Chapter 2 Notes- The Global and Cultural Contexts PDF

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Define culture and its 3 levels Culture- commonly held values within a group of people. Gives groups uniqueness and differentiates from other groups. Set of norms, customs, values, and assumptions that guide behaviours of a group. Has permanence- does not change easily and passed down through generations, yet is dynamic and changes over time as members adapt to new events and their environment." Characteristics: Shared by group members, transferred from one member to another, affects thinking and behaviour, stable and dynamic" Three Levels:" 1. National culture- set of values and beliefs shared by people within a nation" 2. Group culture- shared by different ethnic and cultural groups within a national culture (exgender, religious, racial groups) *subcultures caused by diversity" 3. Organizational culture(AKA corporate culture)- values, norms, and beliefs shared by members of an organization " **national organizational heritage- when each region and country in the world develops a particular organizational and management style based largely on national culture Explain the role Culture plays in leadership Apply the following models of national culture to leadership situations: Halls Cultural Context -one of the simplest models for understanding culture, divides communication styles in cultures within two groups: high context and low context" High context= rely heavily on context: non-verbal cues (such as body language and tone of voice) and contextual factors (status) used to communicate with others. Ex- Asian cultures" Low context= focus on explicit, specific verbal and written messages to understand people and situations and communicate with others. Ex- European and North American" Hofstede Dimensions ***NOT FROM BOOK, info from internet to help apply book concepts to leadership" Individualism:" High= value placed on peoples time and their need for privacy and freedom, enjoyment of challenges, respect for privacy (management= acknowledge individual accomplishments, don't mix work and social life, encourage debate and individual expression)" Low [panama, Guatemala]= Emphasis on building skills and becoming a master, maintaining group harmony overrides moral issues (managers= wisdom is important, avoid giving negative feedback in public, saying no can cause loss of face)" Power Distance:" High [malaysia]= centralized organizations, complex hierarchies, large gaps in compensation, authority, and respect (managers- team members like to be guided and directed to a task. Take charge. Always acknowledge a leaders status and be prepared to go to the top for answers)" Low= flatter organizations, supervisors/employees almost equals (managers- delegate tasks, involve everyone in decisions)" Uncertainty Avoidance:" High [Greece]- conservative, rigid and structured. Many social conventions, people are expressive (show anger and emotion), high energy society- people want to be in control of their own life (managers- be clear and concise about expectations and goals, set clearly defined parameters but encourage creativity as team members are most likely to make the safest, most conservative

decisions. Recognize unspoken rules and expectations)" Low [Singapore]- openness to change and innovation, less urgency (managers- ensure people remain focused but don't create too much structure, titles are less important, so don't show off knowledge)" Masculinity" High [Japan and Austria]- strong egos, status is important, money and achievement are important (managers- long hours culture may be the norm, people are motivated by precise targets)" Low [Sweden]- relationship oriented/consensual. More focus on quality of life (managers- success through negotiation, collaboration, and input from all levels. Workplace flexibility and work-life balance important)" Time Orientation" High [China]- persistence, relationships ordered by status, leisure time not important, save and be thrifty, relationships and market position important " Low [USA]- emphasis on quick results, status not major issue in relationships, leaisure time important, spend money, bottom line important " " Hofstede related very closely to Triandis, who focused on vertical and horizontal dimensions of Individuality and collectivism. Vertical= emphasis on hierarchy. Horizontal= emphasis on equity" Together the two models provide a strong basis for explaining cultural differences Trompenaars Model Based on their research and experience, Trompenaars and Hampden-Turner have found that there clearly is no one best way to manage organizations and that universal principles of management are not so universal and do not work well across all cultures (2012). More significantly, they suggest that while behaviours many appear the same across cultures, their meaning is often different. They propose that although understanding national culture requires many different dimensions, cross-cultural organizational cultures can be classified more efficiently based on two dimensions: egalitarian hierarchical and orientation to the person or the task. When combined, they yield four general cross-cultural organizational cultures: incubator, guided missile, family, and Eiffel Tower (Figure 2-3). The four general types combine national and organizational cultures. The leader’s role in each type differs, as do methods of employee motivation and evaluation." GLOBE Findings suggest that culture IMPACTS but does not predict leadership behaviour through people's expectations- what researchers call culturally endorsed theory of leadership (CLT). Research shows leaders who behave in accordance with cultures CLT tend to be most effective GLOBE suggests 9 dimensions:" 1. Power Distance- degree to which power is distributed equally" 2. Uncertainty Avoidance- extent to which culture relies on social norms and rules to reduce unpredictability (high=high tolerance for uncertainty)" 3. Humane Orientation- degree to which a culture values fairness, generosity, caring, and kindness" 4. Collectivism I- Institutional- degree to which culture values and practices collective action and collective distribution of resources" 5. Collectivism II- In Group- degree to which individuals express pride in and cohesion with family and organizations "

