1. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.1 Part One: Culture and Management Concept 6.1: Management tasks and cultural values Concept 6.2: Other views on values CHAPTER 6 CULTURES AND STYLES OF MANAGEMENT

2. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.2 Management tasks 1. Planning - goals and objectives of a company or department 2. Organizing - organizing actions needed to achieve the goals 3. Staffing - allocating employees to particular positions 4. Directing - leading the organization and its employees towards its goals 5. Controlling - Monitoring performance of the company or department

3. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.3 Effect of cultural values on management The way tasks and responsibilities are performed will be examined in the light of key number of cultural values. (Model of culture). These cultural values emerged from cultural dimensions found by scholars. Eight cultural value orientations have a considerable influence on the way managers perform their activities. These cultural value orientations will be examined together with their impact on the management activities.

4. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.4 Figure 6.1 A model of culture Source: adapted from Doing Business Internationally, Participant Workbook: 2.3 Model of Culture

5. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.5 Time Focus Different cultures have different perceptions of time according to their environment, history, traditions and general practices. Hall and Hall (1990) distinguish two prominent time systems which are of particular relevance to management : Monochronic - time is used in a linear way: one activity at a time Polychronic - people tend to focus on multiple tasks

6. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.6 Time focus and management tasks Monochonic cultures 1.Making schedules 2.Linear and task-focused 3.Concerns focused on shorter term 4.Distribution of detailed information 5.Use control systems and strict deadlines Polychronic cultures 1.Relationship in planning 2.More holistic and people- focused 3.Focus on longer term 4.Sharing of implicit knowledge/information 5.Flexible control systems involving people

7. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.7 Time orientation Past, present, future Cultures focused on the: -Past: upholding tradition in line with the history of the company. -Present: quick results and short-term gain. -Future: plans are assessed in the light of expected future benefit.

8. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.8 Time orientation and management tasks Past-oriented cultures 1.Building in long-term time frames 2.Past goals guide the process 3.Slower in adapting criteria by selection 4.Continuation of the company’s values 5.Develop performance in keeping customary goals Future-oriented cultures 1.Long-term plans and results 2.Co-ordinated to meet longer-range goals 3.Selection to meet long- term business goals 4.Achieving long-term benefits 5.Develop objectives in the long-term context

9. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.9 Power Power value orientation: the extent to which a society expect or accept that power is distributed unequally. Hierarchy - Level of power and authority are strictly marked Equality - Status and formal position have less influence

10. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.10 Power and management tasks Hierarchy 1.More autocratic or paternalistic planning 2. Organizational structure is tightly controlled 3. Subordinates expect bosses to take initiatives 4. Employees like being closely supervised 5. Employees prefer the personal control of superiors Equality 1.More participative planning 2.Organizational structure encourages individual autonomy 3.Work relations should not be strictly prescribed 4.Managers exhibit consultative style 5.Subordinates develop performance objectives with their bosses

11. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.11 Competitiveness (Competition) Competitive When competitiveness is valued, the culture is focused on: -Acquiring wealth -Performing well -Achieving ambitions Co-operative -Competition is not considered to be the main purpose of business -Stress is on the quality of life, relationships and consensus

12. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.12 Competition and management tasks Competitive 1. Task performance when implementing plans. 2. Managers have more of a leadership role. 3. Selection of employees on ability to act independently. 4. The leader’s role is to track and reward achievement. 5. Preferred control systems are performance-based Co-operative 1. Maintaining relationships in plan implementation. 2. Managers have more of a facilitating role. 3. Employees elected on ability to work well in groups. 4. The leader’s role is to facilitate relationships. 5. Task performance is recognized as a standard for success

13. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.13 Activity Human expression as resulting in some form of activity Doing The stress in doing cultures is placed on: -Action -Achieving personal goals. Being The stress is placed on: -Working for the moment -Living the experience

14. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.14 Activity and management tasks Doing cultures 1.Developing time-framed action steps. 2.Action-oriented documentation 3.Ability to fulfill organizational tasks. 4.Expertise and competence 5.The ways the tasks are done. Being cultures 1.Strong focus on the vision 2.Based on common vision and personal trust. 3.Career development based on personal or social criteria. 4.Personal philosophy, values and style 5.Management of performance measurement less systematic.

15. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.15 Space Private / Public One aspect of space orientation is related to private or public space Another aspect related to invisible boundary around every person The concept of space can be seen in terms of personality

16. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.16 Space and management tasks Private 1.Forms of planning: individualistic or systematic 2.More task-centred. 3.Explicit information about how staff are to be employed 4.Managers and employees do not share the same office 5.Explicit measures of performance Public 1.Group-oriented or authoritative forms 2.Relationship-centred approaches 3.Implicit information 4.Size of the place where an employee works does not reflect the person’s rank 5.Informal checks on performance.

17. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.17 Communication Role of the context in the communication process. (Hall & Hall, 1990) Context related to framework, background and surrounding circumstances High-context - Information is ‘hidden’in the text - Situation carries most of the information Low-context - The message are clear and explicit

18. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.18 Figure 6.2 Messages and context (adapted from Hall) Source: Usunier (1993: 103) Messages and context

19. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.19 Structure Term ‘structure’ refers in business to an organizational structure. Value orientation concerns the relation between individual and a group. Individualism - ‘I’ predominates over the ‘We’ Collectivism - interests of the group prevails over individuals

20. Browaeys and Price, Understanding Cross-cultural Management, 1 st Edition, © Pearson Education Limited 2009 Slide 6.20 Conclusion to Chapter 6 A model of culture has been developed Link between theory and practice Underlying assumption: - Individual’s framework of cultural preferences influences the management tasks Application of cultural values to management behaviour Other views on values (read pp.106–108)