1. MULTICULTURAL INFLUENCES IN HRD (DCE5130) SEMESTER TWO 2015/2016 F2F II (AS PER 20 FEB 2015)

2. COURSE CONTENT 4 PARTS Part 1:
Key elements of My Own Culture and other cultures in Malaysia
Part 2
Relating at the intra cultural, intercultural, cross cultural
Malaysian workplace
4 PARTS .
Part 3
Issues and challenges in working across cultures, namely:
- when Malaysians go abroad to work
- when foreigners come to live and work in Malaysia.

3. COURSE CONTENT
Part 2
Relating at the intra cultural, intercultural, cross cultural Malaysian workplace .
O Similarities and differences in values and underlying assumptions of people from different ethnic groups and how they are expressed through managerial practices
O A working knowledge of the business approaches, protocol, etiquette and sensitivities as observed by each ethnic group at the workplace
O Acquire appropriate skills, strategies and techniques to interact with people from different ethnic groups and cultures for business and social purposes
O O Types of workplaces: Intracultural, intercultural and cross cultural
O Issues and challenges at the Malaysian workplace

4. ASSIGMENT 3  
How Malaysian manager manage the organization? (intracultural or intercultural organization?
Select one or two cases/activities on how manager manage the organization from cultural perpective (in terms of leadership, communication, motivating, managing conflict etc.) The assignment can be either based on your own experience or others or a research article.
(At least 10 pages. 1.5 spacing)
Due date: 3rd Face to Face

5. MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE
Leading
Communicating
Motivating
Making decisions
Counseling & guidance
Managing conflict
etc

6. DEFINING CULTURE
……. the collective programming of the body, mind and spirit which distinguishes members of one group (nation, ethnic group, company or category) of people from another.
(born into, assimilation, acculturation, immersion)(Asmah, 1996)
is learned behavior and is transmitted by education

7. CULTURE OF ORGANIZATION/ CORPORATION
DEFINING
CULTURE OF ORGANIZATION/ CORPORATION
DEFINITION OF CULTURE OF ORGANIZATION/ CORPORATION
…….. a set of values and behaviours which are standardized, institutionalized and habitualized by managers in a particular organizational setting.
(internalization, institutionalization, externalization)

8. CULTURE OF ORGANIZATION
Consists of five cultural dimensions
VALUES form the heart of the org- have to communicate to all employees – if incongruent with their culture – managers takes long time to internalized them.

9. CULTURAL BAGGAGE
the tendency for one's to pervade thinking, speech, and behavior without one being aware of this pervasion.
becomes a factor when a person from one culture encounters a person from another, and unconscious assumptions or behaviors can interfere with interaction.
Workers bring along their home/society culture to org
One company (ex: Matsushita) bring along their cultural values (Japanese) in the form of systems, procedures, techniques and ways of developing HR to countries wherever they develop companies.

10. MALAYSIAN Cultural VALUES
Source:
Understanding The Malaysian Workforce, Malaysian Institute of Management, Kuala Lumpur, 2000
Malays
Deference for elders
Harmony
Cooperation
Being non-confrontational
Indirectness
Faith in God
Humility
Being apologetic
Compliant
Tact, Politeness
Courtesy
Friendliness
Generosity
Being accommodating
Tacit system of
reciprocal obligations
Loyalty
Family orientation
Trustworthiness
Fairness
Sincerity
Honesty
Self respect (hormat diri)
Discipline, patience
MALAYSIAN Cultural VALUES
Chinese
Food
Education
Achievement
Hard work
Success
Perseverance
Diligence
Gambling, Risk taking
Entrepreneurship drive
Wealth, Prosperity
Thrift
Family, Filial piety
Respect, Hierarchy, Position
Status, Harmony, Face
Modesty
Being pragmatic/practical
Indians
Loyalty of belonging
Participation
Brotherhood
Harmony
Respect
Family
Filial piety
Fear of God
Karma
Hard work
Security
Face
Modesty
Being champion
of causes
Americans: Task orientation Individualism Punctuality Money Privacy Competition

11. KEY ELEMENTS OF CULTURE
Symbols (Simbol)
Rituals (Upacara amal)
Heroes (Peranan Ketua/Wira)
Values (Nilai)
Underlying Assumptions (Andaian Dasar)

12. UNDERLYING ASSUMPTIONS

13. KEY UNDERLYING CULTURAL ASSUMPTIONS
Relationship
with Nature
1. Control/Mastery Harmony
2. Task Relationships
3. Equality Hierarchy
4. Guilt … Shame
5. Low Context High Context Communication
6. Monochronic Polychronic time
7. Individualism Collectivism
Relationship
with people
Relationship
with God
8. Secular Spirituality, Religious
Acquired Revealed Knowledge
@asma

