THE IMPACT OF CULTURE on management and leading styles, working and thinking styles, learning and teaching styles Seminar: The training of cross-cultural

THE IMPACT OF CULTURE

on management and leading styles,working and thinking styles,learning and teaching styles

Seminar: The training of cross-cultural competence and skills

Lecturer: Prof. Dr. Beneke

Students: Anke Boettcher, Kathrin Pinker

The impact of culture 11/20/01 2

1. Introduction

2. Attitudes towards culture

3. National culture

4. Corporate culture

5. Different business areas

6. Conclusion


technology leadership

negotiation creativity

feedback

time rewards

labels

science

machines hierarchies


Attitudes towards culture

• Parochialism – “our way is the only way”

• Cultural Blindness - People do not recognize cultural differences in order to be just and to treat everybody equally.

• Ethocentrism – “our way is the best way”

• Synergy – Cultural diversity is recognized and can lead to both advantages and disadvantages.


Synergy

• Cultural diversity key ressource • Managing the impact of diversity rather than

ignoring the diversity• Result is more than the sum of the single

contributions• Advantages: more flexible, creative and open to

new ideas


Synergy

Culturally synergistic Problem Solving

1. Recognition of the problem

2. Analysis from different perspectives

3. Solution appropriate for all cultures


1. Introduction


3. National culture



6. Conclusion


First example:

Management by objectives(employer and employee decide together on an objective, which the

employee has to achieve within a certain time. After that period of time the result is evaluated.)

Crucial dimensions are:• Power distance• Individualism• Relation to nature


Second example: Feedback

Crucial dimensions:

• Individualism (losing face)• Relation to nature• Communication style


1. Introduction


3. National culture


• Family culture

• Eiffel Tower culture

• Guided Missile culture

• Incubator culture


6. Conclusion


The Family Culture

• Person-oriented• Hierarchical: father-children relationship• Ascribed status

• Culture clusters: Greece, Italy, Japan, Singapore, South Korea, Spain, other nations which industrialized late and smaller companies


The Eiffel Tower Culture

• Hierarchies• Ascribed status to a role and not to a person• Task-oriented• Personal relationships are not desired

• Culture clusters: Austria and Germany


The Guided Missile Culture

• Egalitarian• Task-oriented• Status is achieved• Individualistic

• Culture clusters: USA, Norway, Ireland


The Incubator Culture

• Person-oriented• Egalitarian• Minimal hierarchies and structure• Creative and spontaneous• Leadership is achieved

• Culture Clusters: Sweden,USA (Silicon Valley), UK (Silicon Glen) and smaller companies


1. Introduction


3. National culture



• Leadership

• Motivation

• Decision making

• Example Japan

6. Conclusion


Leadership

McGregor (1957)• Theory X

– people are basically lazy, dislike work– tight control system

• Theory Y– people are trustworthy, enjoy work– are given autonomy and responsibility


Leadership

William Ouchi (1982)• Theory Z

– based on Japanese management– lifetime employment, concern for the total

person– close and trusting relationships to improve

productivity


Motivation

Abraham Maslow (1954) – Hierarchy of needs

• Physiological, safety, social, esteem and self-actualization needs


Motivation

David McClelland (1961) – Achievement Theory• Achievement, power and affiliation

Victor Vroom (1964) – Expectancy Theory

• People estimate their ability to perform a task and the probable type of reward


Motivation Theories

• Abraham Maslow (1954) – Hierarchy of needs– Physiological, safety, social, esteem and self-

actualization needs

• David McClelland (1961) – Achievement Theory– Achievement, power and affiliation

• Victor Vroom (1964) – Expectancy Theory– People estimate their ability to perform a task and the

probable type of reward


Decision making

1. Problem recognition

2. Information research

3. Construction of alternatives

4. Choice

5. Implementation


Product-design for Japan

• Prefer quality and are willing to pay premium prices

• Different taste: less sugar and salt

• Smaller servings

• Different body shape


Japanese television advertising

• Length: 15 seconds or less

• Mood advertising

- non-verbally or with few words

- emotion, humour, shock

- good first impression


Conclusions

• Culture has a very important impact on business, but not everything can be explained by it

• Other influences: individual character, situation, legal system etc.


Literature

• Adler, Nancy (1991), International Dimensions of Organizational Behaviour, 2nd ed., Belmont: Wadsworth

• Henderson, George/Spigner-Littles, Dorscine (1996), A practitioner‘s guide to understanding indigenous and foreign cultures, 2nd ed., Springfield: Thomas Books

• Trompenaars, Fons (1998), Riding the ways of cultures, 2nd ed., New York et al: McGraw-Hill

• March, Robert (1990), Honoring the customer. Marketing and selling to the Japanese, New York et al: Wiley and Sons

• Beneke, Jürgen (2000),Orientation Matrix, University of Hildesheim


Literature

• Hofstede, Geert (1997), Cultures and Organizations, New York et al.: McGraw-Hill

• Knapp, Karlfried et al. (eds.)(1999), Meeting the Intercultural Challenge, Sternenfels: Verlag Wissenschaft und Praxis

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THE IMPACT OF CULTURE on management and leading styles, working and thinking styles, learning and teaching styles Seminar: The training of cross-cultural