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Understanding Global Cultures

This book delves into four generic types of cultures, focusing on Vertical Collectivism and Authority Ranking Cultures found in regions such as Asia, Africa, and Latin America. The psychological dynamics between leaders and subordinates, symbolized through various gestures like bowing, are explored. Understanding cultural metaphors and the impact of national culture on attitudes is emphasized.

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Understanding Global Cultures

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  1. UnderstandingGlobal Cultures Poland

  2. Four Generic Types of Cultures • Vertical Collectivism / Authority Ranking Cultures • Ch. 02 The Thai Kingdom • Ch. 03 The Japanese Garden • Ch. 04 India: The Dance of Shiva • Ch. 05 Bedouin Jewelry and Saudi Arabia • Ch. 06 The Turkish Coffeehouse • Ch. 07 The Brazilian Samba • Ch. 08 The Polish Village Church • Ch. 09 Kimchi and Korea

  3. Fig. 1.2. Four Generic Types of Cultures (p. 15)

  4. Four Generic Types of Cultures • Vertical Collectivism / Authority Ranking Cultures • authority ranking • found in large parts of Asia, Africa, and Latin America • involves a psychological relationship between the leader or leaders and all others in the culture

  5. Four Generic Types of Cultures • Vertical Collectivism / Authority Ranking Cultures • frequently, such a culture is symbolized not by the handshake, which reflects equality, but by different forms of bowing

  6. Four Generic Types of Cultures • Vertical Collectivism / Authority Ranking Cultures • there is a dynamic, two-way relationship between subordinates and leaders in authority ranking cultures • although the leaders receive more rewards, they are responsible for safeguarding the livelihoods of subordinates

  7. Cultural Metaphors • Unit of analysis in the book = the nation or national culture • Other “units of analysis” may include: • one person (e.g., Paul Buffalo) • the family (e.g., Strodtbeck) • the community • a region • a culture

  8. Culture Counts and it counts quit a bit

  9. Geert Hofstede (1991) • IBM study demonstrated that national culture explained 50% of the differences in attitudes in IBM’s 53 countries (p. 5)

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