MIB-3

Cultural Dimensions

 National cultures can be described according to the analysis of Geert Hofstede. These ideas were first based on a large research project into national culture differences across subsidiaries of a multinational corporation (IBM) in 64 countries. Subsequent studies by others covered students in 23 countries, elites in 19 countries, commercial airline pilots in 23 countries, up-market consumers in 15 countries, and civil service managers in 14 countries. Together these studies identified and validated four independent dimensions of national culture differences, with a fifth dimension added later

Geert Hofstedes Cultural Dimensions

Dimensions are
Hofstede has found five dimensions of culture in his study of national work related values. Replication studies have yielded similar results, pointing to stability of the dimensions across time. The dimensions are: Power Distance Individualism Masculinity Uncertainty Avoidance Long-Term Orientation

Small vs. large power distance

Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country's society. A High Power Distance ranking indicates that inequalities of power and wealth have been allowed to grow within the society. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens. A Low Power Distance ranking indicates the society deemphasizes the differences between citizen's power and wealth. In these societies equality and opportunity for

 In cultures with small power distance (e.g. Australia, Austria, Denmark, Ireland, Israel, New Zealand), people expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal positions. Subordinates are more comfortable with and demand the right to contribute to and critique the

 In cultures with large power distance (e.g. Malaysia, India ), the less powerful accept power relations that are autocratic or paternalistic. Subordinates acknowledge the power of others based on their formal, hierarchical positions. Thus, Small vs. Large Power Distance does not measure or attempt to measure a culture's objective, "real" power distribution, but rather the way people perceive power differences.

 Individualism (IDV) focuses on the degree the society reinforces individual or collective, achievement and interpersonal relationships. A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group. A High Individualism ranking indicates that individuality and individual rights are paramount within the society. Individuals in these societies may tend

Individualism vs. collectivism

 How much members of the culture define themselves apart from their group memberships. In individualist cultures, people are expected to develop and display their individual personalities and to choose their own affiliations In collectivist cultures, people are defined and act mostly as a member of a long-term group, such as the family, a religious group, an age cohort, a town, or a profession, among others. This dimension was found to move towards the individualist end of the spectrum with increasing national wealth.

Masculinity vs. femininity

Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power. A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination. A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society.

 The value placed on traditionally male or female values (as understood in most Western cultures). In so-called 'masculine' cultures, people (whether male or female) value competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions. In so-called 'feminine' cultures, people (again whether male or female) value relationships and quality of life. This dimension is often renamed by users of Hofstede's work, e.g. to Quantity of Life vs. Quality of Life. Another reading of the same dimension holds that in 'M' cultures, the differences between gender roles are more dramatic and less fluid than in 'F' cultures;

Uncertainty Avoidance
Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society - i.e. unstructured situations. A High Uncertainty Avoidance ranking indicates the country has a low tolerance for uncertainty and ambiguity. This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty. A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less ruleoriented, more readily accepts change, and

 Weak vs. strong uncertainty avoidance How much members of a society are anxious about the unknown, and as a consequence, attempt to cope with anxiety by minimizing uncertainty. In cultures with strong uncertainty avoidance, people prefer explicit rules (e.g. about religion and food) and formally structured activities, and employees tend to remain longer with their present employer. In cultures with weak uncertainty avoidance, people prefer implicit or flexible rules or guidelines and informal activities. Employees tend to change employers more frequently.

Long-Term Orientation
Long-Term Orientation (LTO) focuses on the degree the society embraces, or does not embrace, long-term devotion to traditional, forward thinking values. A High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today's hard work. However, business may take longer to develop in this society, particularly for an "outsider". In long term oriented societies, people value actions and attitudes that affect the future:

 A Short -Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change. In short term oriented societies, people value actions and attitudes that are affected by the past or the present: normative statements, immediate stability, protecting one's own face, respect for tradition, and

 Anthropologist Edward T. Halls concept of polychronic versus monochronic time orientation describes how cultures structure their time. The monochronic time concept follows the notion of one thing at a time, while the polychronic concept focuses on multiple tasks being handled at one time, and time is subordinate to interpersonal

Edward T. Hall's Time Orientations

Monochronic Polychronic Culture Culture Interpersonal Relations Interpersonal relations are subordinate to present schedule Present schedule is subordinate to interpersonal relations Interpersonal relations coordinate activity; appointment time is flexible

Activity Coordination

Schedule coordinates activity; appointment time is rigid.

