1. Managing across culture issues & perspectives
Sun Lilu, Lecturer
Department of Human Resource Management
School of Economics & Trade,CQIT
Chongqing
People’s Republic of China

2. Cultural Styles Reference
Trompenaars, Fons and Hampden-Turner, Charles. Riding the Waves of Culture:Understanding Cultural Diversity in Global Business (2nd edition). New York: McGraw-Hill,1998, pages: 1-10, 29-36, 49-53, 68-75, 80-81, ,

3. Theories and Themes Late 1950s – Edward Hall Anthropologist.(人类学者)
World War II -- U.S. Army in Europe and the Philippines. Later, Director of the Foreign Service Institute training program. He observed first hand the many difficulties created by failures of intercultural communication.
Proxemics 空间关系学 – human use of space within the context of culture
Personal space and community (town) space, Also looked at monochromic (单色的)and polychromic(多色的) time

4. Late 1960s – Geert Hofstede
Founded and managed personnel research dept of IBM Europe.
Surveyed 116,000 IBM employees in 40 countries on preferences around management style and work environment
4 dimensions where differences by country were significant
power distance
uncertainty avoidance
individualism/collectivism
masculinity阳性/femininity阴性
later discussed a 5th dimension = long term view (Asia)

5. Late 1980s Fons Trompenaars and Charles Hampden-Turner Consultants
By 1998: 15 years of research – questionnaire based. Framework from Talcott Parsons, US Sociologist (Harvard )
30 companies, 50 countries, 30,000 people
7 fundamental dimensions of culture:
relationships with people
universalism vs. particularism
individualism vs. communitarianism (collectivism)
neutral vs. emotional
specific vs. diffuse
achievement vs. ascription
understanding of time attitudes toward environment

6. Late 1990s Robert J House et al – Project GLOBE
Professor at Wharton since by 2004: 10 years of research, 150 researchers, 18,000 managers in 62 countries.Questionnaire. A few industries.
9 cultural dimensions
assertiveness
future orientation
gender differentiation
uncertainty avoidance
power distance
collectivism vs. individualism
in-group collectivism
performance orientation
humane orientation
Plus looking for leadership traits that are consistent across cultures – charisma

7. Today’s topics
Fons Trompenaars and Charles Hampden-Turner : 4 of their 7 fundamental dimensions of culture
relationships with people
universalism vs. particularism
individualism vs. communitarianism (collectivism)
neutral vs. emotional
specific vs. diffuse
achievement vs. ascription

8. Before we start, I reiterate some caveats:
There will be anecdotes and stereotypes. Show each other respect. Try not to offend each other.
This is about NOT making assumptions!!!
These continua are frameworks. Lenses through which you can assess a situation AND yourself. Do not expect your own experiences to map perfectly to the anecdotes you hear.
This course looks to build your awareness that the same action/activity/situation may very well have different meanings.

9. Social Dimensions Reference
Javidan, Mansour and House, Robert J. “Cultural Acumen for the Global Manager: Lessons from Project GLOBE.” Organizational Dynamics, Vol. 29, No. 4, pages , Spring
House, Robert J.; Hanges, Paul J.; Javidan, Mansour; Dorfman, Peter W. and Gupta, Vipin.Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks,California, 2004, pages: 410, 411; 365, 366; 622, 623; 539, 540; 250, 251; 573, 574.
Schneider, Susan and Barsoux, Jean-Louis. Managing Across Cultures (2nd edition). Essex,England: Pearson Education Limited, 2003, pages

10. Theory Reminder -- Late 1960s – Geert Hofstede
Founded and managed personnel research dept of IBM Europe.Surveyed
116,000 IBM employees in 40 countries on preferences round management
style and work environment 4 dimensions where differences by country
were significant:
power distance
uncertainty avoidance
individualism/collectivism
masculinity/femininity
5th = long term view (Asia)
GLOBE takes “masculine/feminine” and creates 2 categories
assertiveness
o gender differentiation
Additional studies did not always get the same results. Dimensions still useful – even though results variable. (World is different – not just IBM being studied)

11. Assertiveness and Gender Differentiation
(Schneider & Barsoux) High masculine
1. Task not relationships
2. Motivation by money and things, not quality of life
3. Leadership – ensure bottom line profits and set targets
4. “Feminine” leader would safe-guard employee well-being and demonstrate concern for social responsibility
(GLOBE) – Gender Differentiation = society maximizes gender role differentiation. Who gets status and decision-making power
(GLOBE) Assertive = society encourages people to be tough, confrontational, assertive and competitive (not modest and tender). Can-do vs. cooperation and harmony.
Uncertainty avoidance deals with a society's tolerance for uncertainty and ambiguity.

12. (Schneider & Barsoux) High uncertainty avoidance
1. More formalization, more written rules and regs
2. Risk avoidance
3. Motivated by stability and security
4. Leaders – plan, organize, coordinate, control
(GLOBE) society seeks orderliness, consistency, structure
NOTE – Be explicit about difference between discomfort in unstructured situations (are there traffic rules for crossing the street) and “risk avoidance”
Power distance, the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. 

