РОССИЙСКИЙ ЭКОНОМИЧЕСКИЙ УНИВЕРСИТЕТ имени Г. В. ПЛЕХАНОВА     Кросс-культурный менеджмент в индустрии гостеприимства Cross-cultural Management in Hospitality Industry   Программа подготовки академический бакалавриат Направление подготовки 43.03.03 – Гостиничное дело   Направленность (профиль) программы Экономика и управление гостиничным предприятием Уровень высшего образования: Бакалавриат     ТЕМА: Теоретические основы кросс культурного менеджмента АВТОР: к.э.н. Блинова Екатерина Артуровна

Theoretical Basics of Cross-cultural management Hofstede’s Cultural Dimensions Individualism-collectivism Masculinity-femininity Power distance Uncertainty avoidance

Hofstede’s Cultural Dimensions (cont’d) Work-related value dimensions Most influential effort to group by cultural values Surveyed over 116,000 employees in more than 70 countries Created maps of pairs of dimensions

Individualism-Collectivism Self-perception as individual or part of a group Most widely studied Most complex Dimensions different across cultures i.e., Asian vs Latin American collectivism

Individualism-Collectivism (cont’d) High value on autonomy Individual achievement Privacy Collectivism High value on group Family, clan, organization Loyalty Devotion Conformity

Masculinity - Femininity Describes Importance of Achievement versus Relationships Equality of genders Caring for disadvantaged harmony Success Assertive acquisition of money/power achievement

Power Distance Acceptance of differences in power High-Power Distance Accept position Follow authority Concentrated & centralized authority Hierarchical Low-Power Distance Avoid concentration of authority Decentralized Fewer layers of management

Uncertainty Avoidance Reaction to ambiguous events High Uncertainty Avoidance Threatened by ambiguity Need stable & predictable workplace Reliance on rules Low Uncertainty Avoidance Embrace unpredictable Less adherence to rules, procedures, or hierarchies Risk taking desirable

Cultural Maps Individualism-Collectivism & Power Distance Uncertainty Avoidance & Masculinity-Femininity Uncertainty Avoidance & Power Distance

Individualism-Collectivism & Power Distance Large power distance and collectivism Asia and Latin America Small power distance and individualism Northern Europe and Anglo countries

Culture Map for Power Distance and Individualism

Uncertainty Avoidance & Masculinity-Femininity Achievement oriented-weak uncertainty avoidance & masculine values Security Motivation-high uncertainty avoidance & masculinity Social Motivation-feminine values & high uncertainty avoidance

Culture Map for Uncertainty Avoidance and Masculinity-Femininity

Uncertainty Avoidance & Power Distance Family-large power distance & weak uncertainty avoidance Pyramid of People-large power distance & strong uncertainty avoidance Well-Oiled Machine-small power distance & strong uncertainty avoidance Village Market-small power distance & low uncertainty avoidance

Culture Map for Power Distance and Uncertainty Orientation

Limitation of Hofstede’s Dimensions Missing countries Estimates values Ignores differences within clusters

Trompenaars’s Alternative Dimensions Focus on values and relationships Survey of 15,000 managers Over 10-year period From 28 countries Bipolar cultural dimensions

Trompenaars’s Alternative Dimensions (cont’d) Outer-directed—Inner-directed Universalism—Particularism Neutral—Emotional Specific—Diffuse Achievement—Ascription Individualism—Communitarianism

Hofstede’s Dimensions added Long-term/short-term orientation Long-term: China, Japan, Taiwan Short-term: US, Canada, UK Long-term orientation is the extent to which people accept delayed gratification of material, social, and emotional needs. These cultures focus on long-term goals, investment in the future, and are prepared to sacrifice short-term profit. It is important to note that Hofstede’s value dimensions are interdependent and interactive. Long-term orientation is the extent to which people accept delayed gratification of material, social, and emotional needs. These cultures focus on long-term goals, investment in the future, and are prepared to sacrifice short-term profit. It is important to note that Hofstede’s value dimensions are interdependent and interactive.

Trompenaar’s Dimensions Universalism vs. particularism Universal: USA, Germany, Sweden Particular: Japan, Spain, China Universalistic cultures apply rules and systems objectively, without consideration of individual circumstances. Particularistic cultures tend to put more emphasis on relationships and apply rules more subjectively. Neutral vs. affective Neutral: Japan, UK, Germany Affective: Spain, Italy, China Affective cultures tend to express emotions openly, whereas neutral cultures do not. Trompenaar’s research gathered data from 15,000 managers from 28 countries, representing 47 national cultures. Some of these are similar to other dimensions already discussed, and are not addressed here. Universalistic cultures apply rules and systems objectively, without consideration of individual circumstances. Particularistic cultures tend to put more emphasis on relationships and apply rules more subjectively. Affective cultures tend to express emotions openly, whereas neutral cultures do not.

Trompenaar’s Dimensions Specific vs. diffuse Specific: UK, US, France Diffuse: Sweden, Spain, China People in specific cultures compartmentalize their work and private lives, and they are more open and direct. In diffuse cultures work spills over into personal relationships and vice versa Achievement vs. ascription Achievement: US, UK, Sweden Ascription: Spain, Japan, China In achievement-oriented cultures individual achievement is the source of status and influence. In ascription-oriented cultures status and influence come from class, age, gender, etc. People in specific cultures compartmentalize their work and private lives, and they are more open and direct. In diffuse cultures work spills over into personal relationships and vice versa. In achievement-oriented cultures individual achievement is the source of status and influence. In ascription-oriented cultures status and influence come from class, age, gender, etc.

The European Values Study was initiated by the European Value Systems Study Group (EVSSG) in the late 1970s, at that time an informal grouping of academics. Now, it is carried on in the setting of a foundation, using the (abbreviated) name of the group: European Values Study (EVS). The European Values Study is a large-scale, cross-national, and longitudinal survey research program on basic human values. It provides insights into the ideas, beliefs, preferences, attitudes, values and opinions of citizens all over Europe. It is a unique research project on how Europeans think about life, family, work, religion, politics and society. The European Values Study started in 1981, when a thousand citizens in the European Member States of that time were interviewed using standardized questionnaires. Every nine years, the survey is repeated in an increasing number of countries. The fourth wave in 2008 covers no less than 47 European countries/regions, from Iceland to Azerbaijan and from Portugal to Norway. In total, about 70,000 people in Europe are interviewed. www.europeanvaluesstudy.eu .

The "Global Leadership and Organizational Behavior Effectiveness" (GLOBE) Research Program was conceived in 1991 by Robert J. House of the Wharton School of Business, University of Pennsylvania. In 2004, its first comprehensive volume on "Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies" was published, based on results from about 17,300 middle managers from 951 organizations in the food processing, financial services, and telecommunications services industries. A second major volume, "Culture and Leadership across the World: The GLOBE Book of In-Depth Studies of 25 Societies" became available in early 2007. It complements the findings from the first volume with in-country leadership literature analyses, interview data, focus group discussions, and formal analyses of printed media to provide in-depth descriptions of leadership theory and leader behavior in those 25 cultures

Conclusion The cross-cultural manager has to face universal dilemmas, but the way they are resolved is culturally determined.

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