1. IBUS 681, Dr. Yang Culture and Organizational Behavior Chapter 2 2-1

2. IBUS 681, Dr. Yang Learning Objectives Understand what culture is and levels of culture Explain how culture develops Describe the major frameworks for explaining the cultures of different societies Discuss the relation of culture to the study of OB Debate the issue of cultural convergence Vs. divergence 2-2

3. IBUS 681, Dr. Yang What is Culture? A way of life of a group of people That complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by people as members of society Everything that people have, think, and do as members of society 2-3

4. IBUS 681, Dr. Yang Sathe’s Levels of Culture Water line Basic assumptions Expressed values Manifest culture Basic assumptions Expressed values Manifest culture IcebergOnion 2-4

5. IBUS 681, Dr. Yang How is Culture Learned? Primary Socialization Cultures and Subcultures Secondary Socialization 2-5

6. IBUS 681, Dr. Yang Frameworks for Examining Cultures Cultural Orientations Work-related Values Dimensions Communication Patterns Chinese Value Survey Cultural Metaphors

7. IBUS 681, Dr. Yang Kluckhohn and Strodtbeck’s Variations in Values Orientations Values OrientationVariations Relation to Nature Time Orientation Basic Human Nature Activity Orientation Relationships among People Space Orientation Subjugation Past Evil Being Individualistic Private Harmony Present Neutral/Mixed Containing/Controlling Group Mixed Mastery Future Good Doing Hierarchical Public 2-6

8. IBUS 681, Dr. Yang You cook like that! You cook this way! How we cook and eat quite differently

9. IBUS 681, Dr. Yang Hofstede’s Four Dimensions of Cultural Values Individualism/Collectivism Power Distance Uncertainty Avoidance Masculinity/Femininity 2-7

10. IBUS 681, Dr. Yang The Chinese Value Survey Confucian Work Dynamism Long Term Vs. Short Term Orientation Future Thrifty Persistence 2-8

11. IBUS 681, Dr. Yang Hofstede and CVS Cultural Dimension Scores for 10 Countries USA 40L91H62H46L29L Germany35L67H66H65M31M Japan54M46M95H92H80H France68H71H43M86H30L Netherlands38L80H14L53M44M Hong Kong68H25L57H29L96H Indonesia78H14L46M48L25L West Africa77H20L46M54M16L Russia95H50M40L90H10L China80H20L50M60M118H PDIDMAUALT 2-9

12. IBUS 681, Dr. Yang Trompenaars’ Seven Dimensions of Culture Universalism Vs. Particularism Individualism Vs. Collectivism Neutral Vs. Affective Relationships Specific Vs. Diffuse Relationships Achievement Vs. Ascription Relationship to Time Relationship to Nature 2-10

13. IBUS 681, Dr. Yang Hall’s High-Context and Low- Context Cultural Framework High-ContextLow-Context ChinaAustria EgyptCanada FranceDenmark ItalyEngland JapanFinland LebanonGermany Saudi ArabiaNorway SpainSwitzerland SyriaUnited States 2-11

14. IBUS 681, Dr. Yang Cultural Metaphors CountryMetaphor Englandthe traditional British house Germanythe symphony Italythe opera Japanthe garden Nigeriathe marketplace Russiathe ballet Turkeythe coffeehouse United Statesfootball 2-13

15. IBUS 681, Dr. Yang American Football and the U.S. Corporate Culture Members of the team come together and decide what to do as a group Individuals receive rewards based on individual performance and contribution to the team A masculinity culture that emphasis “tough values” such as “Competition”

16. IBUS 681, Dr. Yang

17. Dragons in Ancient China and the Contemporary World American Dragon Boat Association Emperor Tai-Tsung, Tang Dynasty (626- 649)

18. IBUS 681, Dr. Yang Do the Frameworks Explain Cultural Differences? Represent average behavior within a culture Countries classified similarly may still be very different Reliability may vary 2-12

19. IBUS 681, Dr. Yang Convergence or Divergence? Closer communication and trade links Worldwide marketing and product distributions Globalization of businesses Cultural impact and penetration Different cultural interpretations Need to maintain cultural identity Adaptation to different markets Trade disputes 2-14

20. IBUS 681, Dr. Yang Implications for Managers Understanding culture is important even in home country Organization’s stakeholders could be from another culture Need to look for underlying cultural meanings 2-15