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Problematic Cultural Differences in the Corporate World

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Social customs and business protocols are observed. Rules/traditions count ... It is essential to differentiate between all aspects of culture ... – PowerPoint PPT presentation

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Title: Problematic Cultural Differences in the Corporate World


1
Problematic Cultural Differences in the Corporate
World
2
Introduction
  • Every individual and nation has a set of
    distinctive values
  • Individuals and nations have certain expectations
    regarding the way people think, behave, and
    believe

3
Limited Common Problems
  • Common problems in the workplace which people
    want to solve are limited
  • Different emphasis on which problems matter
    depending on the culture
  • Kluckhohn Strodtbeck

4
U.S. Culture (Anglo-American)
  • Stress is on practical considerations
  • Self-interests important
  • Universalism
  • Priority of individual interests
  • Analytical, inductive thinking
  • U.S. versus
  • France, Germany, Japan, Singapore

5
Value Clusters
  • There is a large variation of value clusters
    between cultures
  • Brake, Walker, Walker

6
Different Ways of Thinking
  • Inductive based on case studies and methodology
  • Deductive reasoning based on prevailing
    philosophies
  • Linear chunking down problems
  • Systematic focus on big picture and
    inter-relating parts (Hofstede)

7
Inductive Thinking (US)
  • Influenced by the present
  • Focus on data analysis
  • Focus on individual tasks
  • Focus on the how, the what

8
Linear Thinking (US)
  • One step at a time
  • Peter Senge says complex tasks and subjects
    become more manageable when they are broken into
    smaller parts
  • Disadvantage we can no longer see the big
    picture.

9
Deductive Thinking(European and Latin American)
  • Focus on concepts and the influences of the past
    which will have an effect on the future
  • Contextual Thinking
  • Focus on the why, then on the how

10
Systemic Thinking(Europe,Japan, China, Latin
America)
  • Individual parts are analyzed to reveal their
    connections
  • The whole counts, not the parts seen separately
  • Spider web of connections

11
Communication Preferences Low Context/US
Various European Countries
  • Little interpersonal communication needed for
    business transactions
  • Communication is (very) direct
  • Importance attached to what is said, not
    necessarily to how it is said
  • This approach can cause problems
  • Typical phrases lets get to the point,
    whats the bottom line?

12
Communication Preferences High Context/Latin
America, Asia, Saudi Arabia
  • Heavy emphasis on relationships
  • Business is built on personal bonds
  • Trust is essential
  • Conflict and negative aspects of business are
    handled indirectly
  • Saving face is important

13
Informal Communications
  • Change is good
  • First name basis
  • On to the new, out with the old
  • Outcome over tradition
  • US and Australia

14
Formal Communications
  • Social customs and business protocols are
    observed
  • Rules/traditions count
  • Hierarchical organizations
  • Titles, last names, and formal speech
  • European, Asian, Latin American, and Arab
    countries

15
Private Space
  • Office location indication of status
  • Individual offices
  • Cubicles
  • Independent work
  • US

16
Public Space
  • Employees sit in one large, open office
  • Group communication
  • More supervision
  • Group work encouraged
  • Less isolation
  • Asia, Latin America, France

17
Time Single Focus
  • One thing at a time (linear)
  • Deadlines, schedules important
  • Things begin on time
  • High time consciousness
  • US, German, Swiss cultures
  • Industrialized Asian cultures

18
Time Multi-Focus
  • Multi, simultaneous tasking
  • Emphasis on process and group work rather than
    focusing on work to meet the deadline
  • Punctuality not an issue
  • Time is organic
  • Southern European, Latin American, and Middle
    Eastern cultures

19
Equal Access to Power
  • Managing by Moses doesnt work anymore
  • Employee buy-in a must
  • Work is delegated
  • Group discussions encouraged and important -
    however, outcome is based on individuals
    achievements

20
Power Structure Hierarchical Organizations
  • Traditional hierarchical structures still in
    place
  • Emphasis on titles and position within the
    company
  • People know their place
  • Decision - making occurs at higher level

21
Hierarchical Organizations
  • Managers make decisions
  • Employees expect to be lead
  • Unwritten rules known and acknowledged
  • Conflict avoidance prevalent
  • Latin American, Arab, Asian cultures as well as
    French, Belgian, Spanish and Portuguese cultures
    tolerate/ support hierarchical approaches

22
Pulling it all together
  • It is essential to differentiate between all
    aspects of culture
  • Understand whats important before meeting with
    new cultures
  • Respecting different ideas and approaches
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