Culture: A theoretical Introduction with example, Study Guides, Projects, Research of Culture & Society

Download Culture: A theoretical Introduction with example and more Study Guides, Projects, Research Culture & Society in PDF only on Docsity! Cultural trends: Sweden and Bahrain Following Hofstede’s model Sweden • Low power distance • High individualism • Low “masculinity” • Medium uncertainty avoidance Bahrain • High power distance • Medium individualism • High “masculinity” • High uncertainty avoidance 1 (p. 49) Question: Was there a better way for Anna Håkansson to get this information? And more generally, how can managers best learn useful information about the cultures where they will be working? Start at the beginning: What is culture? 2 Characteristics of culture • Culture is shared by members of a group and sometimes define the membership of the group itself. • Culture is learned though membership in a group or community. • Culture influences the attitudes and behaviors of group members (e.g., normative behavior). 5 (pp. 50-51) Example: Culture and normative behavior Western vs. Islamic banking and investments • In the West, bank customers expect to receive interest on their deposits. In Islamic banking, the Qur’an prohibits paying or receiving interest; this is seen as taking advantage of others who are less fortunate. Instead, bank customers entrust funds to banks in exchange for profit-sharing (mudaraba). • In the West, stock market transactions are open to investments and speculation in almost anything. Under Islamic law, only investments in economic activities that are consistent with the values of Islam are acceptable (halal). Consider: What is the impact of such differences when doing business across borders? 6 (p. 53) Culture provides its members with . . . • Self identity: Who am I? • Belongingness and social support: Where do I belong? • Guidelines for behavior: What should I do or not do? • Sense of purpose: Why am I here? • Predictability and security: What will happen to me? 7 The dilemma: The culture theory jungle Trompenaars Hofstede / most useful \ for } \. managers? / — = ———_ +0 Cultural dimensions: Hofstede Power distance: Beliefs about the appropriate distribution of power in society. Uncertainty avoidance: Degree of uncertainty that can be tolerated and its impact on rule making. Individualism-collectivism: Relative importance of individual vs. group interests. Masculinity-femininity: Assertiveness vs. passivity; material possessions vs. quality of life. Long-term vs. short-term orientation: Outlook on work, life, and relationships. Low power distance: Belief that effective leaders do not need to have substantial amounts of power compared to their subordinates. Low uncertainty avoidance: Tolerance for ambiguity; little need for rules to constrain uncertainty. Collectivism: Group interests generally take precedence over individual interests. Masculinity: Values material possessions, money, and the pursuit of personal goals. Short-term orientation: Past and present orientation. Values traditions and social obligations. High power distance: Belief that people in positions of authority should have considerable power compared to their subordinates. High uncertainty avoidance: Intolerance for ambiguity; need for many rules to constrain uncertainty. Individualism: Individual interests generally take precedence over group interests. Femininity: Values strong social relevance, quality of life, and the welfare of others. Long-term orientation: Future orientation. Values dedication, hard work, and thrift. (see Appendix A) Seeking convergence for managers: Core cultural dimensions 12 (pp. 55-57) Social relationships Individualistic • Person-centered. • Belief that people achieve self- identity through individual accomplishment. • Focus on accomplishing individual goals. • Sanctions reinforce independence and personal responsibility. • Contract-based agreements. • Tendency toward low-context (direct, frank) communication and individual decision-making. Collectivistic • Group-centered. • Belief that people achieve self-identity through group membership. • Preference for preserving social harmony over individual rights. • Focus on accomplishing group goals. • Sanctions reinforce conformity to group norms. • Relationship-based agreements. • Tendency toward high-context (subtle, indirect) communication and group or participative decision-making. 15 Environmental relationships Mastery-oriented • Dominance over nature. • Focus on changing or controlling one’s natural and social environment. • Achievement valued over relationships. • Emphasis on competition in the pursuit of personal or group goals. • Embraces change and unquestioned innovation. • Emphasis on material possessions as symbols of achievement. • Emphasis on assertive, proactive, “masculine” approach. • Preference for performance-based extrinsic rewards. Harmony-oriented • Accommodation with nature. • Focus on living in harmony with nature and adjusting to the natural and social environment. • Relationships valued over achievement. • Emphasis on social progress, quality of life, and the welfare of others. • Defends traditions; skepticism towards change. • Emphasis on economy, harmony, and modesty. • Emphasis on passive, reactive, “feminine” approach. • Preference for seniority-based intrinsic rewards. 16 Time and work patterns Monochronic • Linear. • Sequential attention to individual tasks. • Single-minded approach to work, planning, and implementation. • Precise concept of time; punctual. • Job-centered; commitment to the job and often to the organization. • Separation of work and personal life. • Approach to work is focused and impatient. Polychronic • Non-linear. • Simultaneous attention to multiple tasks. • Interactive approach to work, planning, and implementation. • Flexible concept of time; often late. • People-centered; commitment to people and human relationships. • Integration of work and personal life. • Approach to work is at times unfocused and patient. 17 What have we learned? • Comparing these two women executives from very different cultural backgrounds highlights the need to take a deeper look at cultural differences. • Comparing cultures is not just “either/or” (e.g., individualism or collectivism); it is also “both/and” (e.g., strict rues with frequent exceptions). • We need to look for subtleties, complexities, and contradictions that help explain how cultures really work. • Take a dualities perspective. 20 Consider: Cultural complexities and contradictions 1. Identify some ways in which managers can prepare for such challenges prior to arriving on site? 2. Once they have arrived and are confronted with such challenges, how might managers respond? 3. Is there a “toolkit” here that can prepare managers to cope with such seeming contradictions in the field? 21