1. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Cultural Values Comparing cultures

2. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Values –Types of values Terminal: Goals that individuals would like to achieve during their lifetime Instrumental: Preferable ways of behaving –Importance of values Values generally influence attitudes and behaviour.

3. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Values vs. Ethics Ethics –The science of morals in human conduct –Moral principles; rules of conduct Ethical values are related to moral judgments about right and wrong

4. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. A Framework for Assessing Cultural Values Hofstede’s Dimensions –Power Distance –Individualism Versus Collectivism –Quantity of Life Versus Quality of Life –Uncertainty Avoidance –Long-term versus Short-term Orientation

5. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Exhibit 3-2 Examples of National Cultural Values

6. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Power Distance The extent to which the less powerful members of society accept that power is distributed unequally and accept the order of those in power.

7. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Individualism/Collectivism In individualistic cultures people tend to look out for themselves and their family, they prefer to act as individuals. In collectivistic cultures people look out for each other, they prefer to act as members of a group.

8. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Masculine/Feminine Masculine cultures value success, money and material possession, assertiveness and competition Feminine cultures value caring for others, maintain warm personal relationships, solidarity with others, and the quality of how life is lived.

9. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Uncertainty avoidance The extent to which people in the society want to avoid situations where it is not clear what to do. People in high uncertainty avoidance cultures prefer structured over unstructured situations. High UA – strict laws and punishments

10. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Long-term vs. short-term orientation Long-term: value future-oriented behaviours such as persistence and saving money. Short-term: values oriented toward the past and present, respect for tradition and fulfilling of social obligations

11. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Canada’s Multicultural Society 1996 immigrant population –42 percent of Toronto’s population –34.8 percent of Vancouver’s –18 percent of Montreal’s 2001 Census findings on language –17 percent spoke neither English nor French. Of these: Largest majority spoke Chinese (either Mandarin or Cantonese) Followed by Italian, German, Punjabi, and Spanish

12. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Canadian Social Values The Elders –Those over 50 –Core Values: Belief in order, authority, discipline, and the Golden Rule The Boomers –Born mid-1940s to mid-1960s –Autonomous rebels, anxious communitarians, connected enthusiasts, disengaged Darwinists

13. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Canadian Social Values Generation X –Born mid-1960s to early 1980s –Thrill-seeking materialists, aimless dependents, social hedonists, new Aquarians, autonomous post- materialists The Ne(x)t Generation –Born between 1977 and 1997 –“Creators, not recipients” –Curious, contrarian, flexible, collaborative, high in self-esteem

14. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Francophone and Anglophone Values Francophone Values –More collectivist or group-oriented –Greater need for achievement –Concerned with interpersonal aspects of workplace –Value affiliation Anglophone Values –Individualist or I- centred –More task-centred –Take more risks –Value autonomy

15. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Canadian Aboriginal Values –More collectivist in orientation –More likely to reflect and advance the goals of the community –Greater sense of family in the workplace –Greater affiliation and loyalty –Power distance lower than non-Aboriginal culture of Canada and the U.S. –Greater emphasis on consensual decision- making

16. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Canadian and American Values Canadian Values –Protectionist business environment –Personality: more shy and deferential, less violent, more courteous –More rule-oriented –Peace, order, equality –Uncomfortable celebrating success, play it down American Values –Greater faith in the family, the state, religion, and the market –More comfortable with big business –Intense competition in business –Individuality and freedom –More comfortable with the unknown and taking risks

17. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Canada, the US and Mexico Canada and the US –Lower power distance –More likely to tolerate abrasiveness and insensitivity by managers –Lower risk takers –More individualistic –Less agreeable to teamwork Mexico –Higher power distance –Managers more autocratic and paternalistic –Employees defer more to managers –Greater uncertainty avoidance –Managers are greater risk takers –Greater reliance on networks and relationships

18. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. East and Southeast Asian Values North America –Networked relations: based on self-interest –Relationships viewed with immediate gains –Enforcement relies on institutional law –Governed by guilt (internal pressures on performance) East and Southeast Asia –Guanxi relations: based on reciprocation –Relationships meant to be long-term and enduring –Enforcement relies on personal power and authority –Governed by shame (external pressures on performance)

19. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Working With Others Exercise Understanding cultural values Break into groups of 5-6. Pretend that half of you have been raised in Canadian culture, and half of you have been raised in the culture from your country. –Consider the differences in the two cultures for: power distance, individualism, and uncertainty avoidance. –What challenges will you face working together? –What steps could be taken to work together more effectively?