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The Global and Cultural Contexts
Chapter Two The Global and Cultural Contexts
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Definition of Culture Commonly held values, customs and norms within a group of people Guides behaviors Makes a group unique Differentiates group from others
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Levels of Culture Organizational culture
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Hall’s Cultural Context
High Context Cultures Rely on environmental cues and context Subtle cues convey message Trust is more important than formal contract Indirect communication Low Context Cultures Rely on explicit verbal and written messages Clear words convey message Formal contract determines action Direct communication and specific instructions
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High and Low Context Culture
HIGH CONTEXT Japanese Chinese Korean African American Native American Arabs Greeks Latin cultures Italians English French North Americans Scandinavians Germans Swiss Germans LOW CONTEXT
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Hofstede’s Cultural Dimensions
Power distance Uncertainty avoidance Individualism-Collectivism Masculinity-Femininity Time orientation
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Individualism-Collectivism
In individualistic cultures: Self is autonomous from group Personal goals are given priority over in-group’s Personal attitudes determine social behavior Relationships based on exchange Others are far and removed from self
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Individualism-Collectivism
In collectivist cultures: Self defined as dependent on in-group Group’s goals are given priority over individual’s Social norms determine social behavior Relationships based on communal terms Friends are close, enemy is far OK to lie to out-group members
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Horizontal - Emphasis on equality Vertical - Emphasis on hierarchy
Individualism-Collectivism Horizontal - Emphasis on equality Vertical - Emphasis on hierarchy
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Individualism-Collectivism
Vertical Collectivist (VC) Rank and status among members Obedience to authority Sacrifice of self Horizontal Collectivist (HC) Members are equal No hierarchy Consensus
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Individualism-Collectivism
Vertical Individualist (VI) Individual considered unique, and Superior to other individuals Horizontal Individualist (HI) Individual considered unique, but Not superior to others
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Performance-oriented
Trompenaar’s Cross-Cultural Organizational Cultures Egalitarian Hierarchical INCUBATOR Individual-oriented Leader removes obstacles Focus on individual growth GUIDED MISSILE Performance-oriented Leader is a guide Focus on achieving common goal Person Task FAMILY Power-oriented Leader is caring parent Focus on building relationships EIFFEL TOWER Rigid and robust Leader is undisputed legitimate boss Focus on rational performance
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GLOBE Dimensions Power distance: Degree to which subordinates accept unequal distribution of power Uncertainty avoidance: Tolerance for ambiguity and uncertainty Humane orientation: Degree to which fairness and kindness are valued Collectivism I (Institutional): Degree to which collective action and distribution of resources is valued
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GLOBE Dimensions Collectivism II (In-group): Degree to which individuals are close to their family or organizations Assertiveness: Degree of directness and confrontation Gender egalitarianism: Extent of gender differentiation Future orientation: Extent of investment in the future rather than past or present Performance orientation: Degree to which performance is valued
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Dimensions of Diversity
Secondary Dimensions Marital Status Education Primary Dimensions Gender Ethnicity Income Person Occupation Sexual Orientation Disability Religion Age Race Socio-economic background Other group memberships
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Gender and Leadership: Current State
Women fill 40-50% of supervisory and managerial positions in U.S. Women hold only 15.6% of corporate officer positions As of 2007, only 2 female CEOs of Fortune 100 companies In 2006, female executives salaries were 36% of that of male executives in the U.S.
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Suggested Reasons for Poor Representation of Women in Leadership Roles
Differences in style Less experience Less commitment Less education Gender stereotypes Glass ceiling Blatant discrimination
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Factors in Becoming a Multicultural Organization
Organizational Culture Similar Role Models Education and training Leadership Research and measurement Organizational Policies Follow-up Feedback Accountability
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