1. Multiculturalism at Work
Zsoka Magyarszeky
Conductor

2. Contents Why talk about cultural diversity? Cultural dimensions
Managing cross-cultural communication at work

3. Why talk about cultural diversity?
Personal experience as a conductor
We tend to minimise cultural differences, leading to misunderstandings and misinterpretations
Promoting cultural sensitivity helps people work together more effectively
Global phenomenon: foreign-born UK population increased from 7 % in 1993 to 11.4% in 2012

4. Definitions
Culture: the ideas, customs and social behaviour of a particular people or society (Oxford Dictionary)
Ethnocentrism: the idea that your own group or culture is better or more important than others (Merriam-Webster Dictionary)

5. Heaven is where: Hell is where: The cooks are French,
The mechanics are Germans,
The policemen are English,
The lovers are Italian,
And it is all organised by the Swiss
The policemen are Germans,
The mechanics are French,
The cooks are English,
The lovers are Swiss,
And it is all organised by the Italians

6. Hofstede’s Cultural Dimensions
Framework for cross-cultural communication
76 countries, over several decades
6 dimensions (4 discussed), scores: 1-120
Countries discussed: UK, Hungary and India
Limitations: generalisations are only guidelines, national averages do not determine individual personalities

7. Power Distance Coping with inequality/authority
Strength of social hierarchy
Low power distance: more consultative and democratic UK
Hungary
India
35 (10) 46 77

8. Individualism - Collectivism
Personal achievements, individual rights
Community cohesion, loyalty, group-think UK
Hungary
India
89 (3) 55 48

9. Masculinity - Femininity
Task orientation – person orientation
Competitiveness, assertiveness, materialism
Quality of life, relationships, caring UK
Hungary
India 66
88 (2) 56

10. Uncertainty Avoidance
Tolerance for uncertainty, ambiguity
High uncertainty avoidance: more emotional, anxious, follow rules, regulations
Low uncertainty avoidance: pragmatic, tolerant of change UK
Hungary
India
35 (6) 82 40

11. Inglehart – Welzel Cultural Map

12. Survival vs. Self-expression
Survivalist culture: emphasis on economic and physical security; low levels of trust and tolerance (work centrality: work comes first, driven by extrinsic rather than intrinsic motivations masculinity)
Self-expressionist culture: equality, tolerance, demand participation in decision-making in economic and political life (work-life balance)

13. Cultural diversity in the workplace
Globalisation: increased cross-cultural interactions
Cultural diversity viewed as problematic, source of conflict
Organisations should capitalise on workforce diversity to gain competitive advantage

14. Multicultural teams - challenges
Weak team identity effort-withholding behaviours
High levels of ethnocentrism
High levels of task and/or emotional conflict

15. Managing cultural diversity
Cultural awareness, tolerance for ambiguity, respecting other values
Conflict resolution
Frank discussions, dialogue
Treating people as individuals
Develop norms of meaningful participation
Develop strong team identity

16. Multiculturalism – Interculturalism
Group identities – individual differences
Intercultural dialogue between individuals who belong to different cultures
“The intercultural person possesses an intellectual and emotional commitment to the fundamental unity of all humans and, at the same time, accepts and appreciates the differences that lie between people of different cultures" (Gudykunst & Kim, 1984)

17. Thank you for your attention! Any questions?
The End
Thank you for your attention! Any questions?