1. Managing across Cultures
MGMT 544:
Managing across Cultures
Professor Xiao-Ping Chen
University of Washington
Spring, 2005

2. How do we distinguish cultures?
Culture can be distinguished from each other by the differences in shared meanings they expect and attribute to their environment.
One culture can be distinguished from another by the specific solution it chooses for a limited number of general, universally shared human problems.

3. Cross cultural theories (cont.)
Kluckhoun & Strodbeck’s value orientations
Hosftede’s cross-cultural dimensions
Triandis’ theory of Individualism-Collectivism
Trompenaars’ cultural dimensions
Beyond all of these cultural dimensions

4. Triandis’ Individualism-Collectivism theory
Conception of self
Independent vs. interdependent
Relative importance of individual and group goals
Individual vs. group goals
Relative importance of attitudes and social norm
Attitudes vs. social norm
Relative importance of task and relationship
Task accomplishment vs. harmonious relationship
Distinction between in-and-out-group:
Little distinction vs. sharp distinction
Horizontal and vertical individualism-collectivism

5. Trompenaars’ framework
Universalism vs. particularism
Individualism vs. communitarianism
Neutral vs. emotional
Specific vs. diffuse involvement in relationships
Achievement vs. ascription
Long-vs. short-termism
Internal vs. external control of nature

6. Trompenaar’s framework
Universalism vs. particularism
The universalist approach is roughly:”what is good and right can be defined and always applies.” In particularist cultures far greater attention is given to the obligations of relationships and unique circumstances.
Universalism vs. Particularism
Rules, legal systems Relationships, personal systems
Objectivity Relativity
One right way Many ways

7. Recognizing the differences Universalist:
Practical tips for doing business in universalist and particularist cultures
Recognizing the differences
Universalist:
Focus is more on rules than relationships
Legal contracts are readily drawn up
A trustworthy person is the one who honors his or her word or contract
There is only one truth or reality, that which has been agreed to
A deal is a deal

8. Recognizing the differences Particularist:
Practical tips for doing business in universalist and particularist cultures
Recognizing the differences
Particularist:
Focus is more on relationships than on rules
Legal contracts are readily modified
A trustworthy person is the one who honors changing mutualities
There are several perspectives on reality relative to each participant
Relationships evolve

9. When managing and being managed
Universalists:
Strive for consistency and uniform procedures
Institute formal ways of changing the way business is conducted
Modify the system so that the system will modify you
Signal changes publicly
Seek fairness by treating all like cases in the same way

10. When managing and being managed
Particularists:
Build informal networks and crate private understandings
Try to alter informally accustomed patterns of activity
Modify relations with you, so that you will modify the system
Pull levers privately
Seek fairness by treating all cases on their special merits

11. Trompenaar’s framework
Neutral vs. emotional
Whether the nature of our interactions should be objective and detached, or is expressing emotion acceptable?
Neutral vs. Affective
Little physical contact Open and free physical contact
Subtle communication Expressive; vocal
Hard to ‘read’ Strong body language

12. Practical tips for doing business in neutral and affective cultures
Recognizing the differences
Neutral:
Do not reveal what they are thinking or feeling
May (accidentally reveal tension in face and posture
Emotions often dammed up will occasionally explode
Cool and self-possessed conduct is admired
Physical contact, gesturing or strong facial expressions often taboo
Statements often read out in monotone

13. Practical tips for doing business in neutral and affective cultures
Recognizing the differences
Affective:
Reveal thoughts and feelings verbally and non-verbally
Transparency and expressiveness release tensions
Emotions flow easily, effusively, vehemently and without inhibition
Heated, vital, animated expressions admired
Touching, gesturing and strong facial expressions common
Statements declaimed fluently and dramatically

14. When managing and being managed
Neutrals:
Avoid warm, expressive or enthusiastic behaviors. These are interpreted as lack of control over your feelings and inconsistent with high status
If you prepare extensively beforehand, you will find it easier to “stick to the point,” that is, the neutral topics being discussed
Look for small cues that the person is pleased or angry and amplify their importance