Task Handling

One task at a Many tasks time are handled simultaneous ly Breaks and personal time are subordinate to personal ties.

Breaks and Breaks and Personal Time personal time are sacrosanct regardless of personal ties. Temporal Structure

Time is Time is inflexible; time flexible; time is is tangible fluid

Work/person Work time is Work time is al time clearly not clearly separability separable separable from from personal personal time time Organisational Activities are Activities are Perception isolated from integrated into organisation asorganisation as a whole; tasks a whole; tasks are measured are measured by output in as part of time overall (activity per organisational hour or goal

Effective communication and collaboration in alliances across national boundaries depend upon the informal understanding and trust the parties develop between them . The meaning of trust and how it developed and communicated vary across societies. In China & Japan the business transaction are based on network

The CultureCommunalization Link Trust in communication :

 In US it is based on formal contract and arm length relationship . When there is trust between parties,, implicit understanding arises within communication. Guidelines to cultivate trust: Create a clear and calculated basis for mutual benefits Improve predictability, resolve conflict and keep communication open Develop mutual bonding through socializing and friendly contacts.

Cultural Variables in the Communication Process

Attitude: it underline the way we behave and communicate and the way we interpret message from others. Ethnocentric attitude are a source of noise in the in the cross cultural Communication. Stereotyping : it occurs when a person assume that every member of a society or subculture has the same characteristic or traits.

 Social Organization: perception can be influenced by difference in values, approach or priorities relative to kind of social organization. Thought pattern : Logical progression od reasoning varies widely around the world and greatly affects the communication process . Language:Spoken or written language is often cause of miscommunication , it arises from person inability to speak local language, poor translation, use of Idioms

 Roles: Societies differ in the perception of role a manager play. It is because of perception of who should make the decision and who has the responsibility for what. American assume the role of manager to delegate responsibility, to foster autonomy and to practice participative management. Geek- Manager is the boss to give orders and subordinated to follow the orders.

 Non verbal Behavior :

Kinesics Behavior : body movements-posture, gesture, facial expression and eye contacts Proxemics: Influence of proximity and space (personal or office) on communication Paralanguage : how something is said rate, tone and influence of voice, noise, laughing, yawning etc Object language: how we communicate through materials artifacts, office design , architecture , furniture, clothing's, cars etc

Managing Cross cultural Communication Developing cultural sensitivity : while sending a message, manager must understand the receiver and encode the message in the form that will most likely to be understood as intended .The manager must understand the cultural baggage and how it affect the the communication process.

 Careful encoding: In translating his / her intended meaning in to symbols and the sender must use the words, pictures,or gestures that are appropriate to the receiver's frame of references.Sender should avoid use of idioms and regional sayings.

 Selective transmission: Type of medium chosen for message depend upon the nature of the message, its level of importance, the context,and expectation of the receiver, the timing involved , need for personal interaction and other factors.typical media includes, emails, letters or memos, reports,meetings, telephone calls, teleconferencing, videoconferencing or face to face

 Care full decoding of Feedback:Timely and effective feedback channels can also be set up to assess a firms general communication about the progression of its business and its general management principles .The best means of getting feedback is through face to face interaction. Decoding is the process of translating the received symbol

 The receiver misinterprets the message. The receiver encode his or her return message incorrectly. Sender misinterprets the feedback . Two way communication is thus essential for important issues so that successive efforts can be made until an under standing has been achieved .

 Follow up Actions : Managers communicate through both actions and inaction. There to keep open the lines of communication , feedback and trust , manager must follow through with action on what has been discussed and then agreed upon. The following points should be kept in mind -Respect

Orientation to knowledge Empathy Interaction management Tolerance for ambiguity Other oriented role behavior