13. Schneider and Barsoux) High power distance
1. More hierarchy
2. More supervision (narrow span of control)
3. More centralized decision-making
4. Motivated by status and power
5. Leaders revered or obeyed as authorities
(GLOBE) – expectation that power is shared Unequally.
Correlation across two dimensions:
Hofstede found that there was a correlation between power distance and uncertainty avoidance that provided insight into the kinds of organization that tend to be successful in those environments.

14. Orientation to Time and Space
Reference
Trompenaars, Fons and Hampden-Turner, Charles. Riding the Waves of Culture:Understanding Cultural Diversity in Global Business (2nd edition). New York:
McGraw-Hill, 1998, pages 123–128,
Gesteland, Richard R. Cross-Cultural Business Behavior: Marketing,Negotiating and Managing across Cultures (2nd edition). Copenhagen:Copenhagen Business School Press, 2000, pages

15. Time Past vs. present vs. Future – Know what matters!
Ascription vs. current achievement vs. potential
History as determinant (bloodlines)
Current abilities as determinant (current race)
Monochronic – Polychronic – Richard Gesteland
Number of concurrent tasks: Single task to multi-task
Flexibility of schedule – time allocation AND sequencing: rigid to fluid
Degree of punctuality: absolute to absent

16. Space Size of “personal bubble” – Edward Hall
– What is “too close” in what situations?
Close family
Close friends
Business partners
Social acquaintances
Business acquaintances
Strangers

17. What is “private?”
If I work with you, how much access do you expect to have to my office space,my personal life and home?
re: Specific vs. Diffuse -- (level of involvement) –access is to a specific portion of someone’s life – or diffuse – access to one private area is access to all private areas. Plus wide range of delineation of what is public (shared readily) and what is private (your refrigerator or your car?). Separation of business and private vs. merging of biz and private. How do you create a private space? (physical barriers, visual delineations, aural cues, eye contact, etc)

18. Leadership Effectiveness
Reference
Kouzes, James and Posner, Barry. The Leadership Challenge. San Francisco:Jossey-Bass, 2002 (3rd edition), pages 13 – 22, Goleman, Daniel. “Leadership that Gets Results.” Harvard Business Review,March-April 2000, pages
Derr, C. Brooklyn; Roussillon, Sylvie and Bournois, Frank. Cross-Cultural Approaches to Leadership Development. Westport, Connecticut: Quorum Books,2002, pages
Graham, John l. and Lam, N. Mark. “The Chinese Negotiation.” Harvard Business Review, October 2003, pages

19. Theories Kouzes & Posner
Model the Way – behavior that wins you respect, lead from own values, examples are often on the simple things – spending time with people, working side by side, telling stories, being visible during crisis/uncertainty
K&P list (top four)
Honest
Forward Looking
Competent
Inspiring

20. Inspire a Shared Vision – vision of what could be, total belief in making that vision a reality, AND can inspire commitment to that vision in others. Forging a unity of purpose. Incredibly enthusiastic
Challenge the Process – take risk. Pioneer. Willing to step into the unknown and change the status quo. Don’t have to invent – do have to adopt early. Help others feel safe in risk-taking. Problems shape leaders – who learn from failure (and successes).
Enable others to Act – trust, empowerment, teamwork. Give people the chance of autonomy, discretion, authority. Provide both the resources and the safety net. 
Encourage the Heart – help others feel strong and capable. Show appreciation. Create celebration. Recognition. (from the heart). Lship IS about strong and sustainable relationships.

21. Goleman
Threshold capabilities (intelligence, appropriate skills, cognitive skills – bigpicture thinking, long-term vision)
Emotional Intelligence (twice as important for outstanding performance)
Self-awareness
Self-regulation – reasonable people create an environment of trust and fairness. Roll with the changes.
Motivation – achieve for the sake of achievement
Empathy
Social Skill – knack for building rapport

22. Welch (4 E’s)
Integrity
Intelligence (breadth of knowledge plus emotional intelligence)
Energy
Energize
Edge (courage to make tough decisions)
Execute
Passion

23. Leadership metaphors Derr, Rousillon and Bournois:
USA – The Free Agent, superstar
Latin America – The General, strong man in charge
France – The Genius, intellectual elite
UK – The Diplomat
Germany – The Master, expert in field
Japan – Senior Statesman
China – Warlord, has local power( Traits of Chinese
Leader )

24. Graham and Lam (Chinese Negotiation):
– Guanxi (Personal connections and individual social capital)
– Zhongjian Ren (The intermediary)
– Shehui Dengji (Social status and deference to superiors)
– Renji Hexie (Interpersonal harmony)
– Zhengti Guannian (Holistic thinking)
– Jiejian (Thrift)
– Mianzi (Face)
– Chiku Nailao (Endurance)