6. Assertiveness- degree to which individuals are assertive, direct, and confrontational " 7. Gender-egalitarianism- extent of gender differentiation (high score=more differentiation)" 8. Future Orientation- extent to which culture invests in future rather than in present or past " 9. Performance Orientation- degree to which culture values and encourages performance " " " Additionally, GLOBE contributed six CLTs:" 1. Charismatic and Value Based: Leadership based on ability to inspire and motivate followers through core values and high performance expectations" 2. Team orientated- leadership focused on team building and developing common goal" 3. Participative: leadership based on involving followers in decision making" 4. Humane Orientated: Leadership based on consideration for followers through compassion and generosity " 5. Autonomous: leadership based on independence and individualism" 6. Self-Protective: Leadership focused on safety and security of individual and group through selfenhancement and face saving " " Using cultural values, country clusters, and CLTs, the GLOBE research identifies leadership profiles for each country cluster (Ex- Confucian Asia= self protective, team orientated, humane orientated, charismatic, Anglo (Can/USA/Aus)- charismatic, participative, humane orientated, team orientated)" " Summary of Models All provide different ways of looking at and understanding national and organizational culture. Each is useful, but can be misapplied if used to stereotype. Hall and Hofstede primarily focus on national culture, Trompenaars combines national and organizational and has strong practitioner focus. GLOBE has one of the most comprehensive models available with a strong focus on leadership characteristics across cultures." Identify Impact of Gender on Leadership Continued stereotyping and the resulting discrimination women face prevent them from achieving their potential. " -caught between two contradictory roles/expectationswoman and leader" -face glass ceiling and sexual harassment " -obstacles are usually unwritten and unofficial, are just part of org culture and therefore difficult to identify and change " -relate to in class readings/discussion

Address how leaders can develop a cultural mindset The key to success in intercultural contact and interaction is cultivating a cultural mindset which is a way of thinking where culture is taken into consideration in deliberation, decisions, and behaviours. In order to become diverse and multicultural, leaders must think about culture act on it. A cultural mindset is a way of thinking that allows the individual to be more aware of and open to culture and how it impacts his own and others thinking and behaviour." " " How to develop a mindset: " -starts at the individual level and expands throughout an organization, awareness of the role of culture is essential as culture is stable and some of the assumptions are not fully conscious" -requires knowing how cultures may impact others" -involves degree of curiosity and inquisitiveness about others, appreciation/respect for differences" -culturally mindful person knows visible aspects of culture are only a small fraction and seeks to uncover hidden parts, looks for cultural indicators that make people unique, values diversity and strength culture can bring to an organization" -willingness to share your culture and curiosity to learn about others " -culturally mindful leader sees themselves as part of the world and uses the knowledge they aquire to improve decisions and effectiveness" -thinking about cultural issues when evaluating problems and looking at the world through multiple cultural lenses" -after developing a mindset, must change behaviour- self presentation and using appropriate verbal and non verbal messages and cues " What are the steps and organization can take to become more multicultural How to keep people engaged? Have an organization that addresses the needs of individuals while taking culture into account. " Organizational factors in becoming a Multicultural Organization:" • Accountability" • Support from leadership" • Recruiting- hiring diverse workforce" • Organizational culture- changing to address discriminatory practices, behaviours, and symbols " • Similar role-models- having diverse people in leadership positions" • Education and training- helps people become aware of biases , understand cultural point of views, and accept differences " • Policy- appropriate for all cultures " • Research and measurement- must carefully moniter/measure organization " " " Chapter Summary: Culture is one of the factors that influence how people think and behave. It also affects whom we consider to be an effective leader and what we expect of our leaders. Several models have been proposed to increase our understanding of culture. " Hall’s cultural context focuses on the communication context. People from high-context cultures rely on the environment, nonverbal cues, situational factors, and subtle signals to communicate with others. Those from low-context cultures focus on specific written or oral messages. " Hofstede’s cultural values suggest that culture can be understood using the five dimensions of power distance, uncertainty avoidance, individualism, masculinity, and time orientation. Additionally, whether a culture is tight, with many rules and regulations, or loose, with fewer prescriptions for

behaviour, further affects how people behave. " Trompenaars further refines our understanding of culture by considering nine dimensions and providing models for cross-cultural organizational cultures. " The most recent and most comprehensive model for culture, the Global Leadership and Organizational Behaviour Effectiveness (GLOBE), suggests that culture impacts, but does not predict, leadership behaviour through culturally endorsed theory of leadership (CLT), and that leaders who behave according to their cultures’ expectations tend to be most effective. " In addition to national culture, group culture, particularly as it relates to gender, plays a role in the leadership of organizations. Although women have active roles in organizations in the West and many other parts of the world, clearly they do not have access to the same power and leadership roles as men do. While gender inequality has many causes, consistent stereotypes and discrimination continues to prevent women from full progress in organizations. " The development of a cultural mindset, whereby culture is at the forefront of leader’s cognitions and behaviors, is the first step toward the development of multicultural organizations. Support from leadership, a supportive culture, appropriate policies, and accountability are among the factors that help build a diverse and multicultural organization....