UNIT 4: MANAGING ACROSS CULTURE

READING 1: MANAGING ACROSS CULTURES

Multi-Active:

Reactive:

Linear active:

attach to feelings, intuition,

listen to and establish other’s position → react 

organized and rational

relationships and connections

Emotional 

act logically > emotionally

goods at changing plans and improvise

rarely interrupt speaker

often avoid eye contact

plan in advance

like to do many things at a time

like to do one thing at a time

believe in social hierarchy, respect status

dont want to lose face 

respect rules, regus and contracts

avoid confrontation 

not afraid of confrontation but will compromise when necessary

particularist + collectivist

universalist + individualist

Southern Europe, Latin America, Africa

Asia

Britain, USA, Germany

READING 2: UNDERSTANDING CULTURES AND COMMUNICATION

High Context

Low Context

China, Japan, Middle Eastern countries

North America, Scandinavia, Germany

emphasize interpersonal relas, nonverbal expressions, physical settings, social context

depend little on context

transmit cues thru postures. voice inflection, gesture and facial expression

messages must be explicit

listeners dont need background info

listeners rely exclusively on written and spoken word

intuitive and contemplative

linear, analytical, action oriented

business communicator: objective, professional, efficient

SLIDE:

Vietnam

  • Power distance: 70

    → ppl accept a hierarchical order in which everybody has a place and which needs no further justificaition. Hierarchy in a company is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told what to do. Challenges to leadership are not well-received

  • Individualism: 20

    → is a collectivist society. This manifests in a close long-term commitment to the “member” group, be that a family, extended family or extended relationships. Loyalty overrides other societal rules and regus. → strong relas

    => Management:

    • offence leads to shame and lose face

    • labour relas are perceived in moral terms (like a family link)

    • hiring and promotion takes account of the employee’s in-group

Inglehart - Welzel Cultural Map

Traditional values:

Secular-national values: Oppo to tradi

Survival values:

Self-esteem values:

emphasize the importance of religion, parent-child ties, deference to authority and traditional family values.

Less emphasize on religion, tradi family and authority

emphasize on economic and physical security

prioritize environmental protection

reject divorce, abortion, euthanasia.

generally accept divorce, abortion, euthanasia.

ethnocentric outlook

raise demand for participation in decision-making in economic & political life

High level of national pride and nationalistic outlook

low level of trust and tolerance

tolerance of foreigners, LGBT

Writing 2:

  1. Describe the characteristics of businesspeople:

  • Multi-active: value relationships, flexibility, expressiveness in busi, emphasize personal connections

  • Reactive (Vietnam): prioritise listening and responsiveness, prefer indirect communication

  • Linear active: emp efficiency, org and direct communication

  1. Power distance Index: the degree to which the members or groups of society accept the hierarchy of power and authority.

  2. Differences in subordinate relationship with their supervisors:

    • Low-power-distance cultures: subordinates consider themselves as equals of their supervisors. They confidently voice opinions and participate in decision-making.n Relationships between high-powered individuals and people with little power tend to be more democratic, egalitarian, and informal.

    • High-power-distance cultures: subordinates expect formal hierarchies and embrace relatively authoritarian, paternalistic power relationships.

  3. Why is it important for companies to be aware of local cultures?

    • want to be successful in foreign markets

    • To:

      • ensure effective communication

      • build strong relationships

      • adapt products and services to local preferences

      • foster a positive brand image

  4. Culture

    • the complex system of beliefs, customs, values and traits shared by a society.

    • influences human behaviour

    • shapes our values, beliefs and norms

    • guides our thoughts, feelings and actions