malay Malay, Chinese, Indians Malaysians and Foreigners Group orientation Collectivity Individualistic Politeness Respect authority Informalities Respect elders Respect others Individual performance Religious Harmony Secular Status conscious Protocol conscious Equality Segregation of sexes Preserving face Objectivity Compromising Hospitality Articulateness, openness Tolerance Directness Patriotic Rapport building Specificity, Give and Take Code switching Proper English Slow, unhurried Common grounds Conflict resolution Indirectness Shared experience Upfront Good manners Trust Achievement-oriented Consultative Verbal skills SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE What one culture values, the other abhors @asma Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996

23. VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE Malays Chinese Indians Malays and Chinese and Indians and Others Malaysians and Anglo- Americans Joking relationship Closeness Polite, friendly Simple Indirect INTRA CULTURAL Rapport building Code switching Common grounds and history Share experience and meaning INTER CULTURAL CROSS CULTURAL Direct and to the point Proper English Formal English Specificity Punctuality, Timeliness Efficiency, Effectiveness CROSS CULTURAL @asma

24. MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS Jaga Maruah(Preserving Face) Budi Bahasa(Language of Character) Mesyuwarah & Gotong Royong (Consensus-seeking and Cooperation) Tolong Satu Sama Lain (To Help One Another) Kawan (Member System) @asma

25. UNDERLYING ASSUMPTIONS Implications of understanding Malaysian underlying assumption for Organization @asma

26. 1. Harmony is more important than control Values Status quo Friendly Accommodating Tolerant Flexible Compromising Conflict avoidance Cooperation Face saving Implications for leadership behaviours Promote collaborative behaviors in resolving conflicts Seek Agreement as it is more important than disagreement Recognise the Importance of building harmonious relationships Some challenges Set a climate where people can feel safe and secured when they show disagreement Take charge – even when there are objections Become more problem-centred in our approach Build a culture of constructive conflict or debate yet maintain harmony and a sense of togetherness @asma

27. 2. More relationship-oriented than task driven Values Personable Tolerant Friendliness Accommodating Compromising Implications Build relationships before getting down to task Pay attention to sensitive issues as they may fremain covert Is generous with time Some challenges Encourage the quiet ones to share their views Learn to manage conflict and at the same time preserve Build allies based on knowledge and expertise Make the task the boss. @asma

28. 3. More hierarchical than egalitarian Values Respect for elders Status and power Protocol and ceremonies Politeness Implications Be decisive as others may look at you for directions and vision Recognise that discussions on certain issues can be difficult across hierarchical lines as the parent and child relationship of dependency makes negotiation on an adult to adult basis difficult Some challenges Encourage subordinates to be open about their constructive criticisms Be more approachable with subordinates Appoint visionary and integrative leaders who can set direction and align people Minimise excessive protocol - waste of time and energy and of low value added @asma

29. 4. Driven by shame than guilt Values Face saving Malu Group accountability Implications Take care of face - Concern with face saving: giving, getting, showing, losing Encourage giving and receiving of feedback Encourage people to learn and be personally driven to get things done. Promote self initiative and not wait for instructions @asma Attack ideas not the person

30. 5. High Context form of communication Values Indirect Not so specific Time waster Face saving Collective agreement Implications Take care of people’s feelings Focus on how things are said - facial expressions Tendency to suffer in silence Methods of conflict resolution are so controlled - suppressed anger, often channelled through symbolic aggression, gossip, name calling, backbiting,character assassination, gestures, silence of contempt, slander, paranormal aggression like black magic, witchcraft, sorcery and sudden outburst of hysteria like amok Use flowery language, “poison pen” letter and engage third party to resolve conflict Triangular form of giving feedback Personalised feedback - unwilling to separate person from behaviour Avoid open discussions on “unsuitable” topics. Tendency not to discuss matters too openly for the sake of preserving harmonious relationships Restriction in upward flow of critical and honest feedback Not willing to speak up - never know what the other person is thinking and not saying Be more specific and detailed oriented. Know the context in which we are functioning @asma

31. 6. Polychronic time than monochronic Values Diffused Right brain Analog left brain Flexible Multi tasking Implications Not always punctual Accommodating to changing deadlines React to multiple demands Look at clock time in terms of building relationships Be more monochronic towards time and work output Be ruthless with time but gracious with people. @asma

32. 7. A More Related (we) Self than separated (I) We: Related self Communitarianism Concern for welfare of others Interdependence Obedience Loyalty Duty Sacrifice Implications Promote feelings of interdependence, collaboration, sharing with others Can be difficult to maintain privacy, confidentiality Less inclined to be too different – downplay uniqueness and individual strengths Groupthink - members may not be so vocal Togetherness - like to do things in groups, teamwork, cronyism May not be too vocal in expressing strong opinions and true feelings Need to be more decisive Develop individual competencies and get reinforcement from the group. Focus on skills in working together as well as becoming a functional individual contributor. @asma

