Cultural patterns 1. Time I. Edward T. Hall  4 distinguishing features (dimensions): 1. Time Polychronous cultures Monochronous cultures - people do one thing after the other - people do things simultaneously - time is very important - time schedules are not so important  punctuality  people are notoriously unpunctual  making plans  plans are flexible  keeping to plans - people are very important  more time spent on maintaining or building up relations with family/friends/business partners - job/work is very important - more short-term relationships - more life-long relationships - Work time is clearly separable from personal time - Work time is not clearly separable from personal time © DS

2. Context  characterizes the way in which information is transmitted low context high context - a lot of information is embedded in the context the majority of the information is explicitly communicated in the verbal message  feelings, thoughts and information are not explicitly expressed, but also through a variety of contexts, such as voice tone, body language, facial expressions, eye contact, speech patterns, use of silence, past interactions, status, common friends, etc. The message is more implicit. the same message can be communicated through a variety of nonverbal gestures such as a smile, a sigh, a shrug, or a frown. e.g. an apology must be clearly articulated - high context communication assumes a prior relationship, i.e. we are members of a common culture, company, family, or other group  people care for good relationships  conflicts must be resolved before work can progress business relationships depend on trust and build slowly - few rules are given and information is accessed through informal networks © DS

3. Space  refers to the distance people need for the protection of their privacy If people come too close, they can offend other people's privacy Cultures that need more (private) space Cultures that need less (private) space e.g. Germany (big 'bubble' needed) e.g. Mediterranean countries (small 'bubble')  people have distinctive places which they call "mine" and don't want them to be "disturbed"  large rooms, few if any partitions  managers mix with employees  closed doors  open doors  private offices and partitions  no problems with interruptions and disruption  minimal interruptions and disruption  private and "public" space not so clearly distinct  permission needed to enter private space  touching is more common, e.g. greeting rituals  no touching without agreement © DS

4. Information Cultures with slow flow of information Cultures with fast flow of information Information is planed carefully and therefore flows slowly polychronous, high context cultures monochronous, low context cultures © DS

1. Power Distance Index (PDI) II. Geert Hofstede  5 distinguishing features (dimensions): 1. Power Distance Index (PDI) extent to which inequalities of power and wealth are commonly accepted Cultures with low PDI Cultures with high PDI - hierarchies are less strict - strict hierarchies are accepted and expected - superiors are expected to socialise with staff - superiors don't mix/socialise with staff - employees expect to take part in decision-making or to be asked for their opinions - employees expect directives and rules - tendency to centralize decision-making and responsibility - tendency to delegate tasks and responsibility - ideal boss: kind/benevolent autocrat - ideal boss: good democrat - autocracy - co-determination high dependence of employees on their superiors/ senior staff - less difference in incomes tax laws support equitable distribution of income - big difference in incomes are accepted © DS

2. Individuality Index (individuality versus collectivism - IDV)  extent to which individual interests prevail over the interests of a group Cultures with high IDV Cultures with low IDV - ties between individuals are loose people from birth onwards are integrated into strong, cohesive in-groups, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyalty - everyone is expected to look after themselves and their immediate family - great emphasis on groups, people think more in terms of "we" - emphasis on individual goals, which are more important than the group ("Selbstverwirklichung") - harmony and loyalty within a company/group is very important and should always be maintained, confrontation should be avoided - "I" distinctive from other people  China: - never disagree with someone's opinion in public - people emphasize their success/achievements in job or private wealth and aim to reach more and/or a better job position discussion in private atmosphere to avoid "loss of face" - saying "no" would also mean to destroy the harmony in the group - personal freedom is more important than equality other expressions must be used The well-being of the company/groups/society is more important than individual freedom. © DS

competitive conflict behaviour 3. Masculinity Index (masculinity versus femininity - MAS) Cultures with high MAS Cultures with low MAS dominant values: performance and success dominant values: quality of life and care for others self-assertion/resolution (Durchsetzungsvermögen) willingness to adapt (Anpassungsbereitschaft) career/ambition quality of life performance sensitivity/empathy work is very important in life work is necessary to make a living competition and competitive conflict behaviour cooperation/compromising, strive for consensus analytical approach to problem-solving intuitive approach to problem-solving big and fast are beautiful Small and slow are beautiful © DS

4. Uncertainty Avoidance Index (UAI) extent to which people feel threatened by uncertain or unknown situations Cultures with high UAI Cultures with low UAI (cultures which avoid uncertainty) (cultures which accept uncertainty) - desire for detailed rules and their control - aversion to rules - resistance against change/innovation - open for new things and change - people tend to worry about the future - little worries about the future - higher demand for details in contracts - avoidance of too many rules and formalities - expert and specialist knowledge are accepted - acceptance of generalist knowledge and common sense - formalization and standardization - flexible organisation and work environment © DS

5. Long-Term Orientation versus Short-Term Orientation (LTO) Cultures with high LTO Cultures with low LTO fostering of virtues oriented toward sustainable future rewards: fostering of virtues related to the past and present:  efforts should produce quick results  perseverance  change is welcome and may happen rapidly  thrift  strong work ethic  respect for traditions  willingness to subordinate oneself for a purpose  social and status obligations are important  development is sometimes slow  preservation of "face" © DS

What are cultural standards (patterns) and what is their purpose? - with variations they are valid for a majority of the members of a culture they describe and explain how a cultural group perceives and evaluates things, how they think and why they act in specific ways - they regulate behaviour (how to act in certain situations and with other people) - variations (individual and group specific) are tolerated within certain boundaries - behaviours outside these boundaries are socially rejected and sanctioned - people‘s own cultural standards are not perceived consciously any more after their successful socialisation makes understanding between cultures more difficult own cultural standards become conscious if they are compared with other cultures‘ standards