The Global and Cultural Contexts Chapter Two The Global and Cultural Contexts

Definition of Culture Commonly held values, customs and norms within a group of people Guides behaviors Makes a group unique Differentiates group from others

Levels of Culture Organizational culture

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

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

Hofstede’s Cultural Dimensions Power distance Uncertainty avoidance Individualism-Collectivism Masculinity-Femininity Time orientation

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

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

Horizontal - Emphasis on equality Vertical - Emphasis on hierarchy Individualism-Collectivism Horizontal - Emphasis on equality Vertical - Emphasis on hierarchy

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

Individualism-Collectivism Vertical Individualist (VI) Individual considered unique, and Superior to other individuals Horizontal Individualist (HI) Individual considered unique, but Not superior to others

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

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

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

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

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.

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

Factors in Becoming a Multicultural Organization Organizational Culture Similar Role Models Education and training Leadership Research and measurement Organizational Policies Follow-up Feedback Accountability