GSBS6009 Cross Cultural Management

GSBS6009 Cross Cultural Management Lecture 3 The meaning and dimensions of culture 2 Dr. Karen Tian

Learning Objectives Understand how to conduct a case analysis assignment Understand value orientation-Fons Trompenaars’ dimensions Identify method to reconcile cultural dilemmas -Model of reconciliation -The reconciliation process

Case Study Analysis Workshop Assignment 1. Europe Disneyland

Assignment • Case: Euro Disneyland • Case is from Phatak, A. V.,Bhagat, R.S. & Kashlak, R. J. 2005. International Management: Managing in a Diverse and Dynamic Global Environment. McGraw-Hill: New York. PP 170-181. • Available on Short Loans Online: -Case 1:Euro Disneyland

Assignment • 20 % of total marks • Between 1000-1500 words maximum(exceed word limit will lead to penalty) • Size 12 fonts and 1.5 line spacing • Correct referencing according to NBS Student Manual must be used (APA 6th) • Due date: due on Tuesday week 5, 2th October 2012 • Submission through Turnitin essential.

What is a case study ? • A case study is a written record of the events that occurred at a particular company or within a particular industry over a number of years (Schweitzer, 2005) • The details included in a case study may include, but are not limited to: • Information about a company, industry, or project • Objectives, strategies, and challenges established and encountered • Responses, results, and recommendations

Benefits of Case Study Analysis • learn about the types of problems that many companies and industries encounter • analyze the steps other managers have taken to correct specific problems and concerns • put your problem solving skills to the test • allow you to engage in exciting discussions with classmates and lecturer

How to Analyse a Case Study • You must first have a good understanding of the case study • Know the case backwards and forwards before you begin your case study analysis • Give yourself enough time to write the case study analysis. You don't want to rush through it • Analyse the case study requirements/questions/tasks • Research on the questions • Structure to answer each of the questions • Answer the questions • Proof reading

Case Study Tasks/Questions • Using Trompenaars’ seven cultural dimensions as a point of reference identify and discuss the cultural differences between United States and France illustrated in this case. Using Trompenaars’ seven cultural dimensions critically analyse Euro Disneyland performance in managing their operations. As consultants, your analysis should both explain the major mistakes made and provide insights into what could have been done to avoid /address them.

How to answer the question/s • Analyse the question • What is the topic/content of the question • What is the focus • What task words describes what you have to do • Understanding what to do with the question • What is the purpose of the question • What are relevant issues • Keeping the writing focused on the question • Sustained argument • Progression of ideas • Supporting evidence

Argue your findings • An argument is a series of points that support a point of view and progress logically to a conclusion. • Your series of points should be supported by references (either textbook or journal articles). • Take examples from the case to argue your point.

Argument Uses critical analysis to make an informed opinion Presents information to a specific perspective, or position Acknowledges other points of view Answers possible challenges Information Outlines or shows a situation without analysis Presents all information with no focussed position Does not consider other points of view An argument is not the same as informationArgument Versus Information

The Case Study Structure • A Brief Case Introduction • -No more than 100 words • Case Study Body-answer questions • identify and discuss the cultural differences between United States and France illustrated in this case by applying Trompenaars cultural dimension theory. • Using Trompenaars’ cultural dimensions critically analyse Euro Disneyland performance in managing their operations. • explain the mistakes made • provide insights into what could have been done to avoid /address mistakes • Conclusion

Introduction: • should introduce topic or address the question/problem • should outline the progression of arguments you are going to make • may indicate scope of discussion • is generally 10% of the total words for the case study

Case Study Body • Your Case Study Body is a series of paragraphs which deals with different points that you will make regarding the topic. • In this assignment I have helped you by suggesting questions that you need to answer, so you should at least have one paragraph for each of these questions.

Paragraph structure… Topic sentences: the MDE principle M: main idea/Topic sentence D: details E: examples Plus: CS: concluding/comment sentence • sums up the point of the paragraph • may refer back to question • may not always be necessary if it interrupts flow to next point

Coherent, cohesive paragraph Details With References Main Idea/Focus Advocates of online learning quote a range of advantages over traditional instructor-led training.The most immediate advantage is that online learning facilitates ease of delivery where employees may be geographically dispersed (Noe, 2002), or where the task of organising a physical space for training would take time or even production space (Dobbs, 2000). Consequently, a significant advantage of online learning is that it is cost effective: the company does not incur travel expenses or loseproduction hours.Given these savings in costs, it would seem that computer technology may easily replace the HRD professional. Conclusive sentence on this point.