33. 8. Religious than secular Values: Religious Work is a form of worship Implications Belief in a Supreme Being Religious practices are observed at workplace Integration of work and non-work matters No separation of work from religious matters Can abuse time given Tolerance of less scientific thinking Fengshui, fortune telling, position of shrines at workplace For Muslims: Social segregation between genders among Muslims Forms of greetings differ Understand the concept of aurat,haram, halus, wajib, sunat Food and ceremonies : halal food, kosher Use religion as a force of social change Regard work as a passion and joy @asma

34. TYPES OF CULTURAL INTERFACE AT THE Malaysian WORKPLACE INTRA CULTURAL Within one ethnic group Kelantan library INTER CULTURAL With different ethnic groups within a country e.g. Malays, Chinese Indians and Others National library CROSS CULTURAL Between two different cultures e.g. Malaysian and Americans Lincoln library

35. 3 TYPES OF CULTURAL INTERFACE Intracultural Intercultural Cross cultural e.g Malay Malay, Chinese, Indians Malaysians and Foreigners Group orientation Collectivity Individualistic Politeness Respect authority Informalities Respect elders Respect others Individual performance Religious Harmony Secular Status conscious Protocol conscious Equality Segregation of sexes Preserving face Objectivity Compromising Hospitality Articulateness, openness Tolerance Directness Patriotic Rapport building Specificity, Give and Take Code switching Proper English Slow, unhurried Common grounds Conflict resolution Indirectness Shared experience Upfront Good manners Trust Achievement-oriented Consultative Verbal skills SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE What one culture values, the other abhors Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996

36. VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE Malays Chinese Indians Malays and Chinese and Indians and Others Malaysians and Anglo- Americans Joking relationship Closeness Polite, friendly Simple Indirect INTRA CULTURAL Rapport building Code switching Common grounds and history Share experience and meaning INTER CULTURAL CROSS CULTURAL Direct and to the point Proper English Formal English Specificity Punctuality, Timeliness Efficiency, Effectiveness CROSS CULTURAL

37. MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS Jaga Maruah(Preserving Face) Budi Bahasa(Language of Character) Mesyuwarah & Gotong Royong (Consensus-seeking and Cooperation) Tolong Satu Sama Lain (To Help One Another) Kawan (Member System)

38. MANAGEMENT PRACTICE - MULTICULTURAL WORKPLACE

39. HR Functional Areas

40. MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE • Leading • Face, nurturing group, relationship, TOWKAY, TUAN, SMALLMAN (humble), Caring • Communicating • Face, polite, cooperation • Making decisions • FACE, respect for age, harmony • Managing conflict • non-confrontational, face, respect for others

41. LEADERSHIP

42. In Malay Society • Leader: • basically depends on status & family which he was born • depends on status subsequently conferred upon him • commonly used model: ketua kampung

43. Characteristic of Leader • According to Prof. Dahlan (1991): • Man with high social status, coming from noble family • Well versed in adat and customs • Possessed strong personality • Able to gain respect and admiration from the follower (words, actions & deeds)

44. Key Criterion of Leader • Mulia: • Refer to the credibility & the amount of respect that will be received • Being admired because of their virtuous qualities • Followers tend to look into the leader that they can trust, respect & committed to their objectives through words & actions • Leader reputation/esteem depends on: • Respect towards the moral values & professional reputation • Prestige

45. Leadership in Organisation Context • Leadership concept: • hierarchical & status based • Act with authority, but behave as caring & nurturing parent • Authoritarian is unnecessary • Leadership style: • paternalism (give & take) • The ideal leader: • Ability to understand people and demonstrate rasa • Build a relationship of trust and understanding • Low-keyed & unhurried

46. Admirable Qualities of Leader • Yang mulia (righteous) • Berbudi bahasa (humble & well mannered) • Baik tutur bahasa (say pleasant things) • Murah hati (willing to spend money) • Berusaha (industrious) • Tajam & gigih (great alertness) • Empathy, humility, tactfulness • Working unobtrusively & enlisting the assistance and moral support of others (imam) • Warak alim • Etc.. (may refer to page 73)

47. Key Elements of Leadership Culture • Symbols: • Raja yang berdaulat (king, sultan), cokmar, tempat duduk raja • Rituals: • pertabalan raja-raja (nobat), every appoinment of Government Leader (oath to be taken in ritual ceremony), (sembah kepada agung) • Raja berarak-melawat negeri-sambutan oleh rakyat • Role model: • Pak Lah (Prime Minister), Sultan Mizan (Agong) • Practice

48. Type of Leader & Way of Expressing Budi

49. MOTIVATING • Malays are motivated by their affiliation to groups, families & individuals. • They would respond better if they could see benefits not just to the company but also to their family, community, nation and religion.

50. MOTIVATING