14. 8 PAIRED CULTURAL DIMENSIONS
1. Harmony Control/Mastery
- gauges the individual’s relationship with Nature
2. Relationship Task
- measures the importance placed on relationships with others versus task accomplishments
3. Hierarchy Equality
- gauges the emphasis placed on rank, status and other ascribed attributes over equality issues
4. Shame Guilt
- verifies if shame (outer driven, external locus of control or guilt (inner driven internal locus
of control is the principle that guides behaviour
5. High Low context communication
- measures the extent to which cultures depend on the external environment, situation,
nonverbal signs to communicate
6. Polychronic Monochronic time orientation
- verifies is the principle that guides behaviour is circular or sequential
7. We I
- measures the preference for interdependence with other people
8. Religious Secular
- verifies the degree in which religiosity, as opposed to secularity, is considered in work
related issues
@asma

15. CHARACTERISTICS OF VALUES Revered Freely chosen Expressed
The “shoulds” and “oughts” of thinking and
feeling given to us early in life which influence
our behaviors
Revered
Freely
chosen
Expressed
A clear, meaningful
and uncompromising
statement about
what is critical
Consciously
chosen and not
externally
imposed
Efforts toward
intended
destination must
be made visible
@asma

16. Anglos Malaysians
n: 500
@asma

17. MULTICULTURAL WORKPLACE

18. What one culture values, the other abhors
3 TYPES OF CULTURAL INTERFACE
Intracultural Intercultural Cross cultural
e.g Malay Malay, Chinese, Indians Malaysians and Foreigners
Group orientation Collectivity Individualistic
Politeness Respect authority Informalities
Respect elders Respect others Individual performance
Religious Harmony Secular
Status conscious Protocol conscious Equality
Segregation of sexes Preserving face Objectivity
Compromising Hospitality Articulateness, openness Tolerance Directness
Patriotic Rapport building Specificity,
Give and Take Code switching Proper English
Slow, unhurried Common grounds Conflict resolution
Indirectness Shared experience Upfront
Good manners Trust Achievement-oriented
Consultative Verbal skills
SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE
SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE
What one culture values, the other abhors
@asma
Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996

19. VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE
Chinese
Indians
and Chinese
and Indians
and Others
Malaysians
and Anglo-
Americans
Joking relationship
Closeness
Polite, friendly
Simple
Indirect
INTRA
CULTURAL
Rapport building
Code switching
Common grounds and history
Share experience and meaning
INTER
CULTURAL
CROSS
CULTURAL
Direct and to the point
Proper English
Formal English
Specificity
Punctuality, Timeliness
Efficiency, Effectiveness
CROSS
CULTURAL
@asma

20. MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS
Jaga Maruah (Preserving Face)
Budi Bahasa (Language of Character)
Mesyuwarah & Gotong Royong (Consensus-seeking and Cooperation)
Tolong Satu Sama Lain
(To Help One Another)
Kawan
(Member System)
@asma

21. UNDERLYING ASSUMPTIONS
Implications of understanding Malaysian underlying assumption for Organization
@asma

22. 1. Harmony is more important than control
Values
Status quo Friendly Accommodating
Tolerant Flexible Compromising
Conflict avoidance Cooperation Face saving
Implications for leadership behaviours
Promote collaborative behaviors in resolving conflicts
Seek Agreement as it is more important than disagreement
Recognise the Importance of building harmonious relationships
Some challenges
Set a climate where people can feel safe and secured when
they show disagreement
Take charge – even when there are objections
Become more problem-centred in our approach
Build a culture of constructive conflict or debate yet maintain harmony and a
sense of togetherness
@asma

23. 2. More relationship-oriented than task driven
Values
Personable Tolerant Friendliness Accommodating Compromising
Implications
Build relationships before getting down to task
Pay attention to sensitive issues as they may fremain covert
Is generous with time
Some challenges
Encourage the quiet ones to share their views
Learn to manage conflict and at the same time preserve
Build allies based on knowledge and expertise
Make the task the boss.
@asma

24. 3. More hierarchical than egalitarian
Values
Respect for elders Status and power
Protocol and ceremonies Politeness
Implications
Be decisive as others may look at you for directions and vision Recognise that discussions on certain issues can be difficult across hierarchical lines as the parent and child relationship of dependency makes negotiation on an adult to adult basis difficult
Some challenges
Encourage subordinates to be open about their constructive criticisms Be more approachable with subordinates Appoint visionary and integrative leaders who can set direction and align people
Minimise excessive protocol - waste of time and energy and of low value added
@asma

