1. 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 – 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

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

3. 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

4. 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

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

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

7. 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

8. 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

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

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

11. Culture Map for Power Distance and Individualism

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

13. Culture Map for Uncertainty Avoidance and Masculinity-Femininity

14. 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

15. Culture Map for Power Distance and Uncertainty Orientation

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

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

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

19. 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.

20. 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.

21. 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.

22. 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. .

23. 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 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

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

25. Форматирование таблиц
N пп

26. Форматирование графической информации

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28. Выводы по теме

29. Рекомендуемая литературы по теме

30. Учебно-методическое обеспечение для самостоятельной работы студентов

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