15. When managing and being managed
Affectives:
Avoid detached, ambiguous and cool demeanor. This will be interpreted as negative evaluation, as disdain, dislike and social distance. You are excluding them from “the family.”
If you discover whose work, energy and enthusiasm has been invested in which projects, you are most likely to appreciate tenacious positions
Tolerate great “surfeits” of emotionality without getting intimidated or coerced and moderate their importance

16. Trompenaar’s framework
Specific vs. diffuse
When the whole person is involved in a business relationship there is a real and personal contact (diffuse),vs. there is only the specific relationship prescribed by a contract (specific)
Specific vs. Diffuse involvement
Direct, confrontational Indirect, avoid confrontation
Open: extrovert More closed: introvert
Separate work and private life Link private and work life

17. How far we get involved Lewin’s circles
U-type: small center, large public, but differentiate specific areas. Easy to get into public space, but getting in public does not lead to private
G-type: large center, small public, hard to get into public, but once in, share every aspect of private
The danger zone

18. Practical tips for doing business in specific and diffuse cultures
Recognizing the differences
Specificity:
Direct, to the point, purposeful in relating
Precise, blunt, definitive and transparent
Principles and consistent moral stands independent of the person being addressed

19. Practical tips for doing business in specific and diffuse cultures
Recognizing the differences
Diffuseness:
Indirect, circuitous, seemingly “aimless” forms of relating
Evasive, tactful, ambiguous, even opaque
Highly situational morality depending upon the person and context encountered

20. When managing and being managed
Specific-oriented:
Management is the realization of objectives and standards with rewards attached
Private and business agendas are kept separate from each other
Conflicts of interest are frowned upon
Clear, precise and detailed instructions are seen as assuring better compliance, or allowing employees to dissent in clear terms
Begin reports with an executive summary

21. When managing and being managed
Diffuse-oriented
Management is a continuously improving process by which quality improves
Private and business issues interpenetrate
Consider an employee’s whole situation before you judge him or her
Ambiguous and vague instructions are seen as allowing subtle and responsive interpretations through which employees can exercise personal judgment
End reports with a concluding overview

22. Trompenaar’s framework
Achievement vs. ascription
achievement means that you are judged on what you have recently accomplished and on your record. Ascription means that status is attributed to you by birth, kinship, gender or age, but also by your connections and your educational record.

23. Recognizing the differences Achievement oriented:
Practical tips for doing business in ascription-and achievement-oriented cultures
Recognizing the differences
Achievement oriented:
Use of titles only when relevant to the competence you bring to the task
Respect for superior in hierarchy is based on how effectively his or her job is performed and how adequate their knowledge
Most senior managers are of varying age and gender and have shown proficiency in specific jobs

24. Recognizing the differences Ascription-oriented:
Practical tips for doing business in ascription- and achievement-oriented cultures
Recognizing the differences
Ascription-oriented:
Extensive use of titles, especially when these clarify your status in the organization
Respect for superior in hierarchy is seen as a measure of your commitment to the organization and its mission
Most senior managers are male, middle-aged and qualified by their background

25. When managing and being managed
Achievement-oriented:
Respect for a manager is based on knowledge and skills
MBO and pay-for-performance are effective tools
Decisions are challenged on technical and functional grounds

26. When managing and being managed
Ascription-oriented:
Respect for a manager is based on seniority
MBO and pay for performance are less effective than direct rewards from the manager
Decisions are challenged by people with higher authority

27. Trompenaars’ framework
Cultural Country
Dimension China Korea India USA
Universalism 44%
Neutral emotion NA
Specific involvement
Achievement
U-P: pedestrian problem
Neutral emotion: feeling upset at work, will you show?
Specific involvement: a boss asks a subordinate to help him paint his house. The subordinate, who does not feel like doing it, discusses the situation with a colleague.
The colleague argues: you don’t have to paint if you don’t feel like it. He is your boss at work. Outside he has little authority.
The subordinate argues: despite the fact that I don’t feel like it, I will paint it. He is my boss and you can’t ignore that outside work either.
Achievement: the respect a person gets is highly dependent on their family background

28. Osland & Bird’s model Indexing context Making attributions
Noticing cues about the situation
Making attributions
drawing inferences based on identity and experience
Selecting schema (cultural values; cultural history)
Enacting appropriate behavioral scripts