25. 4. Driven by shame than guilt
Values
Face saving Malu Group accountability
Implications
Take care of face - Concern with face saving: giving, getting, showing, losing Encourage giving and receiving of feedback Encourage people to learn and be personally driven to get things done.
Promote self initiative and not wait for instructions
@asma
Attack ideas not the person

26. 5. High Context form of communication
Values
Indirect Not so specific Time waster
Face saving Collective agreement
Implications
Take care of people’s feelings Focus on how things are said - facial expressions Tendency to suffer in silence Methods of conflict resolution are so controlled suppressed anger, often channelled through symbolic aggression, gossip, name calling, backbiting,character assassination, gestures, silence of contempt, slander, paranormal aggression like black magic, witchcraft, sorcery and sudden outburst of hysteria like amok
Use flowery language, “poison pen” letter and engage third party to resolve conflict Triangular form of giving feedback Personalised feedback - unwilling to separate person from behaviour Avoid open discussions on “unsuitable” topics Tendency not to discuss matters too openly for the sake of preserving harmonious relationships Restriction in upward flow of critical and honest feedback Not willing to speak up - never know what the other person is thinking and not saying Be more specific and detailed oriented.
Know the context in which we are functioning
@asma

27. 6. Polychronic time than monochronic
Values
Diffused Right brain Analog left brain
Flexible Multi tasking
Implications
Not always punctual
Accommodating to changing deadlines
React to multiple demands
Look at clock time in terms of building relationships
Be more monochronic towards time and work output
Be ruthless with time but gracious with people.
@asma

28. 7. A More Related (we) Self than separated (I)
We: Related self Communitarianism
Concern for welfare of others Interdependence
Obedience Loyalty Duty Sacrifice
Implications
Promote feelings of interdependence, collaboration, sharing with others Can be difficult to maintain privacy, confidentiality Less inclined to be too different – downplay uniqueness and individual strengths Groupthink - members may not be so vocal Togetherness - like to do things in groups, teamwork, cronyism May not be too vocal in expressing strong opinions and true feelings Need to be more decisive Develop individual competencies and get reinforcement from the group.
Focus on skills in working together as well as becoming a functional individual contributor.
@asma

29. 8. Religious than secular
Values: Religious Work is a form of worship
Implications
Belief in a Supreme Being Religious practices are observed at workplace Integration of work and non-work matters No separation of work from religious matters Can abuse time given Tolerance of less scientific thinking Fengshui, fortune telling, position of shrines at workplace For Muslims: Social segregation between genders among Muslims Forms of greetings differ Understand the concept of aurat,haram, halus, wajib, sunat Food and ceremonies : halal food, kosher Use religion as a force of social change
Regard work as a passion and joy
@asma

30. TYPES OF CULTURAL INTERFACE AT THE Malaysian WORKPLACE
INTRA
CULTURAL
Within
one
ethnic
group
Kelantan library
INTER
CULTURAL
With different
ethnic
groups within
a country
e.g. Malays,
Chinese
Indians and
Others
National library
CROSS
CULTURAL
Between two
different
cultures
e.g. Malaysian
and
Americans
Lincoln library

31. What one culture values, the other abhors
3 TYPES OF CULTURAL INTERFACE
Intracultural Intercultural Cross cultural
e.g Malay Malay, Chinese, Indians Malaysians and Foreigners
Group orientation Collectivity Individualistic
Politeness Respect authority Informalities
Respect elders Respect others Individual performance
Religious Harmony Secular
Status conscious Protocol conscious Equality
Segregation of sexes Preserving face Objectivity
Compromising Hospitality Articulateness, openness Tolerance Directness
Patriotic Rapport building Specificity,
Give and Take Code switching Proper English
Slow, unhurried Common grounds Conflict resolution
Indirectness Shared experience Upfront
Good manners Trust Achievement-oriented
Consultative Verbal skills
SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE
SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE
What one culture values, the other abhors
Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996

32. VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE
Chinese
Indians
and Chinese
and Indians
and Others
Malaysians
and Anglo-
Americans
Joking relationship
Closeness
Polite, friendly
Simple
Indirect
INTRA
CULTURAL
Rapport building
Code switching
Common grounds and history
Share experience and meaning
INTER
CULTURAL
CROSS
CULTURAL
Direct and to the point
Proper English
Formal English
Specificity
Punctuality, Timeliness
Efficiency, Effectiveness
CROSS
CULTURAL

