Samenvatting Understanding Global Cultures PDF

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THE RULES OF THE SOCIAL GAME What is culture?  The cultural programming of the mind distinguishing a group or a category of people from others  The right way of doing something, values of people How do we detect culture?  What you see  What you hear (Tone of voice)  What you read The cultural iceberg: we only see a part of culture, the rest is hidden (philosophy, desires or attitude) There are a lot of differences in the world which create threats (holebi, terrorism, civil wars) Every creature has its own pattern of thinking. We can see a pattern in how it develops = THE SOFTWARE OF THE MIND We learn a pattern but we can also unlearn it to learn a new one (eat politely -> later learn to eat with chopsticks) We learn a pattern everywhere: Starts within family > neighbourhood > school > workplace > living community

Culture is the collective programming of the mind that distinguishes the members of one group or category of people from others.

Symbols: Consist of words, gestures, pictures, or objects that carry a particular meaning that is recognized as such only by those who share the culture only known by these who take part Heroes: All persons, dead or alive, in real or virtual, who are considered as being very important in that culture Ritual: Group activities that are technically not necessary to achieve your goal (accepting cultures). But are socially essential in a culture. Values: The heart, soul and core of every culture, it is the inner layer. Collective trend to select certain states/facts as being good or bad. They have a plus arrow and a minus arrow. Homeostatis: All the steps we take in our life

Moral circle: the ones who are in the in-group In-group out-group Boundaries of the moral circle: Do to others as you would wish them to do to you We and They: In-group and out-group There are several layers to culture, it’s always changing Nations = political units into which the entire world is divided and to one of which every human being is supposed to belong. Societies = organically developed forms of social organization, the concept of common culture applies to societies, not to nations.

Identity: To which group do I belong Values: are implicit as they belong to the invisible software of our minds Institutions: comprise the rules, laws, and organizations dealing with family life, schools, health care, business, government, sports, media, art, and sciences Managers and leaders base their behavior on society Cultural relativism: You need to have a neutral vision Culture is always influenced by others (Phoenix)

STUDYING CULTURAL DIFFERENCES Pagina 2

Measuring values:   

Desirable: what the world thinks is best (absolute) Desired: what an individual thinks is good/bad (statistical) Norms: what a group thinks is right

Four dimensions of cultures A. Power distance  High: Belgium, Malaysia, France  Small: The Netherlands, UK B. Collectivism versus individualism  Individualist: Belgium, USA  Collectivist: Canada, Japan, China C. Femininity versus masculinity  Feminine: Canada, Scandinavian  Masculine: USA, Hungary D. Uncertainty avoidance  High: Russia, Italy, Belgium, Korea  Low: USA, Spain, England, China, India  This is what you use to compare countries through correlations (mesures you compare to know more about it) Replication: do a study over to make sure it is right  After a replication in China, they added a dimension => to look in to the long/short term orientation (more looking at the future or at the past) Cultures scores and personality scores -> if you link them you create stereotypes The so-called BIG FIVE O: Openness to experience versus rigidity C: Conscientiousness versus undependability E: Extraversion versus introversion A: Agreeableness versus ill-temperedness N: Neuroticism versus emotional stability Misho Minkov added the last dimesion: indulgence

4 different categories in which are differences  Pagina 3

Regional and religion (this transcend borders)

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Gender: about characteristics men and women often have Generation: technology Social class

Organizational cultures  

Different from national culture Organization creates it themselves

Culture Shock Analysis  Steps you take when you go to an other country Stage 1: Excitement, you don’t see the differences, adapt without thinking Stage 2: Discovering differences and feeling confused Stage 3: Reintegration, think if you want to leave or stay Stage 4: Adapt to a culture, see new possibilities Stage 5: More awareness, compare it with your culture Stage 6: Reverse comeback, frustrations because you want to go back, frustrations about non understanding