Paragraph with Example Main Idea/Point in paragraph Another theory that can be usefully applied to this case is Equity Theory, which is based on the assumption that everyone in an organisation wants to be treated fairly (Adams, 1963).Although it has critics (Reinharth and Wahba, 1975), most of the research evidence is supportive of Expectancy Theory (Porter and Lawler, 1968). Equity theory describes the equity comparison process in terms of an input-to-outcome ratio. Individuals assess their own input, such as working hours, and their own output, such as salary, against the input and output of other comparable workers (Adams, 1965; Summers and DeNisi, 1990).In Barbara’s case, it is apparent that she feels that the organisation’s reward system has been applied inequitably because “she has been overlooked for a promotion even though her performance was better than any other worker.” Discussion of main point with both pro and con Use of example from case to underline your point.

Conclusion • should reflect the introduction (summarise the structure) • summarise key findings • restate your main points/position • no new arguments (or references)!!

CONCLUSION example Technology has changed the role of the HRD professional, yet given its complexities and limitations, it is not foreseeable that the computer will entirely replace the human element required in the design, delivery and evaluation of training. The HRD professional is still required to ensure that e-learning is used effectively and in alignment with organisational goals and individual needs. Thus, the most successful approaches to using technology have incorporated a blend of self-paced e-learning and traditional face-to-face instruction. More importantly, the analysis, the design and the evaluation of training relies on the expertise of HRD staff. E-learning raises more questions than it does solutions, and it will be the role of the HRD professional to bring the necessary human element and organisational perspective to the equation.

Assessment Rubrics • Available at Blackboard Assessment Area • Knowledge and comprehension of key cross cultural issues outlined in the case • Critical analysis of case material in the context of the case analysis task – i.e. using Trompenaar’s cultural dimensions theory; what mistakes Euro Disneyland made and what should have been done to avoid/ address them? • Communication of case analysis presented in a logical and well organised manner as per the specific task instructions. • Writing General language and grammar and referencing.

How to do literature search ? • Library Databases – Scholarly articles • Textbooks in Library through NEWCAT • Reading list in Short Loan Online

Databases in Library Go to Library Website • Databases • Many different databases can be used for Business and Management – • But I recommend MegaFile Premier or Proquest 5000 • Search only for scholarly peer-reviewed journals

Referencing • Good and accurate referencing is fundamental to all academic writing. Students need to reference correctly according to NBS student manual. • APA 6th Style Referencing is required • APA 6th Style Referencing have specific rules for how to reference your articles/textbook and websites. • This is clearly explained in the Student Manual which can be found on Blackboard on the left-hand menu.

Referencing • You have to reference both in the text, and also as a reference list at the end of your case study. • In text references must include name of author and year. • If multiple authors you use the name of all authors the first time your reference it, then afterwards you use the first author and et al.

Referencing In Text Examples • The subsequent 15 percent increase in sales was attributed to the new colours (Lane, 1991). • However, cross-cultural comparisons have been done using the Luscher colour cards (Jacobs, Keown and Worthley, 1991). • Studies have shown particular colours have a cross-cultural meaning while other have not (Jacobs et al., 1991) Standard in text reference, authors name and year written In text reference with multiple authors. Same reference as above can be cited as et al, after you have written all the authors names once in the beginning of text.

Reference List examples Author’s Surname, Initial (year) Title of article • Feldwick, P. (1996) What is brand equity anyway, and how do you measure it? Journal of the Market Research Society, 38, 2, pp.85-105. • Jablan, S. V. (2001) Visual Mathematics, In Symmetry: Art and Science, Intersections of Art and Science (Eds, Lugosi, G. and Nagy, D.) Fifth Interdisciplinary Symmetry Congress, Sydney, pp. 82-85. Name of publication in italics Volume This reference is a journal article. Issue This reference is part of a conference proceedings where Lugosi and Nagy are editors. The author if the specific paper is Jablan, S.V. The title of his contribution is in normal writing while the name of the conference proceedings is in italics.

Referencing examples • Robinson, P. (1999) Explaining the Relationship between Flexible Employment and Labour Market Regulation, Global Trends in Flexible Labour, Macmillan: London. • Ailawadi, K. L., Lehmann, D. R., & Neslin, S. A. (2003). Revenue premium as an outcome measure of brand equity. The Journal of Marketing, 67(4), 1-17. Retrieved from http://www.jstor.org/stable/30040546 This reference is a book written by P. Robinson in 1999. The title refers to a chapter in the book, while the name of the book is in italics. Always give the name of the publisher (Macmillan) and name of place where book is published. This reference is a online journal. You need to write the full reference and indicate the URL to retrieve the journal, no retrieve date is needed.