33. MALAYSIAN THEMES EFFECTING INTERPERSONAL RELATIONS
Jaga Maruah (Preserving Face)
Budi Bahasa (Language of Character)
Mesyuwarah & Gotong Royong (Consensus-seeking and Cooperation)
Tolong Satu Sama Lain
(To Help One Another)
Kawan
(Member System)

34. - MULTICULTURAL WORKPLACE
MANAGEMENT PRACTICE
- MULTICULTURAL WORKPLACE

35. HR Functional Areas Staffing/employment/recruitment
Training/development
Employee benefits
Employee relations
Strategic planning
Administrative/transactional
Change management
Compensation
Organizational development
Legal compliance
Communications
Workforce planning/forecasting
Human resource information systems (HRIS)
Health, safety, security
Diversity
Labor/industrial relations
HR metrics/measurement data/return on investment
EEO/Affirmative Action
International HRM
Research

36. MANAGEMENT PRACTICE- MULTICULTURAL WORKPLACE
Leading
Face, nurturing group, relationship, TOWKAY, TUAN, SMALLMAN (humble), Caring
Communicating
Face, polite, cooperation
Making decisions
FACE, respect for age, harmony
Managing conflict
non-confrontational, face, respect for others

37. LEADERSHIP

38. In Malay Society Leader:
basically depends on status & family which he was born
depends on status subsequently conferred upon him
commonly used model: ketua kampung

39. Characteristic of Leader
According to Prof. Dahlan (1991):
Man with high social status, coming from noble family
Well versed in adat and customs
Possessed strong personality
Able to gain respect and admiration from the follower (words, actions & deeds)

40. Key Criterion of Leader
Mulia:
Refer to the credibility & the amount of respect that will be received
Being admired because of their virtuous qualities
Followers tend to look into the leader that they can trust, respect & committed to their objectives through words & actions
Leader reputation/esteem depends on:
Respect towards the moral values & professional reputation
Prestige

41. Leadership in Organisation Context
Leadership concept:
hierarchical & status based
Act with authority, but behave as caring & nurturing parent
Authoritarian is unnecessary
Leadership style:
paternalism (give & take)
The ideal leader:
Ability to understand people and demonstrate rasa
Build a relationship of trust and understanding
Low-keyed & unhurried

42. Admirable Qualities of Leader
Yang mulia (righteous)
Berbudi bahasa (humble & well mannered)
Baik tutur bahasa (say pleasant things)
Murah hati (willing to spend money)
Berusaha (industrious)
Tajam & gigih (great alertness)
Empathy, humility, tactfulness
Working unobtrusively & enlisting the assistance and moral support of others (imam)
Warak alim
Etc.. (may refer to page 73)

43. Key Elements of Leadership Culture
Symbols:
Raja yang berdaulat (king, sultan), cokmar, tempat duduk raja
Rituals:
pertabalan raja-raja (nobat), every appoinment of Government Leader (oath to be taken in ritual ceremony), (sembah kepada agung)
Raja berarak-melawat negeri-sambutan oleh rakyat
Role model:
Pak Lah (Prime Minister), Sultan Mizan (Agong)
Practice

44. Type of Leader & Way of Expressing Budi
Type of sender
Qualities in sender
Recipient’s behaviour
“Towkay”
Busness man
Generous
Considerate
Caring
Acceptance
Grateful
“Tuan”
Power based
Just
Fair
Sincere
Appreciative
“Small man”
Humility
Trustworthy
Empathetic
Harmony
Feel obligated
Reciprocated in kind

45. MOTIVATING
Malays are motivated by their affiliation to groups, families & individuals.
They would respond better if they could see benefits not just to the company but also to their family, community, nation and religion.

46. MOTIVATING

47. communications Verbal- Oral ; Spoken.
Non-Verbal-Written; body language, gesture etc - 90% - people using in their comm

48. COMMUNICATION Good manners Indirectness & subtle Tactfull Holistic
Give and take
Gentle
Softness (vocal, tone)
Proper decorum
Politeness (BERBUDI BAHASA)
Diplomatic
Less disclosure (face saving – jaga maruah)

49. Key Elements of communication Culture
Symbols :
- Malay Language (Bahasa Melayu etc.), gesture (non verbal),
pointing only with thumb.
Rituals :
- not responding to a request with a direct ‘no’, face saving
Role model/Heroes :
- Parents, Manager, Tun Dr. Mahathir Mohamed
Value :
- Politeness (Berbudi Bahasa), Respect for elders, Halus
Underlying assumption :
- communication style -hierachy