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INTERCULTURAL ENCOUNTERS  If people from a different culture meet (conflict) Between people: o From the same country but other cultures o From other countries e.g.: Eating (hands, fork and knife, chopsticks), Kissing to greet, motivation to succeed intended or Unintended Intercultural Conflict

Culture shock: The simplest form of intercultural encounter is between one foreign individual and a new cultural environment Acculturation: Learning and function in a new environment Acculturation curve:

Phase 1: Curiosity, seeing other culture as a different and strange thing Phase 2: Ethnocentrism, your country is the best and the right one Phase 3: Polycentrism, you understand the culture Phase 4: Xenophilia, start to believe that the other culture is better  Neither ethnocentrism nor xenophilia is a healthy basis for intercultural cooperation, of course.

Group Encounters create stereotypes

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Autostereotypes: conceptions of oneself (often positive) Heterostereotypes: conceptions of others (often negative) You need to know humor if you want to understand humor  Culture is about how people think feel and act, we cannot change it with technology. It can help us with understanding In tourism you don’t have big intercultural encounters, it’s superficial because you do not spend a long time there. You don’t learn this culture in that limited time => we do learn the basics: food, fashion, buildings In schools you also have different cultures who work together:  between local teachers and foreign, migrant, or refugee students or  between expatriate teachers, hired as foreign experts or sent as missionaries, and local students. Minorities: It depends on hard facts, including the distribution of the population, the economic situation of population groups, and the intensity of the interrelations among groups. It also depends on cultural values and on cultural practices (native Americans). No strict definition. Migrants Assimilation Integration Assimilation: Minorities should become like everybody else and lose their own personality Integration: keep their roots but fit in the new society Refugees:  First generation migrant families experience standard dilemmas: HOW? They are marginal people between two worlds, and they alternate daily between one and the other.  Second generation migrants, children born in or brought early to the new country, acquires conflicting mental programs from the family side and from the local school and community side.  Third generation migrants are mostly absorbed into the population of the host country, exhibiting concomitant values, and are distinguishable only by a foreign family name and maybe by specific religious and family traditions.

Intercultural negotiations Pagina 6

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Two or more parties with (partly) conflicting interests A common need for agreement because of an expected gain from such agreement An initially undefined outcome A means of communication between parties A control and decision-making structure on either side by which negotiators are linked to their superiors or their constituency

Effective intercultural negotiations demand:   

Insight into the range of cultural values to be expected Language and communication skills Organization skills for planning

Multinational business organizations  When doing businesses you need to know the culture and the personality of the leader o The country business unit manager: this person reports to an international head office o The corporate diplomat: he know it already  Questions you have to ask when working with a multinational o Which of the unit’s inputs and outputs should be coordinated from elsewhere in the corporation? o Where should the coordination take place? o How tight or loose should the coordination be?  Structures o Matrix structure: two bosses, one in all countries, and one in a specific country (costly because you have to have a boss in every country) o Single structure: one boss, but unlikely to fit for an entire corporation o Patchwork structure: two bosses but depends on needs and cultures of business units Five ways of international expansion 1. The greenfield start: start from scratch with e.g. subsidiaries CPMC Genk 2. The international strategic alliance: something new, more parties work together on a project with the same benefits E.g.: Airbus (components are made in Spain and strategic plan in France) 3. The joint venture with a foreign partner: creating something new using the resources from both E.g.: Senseo, Nespresso and Philips 4. The foreign acquisition: you sell your company, cultural struggles 5. The cross-national merger: two head offices in different countries (difficult) E.g.: Shell and Unilever In consumption you have Pagina 7

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Functional needs (clothes: keep you warm) Social needs (look good)

Convergence: no differences in what you buy from country to country (only income) Divergence: there are differences in what you buy (high uncertainty avoidance -> buy a very safe car)  You have to align your ads to the culture in a country What influences ways of managements   

Business ethics: what is okay to do and what not Market: it’s easier to sell goods than services Industrial marketing: B2B is better with globalization

Media:  

Listen to what the people want to hear It becomes reality

MORE EQUAL THAN OTHERS (POWER DISTANCE) In every society there is inequality PDI scores: informs about dependence relationships In small-power-distance countries there is limited dependence on bosses (interdependence among boss and subordinate) Interdependence In large-power-distance countries, there is considerable dependence of subordinates on bosses. Subordinates respond by either preferring such dependence or rejecting it entirely, which in psychology is known as counter dependence. Power distance: the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.