Final Advice • It is important that you support your analysis and recommendations with theories and concepts covered in the course and use theories and concepts from the course to support any recommendations that would improve cross-cultural business collaboration. • Never copy from somebody else • Never use journal articles, books or internet resources without referencing your sources • Use turnitin to check your own originality index • Remember that plagiarism can be identified retrospectively and may lead to fail this course

Value orientations and dimensions Kluckhohn & Strodtbeck define value orientations as: • being complex principles • resulting of interaction between three elements: -Cognitive, affective, directive Three assumptions: • Universal nature of value orientations • Many ways of solving problems • Preferences in choosing solutions

Five orientations Five problems common to all human groupings 1. Human nature orientation (goodness or badness of human nature) 2. Man–nature orientation (harmony-with-nature/mastery-over-nature) 3. Time orientation (past/present/future) 4. Activity orientation (being, being-in-becoming and doing) 5. Relational orientation (man’s relation to other men)

Trompenaars’ dimensions • Trompenaars goes beyond the framework of anthropology/sociology • He shows how the following dimensions affect the process of managing cultures: • relations with other people • relations with time • relations with nature Trompenaars standpoint: • Each culture has its own specific solutions for universal problems

Seven dimensions • Dr Fons Trompenaars on Culture 1. Universalism versus particularism 2. Individualism versus collectivism 3. Neutral versus affective relationships 4. Specific versus diffuse relationships 5. Achievement versus ascription 6. Relation to time: sequential/synchronic 7. Relation to the environment: inner- versus outer-directed

Relations to the others 1. Universalism/particularism: societal versus personal obligation 2. Individualism/collectivism (Communitarianism): personal versus group goals 3. Neutral/affective relationships: emotional orientation 4. Specific/diffuse relationships: contract versus contact 5. Achievement/ascription: legitimating power and status

Relations to time and the environment Table 5.2 Relations to time and the environment Source:adapted from Trompenaars (1993: 8–11) and his other publications.

Management dilemmas & dimensions In practice dilemmas are typically between: 1. Universalism–particularism • Legal contracts and loose interpretations • Low cost strategies or premium strategy • Extending rules or discovering exceptions 2. Individualism–collectivism (Communitarianism) • Profit or market share strategy • Originating ideas or refining useful products

Management dilemmas & dimensions (Continued) 3. Neutral or affectivity • Long pauses or frequent interruptions • Being professional or engaged 4. Specific–diffuse • Data and codification or concepts and models • Being results-oriented or process-oriented 5. Achieved or ascribed status • Pay for performance or vindication for worth • Head-hunting or developing in-house

Management dilemmas & dimensions (Continued) 6. Sequential or synchronic time • Highly rational, standardised production or just-in-time production • Keeping to schedule or being easily distracted 7. Inner or outer directed • Strategically oriented or fusion oriented • Dauntless entrepreneur or public benefactor

Trompenaars versus Hofstede dimensions • The nature of Trompenaars’ dimensions and Hofstede dimensions is very different in approach: • Trompenaars: • cultures are more like circles with ‘preferred arcs joined together’ • seen as a ‘model-to-learn-with’ • Hofstede: • linear forms where cultures are positioned high or low or in the middle • seeking ‘the perfect model’

Reconciling cultural dilemmas • The dilemmas in each of the seven dimensions require some kind of resolution • Trompenaars’ methodology aims to reconcile what appear to be opposing values within the dimensions • Cultures are seen as ‘dancing’ from one preferred end of a dimension to another

How does reconciliation work? • Reconciliation results in the integration of values through synergy There are many ways of achieving synergy: 1. Processing: a dilemma is made into two processes 2. Contextualising: what is text and what is context 3. Sequencing: every process of reconciliation is a sequence 4. Synergizing: adding the word through between the two opposite alternative orientations

The reconciliation process Table 5.4 Framework for the reconciliation of cross-cultural conflict Source: Estienne (1997): 17

Conclusion • The Trompenaars’ dimensions reflect the value-orientation concept proposed by Kluckhohn and Strodtbeck • The cross-cultural manager has to face universal dilemmas, but the way they are resolved is culturally determined • Rather than the dimensions themselves, it is the concept of reconciliation which distinguishes the work of Trompenaars (and Hampden-Turner) from that of Hofstede

Learning Activity • Conduct case study in a group of 4-5 students • Case study: Individual and group bonus plans: a case for reconciliation • (Text book p.112)

GSBS6009 Cross Cultural Management