1. Chapter 5
THE MEANINGS AND DIMENSIONS OF CULTURE

2. Nature of Culture Learned Shared Transgenerational Symbolic Patterned
Culture is acquired by learning and experience
Shared
People as a member of a group, organization ,or society share culture
Transgenerational
Culture is cumulative, passed down from generation to generation
Symbolic
Culture is based on the human capacity to symbolize
Patterned
Culture has structure and is integrated
Adaptive
Culture is based on the human capacity to change or adapt

3. How Cultures Affect Management Approaches
Centralized Decision Making
Risk Averse
Individual Rewards
Informal Procedures
High Organizational Loyalty
Co-operation Encouraged
Decentralized Decision Making
Risk Seeking
Group Rewards
Low Organizational Loyalty
Competition Encouraged

4. Value Priorities United States Japan Arab Countries
1. Freedom Belonging Family Security
2. Independence Group Harmony Family Harmony
3. Self-Reliance Collectiveness Parternalism
4. Equality Age/Seniority 4. Age
5. Individualism Group Consensus Authority
6. Competition Cooperation Compromise
7. Efficiency Quality Devotion
8. Time Patience Patience
9. Directness Indirectness Indirectness
10. Openness Go-between 10. Hospitality
Values- basic convictions that people have
regarding what is right and wrong, good
and bad, important or unimportant

5. Value Differences and Similarities Across Cultures
U.S. managers value tactful acquisition of influence
Japanese managers value deference to superiors
Korean managers value forcefulness and aggressiveness
Indian managers value nonaggressive pursuit of objectives
Australian managers value low-key approach with high concern for others
Similarities
Strong relationship between managerial success and personal values
Value patterns predict managerial success
Successful managers favor pragmatic, achievement-oriented values while less successful managers
prefer static and
passive values

6. Hofstede’s Dimensions of Culture
Power Distance (Large or Small)
The extent to which less powerful members of institutions accept that power is distributed unequally
Large (Mexico, South Korea, India)
blindly obey order of superiors
hierarchical organizational structure
Small (U.S., Denmark, Canada)
decentralized decision making
flat organizational structures

7. Uncertainty Avoidance (High or Low)
The extent to which people feel threatened by ambiguous situations
High( Germany, Japan, Spain)
high need for security
strong beliefs in experts
Low (Denmark, UK)
willing to accept risks
less structuring of activities

8. Individualism (vs. Collectivism)
The tendency of people to look after themselves and their immediate family only
strong work ethic
promotions based on merit
U.S., Canada, Australia
Collectivism
The tendency of people to belong to groups and to look after each other in exchange for loyalty
weaker work ethic
promotions based on seniority
China, South American cultures

9. Masculinity (Vs. Femininity)
the dominant values in society are success, money and things
emphasis on earning and recognition
high stress workplace
Japan
Femininity
the dominant values in society are caring for others and the quality of life
employment security
employee freedom
Scandinavian cultures

10. Cultural Dimensions by Trompenaars
Universalism vs. Particularism
Universalism: the belief that ideas and practices can be applied everywhere without modification
U. S., Germany, and Sweden
Particularism: the belief that circumstances dictate how ideas and practices should be applied.
Spain and Japan

11. Individualism Vs. Collectivism
Individualism: refers to people regarding themselves as individuals
U.S., UK, and Sweden
Collectivism: refers to people regarding themselves as part of a group
Japan and France

12. Neutral Vs. Affective Specific Vs. Diffuse
Neutral: emotions are held in check
Japan and the U.S.
Affective: emotions are openly and naturally expressed
Mexico, Netherlands, and Switzerland
Specific Vs. Diffuse
Specific: individuals have a large public space and a small private space
UK, U. S., and Switzerland
Diffuse: both public and private space are similar in size
Venezuela, China, and Spain

13. Achievement Vs. Ascription
Achievement: people are accorded status based on how well they perform their functions
U.S., Switzerland, and UK
Ascription: status is attributed based on who or what a person is
Venezuela and China

14. Time Past or Present-Oriented Vs. Future-Oriented
Past or present-oriented : emphasize the history and tradition of the culture
Venezuela, Indonesia, and Spain
Future-oriented: emphasize the opportunities and limitless scope
that any agreement can have
U. S., Italy, and Germany

15. Sequential Vs. Synchronous Time
Sequential: time is prevalent, people tend to do only one activity at a time, keep appointments strictly, and prefer to follow plans
U.S.
Synchronous: time is prevalent, people tend to do more than one activity at a time, appointments are approximate, and schedules are not important
Mexico and France

16. Environment Inner Directed Outer Directed
Believe in controlling outcomes
U.S.
Outer Directed
Believe in letting things take their own course
Asian Cultures