Pagina 8

Family

High power distance  Children must be obedient  Respect

Low power distance  Children treated equal  Need for independence

School

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Teacher-centre approach Students follow

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Student-centred approach Students try to do it themselves Ask questions

Workplac e

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Parking space Boss is always right

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Give opinions

Status symbols: if you have a lot, you can earn respect more easily

To get status you need power and to get power you need sources like:  

Pagina 9

Money Social media

Pagina 10

I, WE AND THEY (INDIVIDUALISM) Individualism = focus on a person, what he/she does Collectivism = focus on the group, what they do Extended family = friends, family, class, in-group Nuclear family = family you don’t see often Individualism and collectivism is about the ties you have (loose strong) Values individualism:   

Personal time Freedom Challenge

Values collectivism:   

Training skills Physical working conditions Use of skills

The Worldwide Value Survey: exclusionism & universalism ≈ individualism & collectivism Exlusionism: treating people on basis of group Universalism: treating people for the person they are FAMILY Collectivism :     

No is seldom said Polite Do it for the group No confrontation No personal opinions

Individualism:    

Confrontation lead to better solutions Encouraged to have their own opinions Responsible for own individual and very close family Strive to belonging to a group

 We cannot always know how the other culture works but we need to try to understand

Pagina 11

Important concepts: Harmony: being in peace with each other, get along with someone else and everything goes well Shame: disappointing, let group down, feel sorry for everyone else (only in collectivism) Losing face: something bad happens, being humiliated Collectivist societies usually have ways of creating family-like ties with who are not biological relatives but who are socially integrated into one’s in-group. WORKPLACE Individualism:     

Learn from lessons, do trainings and self-development Hiring process: capability of someone, what they can do Reason dismiss: poor performance Encouragement: employee of the month, bonuses Task at the first place then relationship

Collectivism  

Learn from others, by doing it (shadowing) Hiring process: whether they fit in the team or not, who you know well (vriendjespolitiek) Reason dismiss: bad relationship Encouragement: bonus for the team Relationship first then task

   SCHOOL

Individualist: know how to learn, Continuedly learn Collectivism: Learning is one-time process Ideas:   

Jean Stoetzel ( C ) Adam Smith (I) Abraham Maslow (I)

Rich countries: more individualist Close to equator : lower IDV Geographical latitude: how far from the equator you are

Pagina

PAPER

Pagina 13

HE, SHE AND (S)HE (MASCULINE) Masculine: heroism, macho, achievements, assertiveness, materialistic, competition THUG Feminine: quality of life, taking care of weaker (everyone is involved), modesty, cooperation TENDER Gender roles: stereotypes we hold on to VALUES Masculine     

Earnings Recognition Advancement Challenge Status purchases

Feminine     

Manager Cooperation Living area Employment security Home purchases (groceries, food, activities together, commodity products)

Feminism is the habits and uses (ideologist) and feminine is really the gender. Men can be feminist but not feminine Education 

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Students: M: excell at exams, openly compete with each other, failing is a disaster, competitive sports F: pass exams, not as visible, no competition Teacher: M: academic degree F: friendliness and social skills Jobs: M: strive for the best, working already for a long time on it F: job of intrinsic motivation (choose something what you like to do), choose where you feel comfortable

