CHAPTER 8

1. CHAPTER 8 CROSS-CULTURAL RELATIONS AND DIVERSITY

2. OPENING CONCEPTS • Management welcomes diverse workforce as well as diverse customers. • Workforce continues to be more diverse. • Business has become increasingly international (global). • Many companies have become dependent on foreign trade. • More work, including call centers, is subcontracted to foreign companies.

3. Opening Concepts, concluded • Diversity has important implications for career-minded person. • To succeed, you must relate effectively to people from different cultural groups from inside and outside your country. • Being able to relate to a culturally diverse customer base is also necessary for success. • Being skilled at cross-cultural relations can also be an asset in personal life.

4. 10 CROSS-CULTURAL SKILLS AND ATTITUDES (SAQ 8-1) • I have spent time in another country. • At least one of my friends is deaf, blind, or uses a wheelchair. • I can read in a language other than my own. • I can speak in a language other than my own. • My friends include people of different races than my own.

5. 10 Cross-Cultural Skills and Attitudes, concluded • Although another culture may be different from mine, that culture is equally good. • My friends include people of different ages. • I would accept (or have accepted) an overseas work assignment of more than several months. • I have a passport. • I know the approximate difference in value between the U.S. dollar and the euro.

6. THE DIVERSITY UMBRELLA • Valuing diversity refers to respecting and enjoying a wide range of cultural and individual differences. • The diversity umbrella is supposed to include everyone in an organization. • The umbrella continues to include more people as the workforce encompasses more variety.

7. The Diversity Umbrella, concluded • The umbrella is important because people can be discriminated against for individual (e.g., body piercing) as well as group (e.g., being Muslim) factors. • The goal of a diverse organization is for persons of all cultural backgrounds to achieve their full potential without being restrained by group identities. • Another goal is for groups to work together harmoniously.

8. ORGANIZATIONAL CONSEQUENCES OF DIVERSITY • Multicultural experiences enhance creative thinking such as ideas for new products. • More profits based on culturally diverse workforce attracting diverse customers. • Positive diversity climate can lead to sales growth (J.C. Penney study). • Within group diversity can lead to so much conflict that productivity suffers.

9. OUTLINE OF UNDERSTANDING CULTURAL DIFFERENCES • Cultural Sensitivity • Political Correctness and Cultural Intelligence • Respect for all Workers and Cultures • Cultural Fluency • Dimensions of Differences in Cultural Values • Cultural Bloopers

10. CULTURAL SENSITIVITY • To relate well to person from foreign country, person must be alert to possible cultural differences. • Be willing to acquire knowledge about local customs and speak language passably. • Cultural sensitivity is awareness of and willingness to investigate reasons why people of another culture act as they do.

11. POLITICAL CORRECTNESS • Intent is not to offend or slight anyone, and be extra civil and respectful. • Best not to refer to worker’s race, sex, ethnicity, or physical status. • A 55-year-old female support worker should be referred to as a woman not a girl. A man who is a nurse is a nurse, not a male nurse. • Empathy facilitates cultural sensitivity and political correctness.

12. THE COMPONENTS OF CULTURAL INTELLIGENCE (CQ) • Cognitive (the head): knowledge and how to acquire knowledge. • Emotional/Motivational (the Heart): energizing actions and building personal confidence. • The Body (Physical): translates intentions into actions and desires. CQ enables us to pick up subtle cues about how to act with people from another culture.

13. RESPECT FOR ALL WORKERS AND ALL CULTURES • Respecting all workers and their cultures leads to cross-cultural understanding. • Respectful belief is that although another culture is different it is equally good. • Company policies that encourage respect for rights of others breed tolerance. • Employee network (or affinity) groups are an official way of demonstrating respect for all workers (e.g., company Latinos).

14. CULTURAL FLUENCY • Cultural fluency is the ability to conduct business in a diverse, international environment. • Involves variety of skills such as relating well to people from different cultures, and knowing a second language. • Knowledge of the international business environment is part of culture fluency. • Cultural intelligence contributes also.