Workplace Pagina 14

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Decision-making: F: consensus, a conclusion which is okay for everyone M: one or two make the decision (higher placed people) Conflicts: M: everyone wants their opinion to be picked F: consensus, negotiations, compromise Achievement: M: one gets a reward by achievement F: compliments, everyone gets the reward, not only for achievement but also by doing their best Career M: have a great career F: do your best, not necessarily aim for a career

Humanization of work: being surrounded with people M: don’t like to be surrounded by people. It do gives challenge and advancement. F: mutual help and social contact History The first, Genesis 1:27–28, states: So God created man in his own image, in the image of God created he him; male and female created he them. And God blessed them, and God said to them, Be fruitful, and multiply, and replenish the earth, and subdue it. Then follows the story of woman made from Adam’s rib. The Greek state was male dominated, so was the Roman state. The German sociologist Norbert Elias argued that the balance of power between the genders varies with the development of a society. (first one wanting to give women more rights) By technological development -> masculine jobs can disappear, feminine jobs will rather stay Poor part of the world -> difficult to shift to feminine culture

Pagina 15

UNCERTAINTY AVOIDANCE Ambiguous: not clear, can go both ways How much you like to take risks, stick to the habits, what is different is dangerous/curious Anxiety ≠ fear Anxiety: not sure what might happen Fear: for an object or person Family High UA: Overprotect, roles and rules in household, feelings are more intens, stressful, taboo, world is a hostile place, bad things are stressed, plan everything, achievements caused by luck Low UA: See what will happen, no timetable or structure, see what will happen, achievements dedicated to own capacities Workplace High UA: stress caused by changes, more rules and clear tasks, time is money, conflicts can be eliminated, precise answers, not two bosses Low UA: hate rules, time to relax Innovation: low UA -> open for new ideas. But when you start a new company you need detail and punctuality

Pagina 16

YESTERDAY, NOW OR LATER (LONG-TERM VISION) Not of Geert Hofstede Family: LT: relationships, who you are, quality of life, future oriented ST: traditions, favors and gifts, greetings, marriage

Pagina 17

LIGHT AND DARK (INDULGENCE) Subjective Well-being: happiness  A cognitive evaluation of one’s life  A description of one’s feelings Poor people are often more happy What decides your happiness   

Happiness Life control: free choice about what you want to do Importance of leisure

Restraint: don’t show emotions much Indulgence restraint Loose (a lot is tolerated) tight (maintain to the values, not much is tolerated) Link with other dimensions  

Uncertainty avoidance: UO is high, don’t like taking risk -> tight society Power distance: high PD, people are less happy

Terms Recalled frequency of emotional experience: How well you remember whether you were happy or not Moral discipline: if you have few desires, don’t aim on positive things to happen in your life Social axioms → societal cynicism: think negative about everything, often more with restraint people Extraversion and neuroticism: open and social people are often part of an indulgent culture, neuroticism (moody and sad) often in restraint cultures Friends and family: If friend are very important -> indulgent Household tasks are equally divided -> leads to happiness More open to foreigners -> indulgence

Pagina 18

Workplace KEY ELEMENTS IN INDULGENT SOCIETIES

KEY ELEMENTS IN RESTRAINED SOCIETIES

Doing what you like is good Touching and smiling is normal Being happy is normal Leisure and holidays are important Spending money is fun

Doing what you like is a slight of duty Interpersonal distance is normal Having ailments is normal Leisure and holidays are not important Spending money is a waste

Indulgent -> come up with own ideas, freedom of speech (opinion), a lot of feedback Restraint -> rarely receive feedback, don’t give opinions, follow what’s said Society becomes more and more indulgent, all countries should work together to make the whole better

Pagina 19

ORGANIZATIONAL CULTURES ≈ ≈ ≈ ≈ ≈ ≈

Holistic: the whole is more than the sum of the parts Historically determined Related to anthropology Socially constructed Soft Difficult to change

Culture: Collective programming of the mind that distinguishes different groups Organizational Culture: Collective programming of the mind that distinguishes different...