15. DIMENSIONS OF DIFFERENCES IN CULTURAL VALUES • Dimensions listed here are those most directly related to interpersonal skills. • Cultural dimensions are stereotypes that apply to representative person from particular culture—no insults intended. • Individual differences are substantial, such as many Americans not being assertive.

16. NINE CULTURAL VALUE DIMENSIONS • Performance orientation—encourage and reward performance improvement and excellence • Assertiveness—assertive, confrontational, and aggressive • Time orientation—importance of time (urgent versus casual) • Humane orientation—fairness, altruism, and caring

17. Nine Cultural Value Dimensions, continued • In-group collectivism—pride, loyalty, and cohesiveness in organizations and family • Gender egalitarianism—minimizing gender inequality • Acceptance of power and authority—unequal distribution of power • Work orientation—expectations of hours worked, weekly and yearly • Social support seeking—getting help from others with difficult problems

18. APPLICATION OF KNOWLEDGE ABOUT CULTURAL VALUES • Recognize that a person’s national values might influence his or her job behavior. • Assume you wanted to establish good relationship with person from high humane orientation culture. • Effective starting point would be to emphasize care and concern when communicating with the individual.

19. CULTURAL DIFFERENCES IN WORK ORIENTATION • American corporate professionals work an average of 55 hours per week. • American workers average two weeks of vacation; one month is the norm in Europe. • U.S. employees average 1,804 hours of work per year; 1,407 for Norwegians, and 2,200 hours in seven Asian countries.

20. CULTURAL BLOOPERS • Minimize actions likely to offend people from another culture based on values. • To avoid bloopers, carefully observe people from other cultures. • Advertising on Websites creates opportunity for cultural bloopers. • Advantageous to communicate your message in customer’s language.

21. OVERCOMING CROSS-CULTURAL COMMUNICATION BARRIERS • Be sensitive to existence of cross-cultural communication barriers. • Show respect for all workers. • Use straightforward language and speak slowly and clearly. • Observe cultural differences in etiquette. (“Do I use my hands or fork to eat this eel?)

22. Communication Barriers, continued • Be sensitive to differences in nonverbal communication. (“Is thumbs-up okay?”) • Do not be diverted by style, accent, grammar, or personal appearance. • Be attentive to individual differences in appearance. (Do not confuse people because they are members of same race.) • Pronounce correctly the names of people you interact with from other countries.

23. OUTLINE OF TECHNIQUES FOR IMPROVING CROSS-CULTURAL RELATIONS • Cultural training • Cultural intelligence training • Language training • Diversity training • Cross-cultural and cross-gender mentoring programs

24. CULTURAL TRAINING • Cultural training is a set of learning experiences to help employees understand the customs, traditions, and beliefs of another culture. • Cultural training can be useful in helping people from one culture understand their customers from another culture. (“How far will your team go in the World Cup?)

25. CULTURAL INTELLIGENCE TRAINING • Program is based on principles of cultural intelligence. • Focuses on three contributors to CQ—head, heart, and body. • Taught to size up environment to determine which course of action is best. • Training helps worker figure out such things as which handshake is best.

26. LANGUAGE TRAINING • Language training can be part of cultural training or separate activity. • Second-language knowledge helps build connections with people. • Language training is important when many customers and employees do not speak your country’s official language. • Learning second language is hard work, requiring frequent practice.

27. DIVERSITY TRAINING • Strives for workplace harmony by teaching people how to get along better with diverse work associates. • All forms of diversity training center on increasing awareness of and empathy for people different from oneself. • Development of empathy is emphasized. • Diversity training can perpetuate negative stereotypes about groups.

28. CROSS-CULTURAL AND CROSS-GENDER MENTORING • Members of targeted minority groups are assigned mentors. • Results in more rapid career advancement for people mentored. • Person mentored is helped to make the right contacts and learn professional skills. • Mentors need good interpersonal skills.