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    Cross Cultural Management Chapter 1

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    waleed waleed
    This document discusses cross-cultural management and the concept of culture. It defines cross-cultural management as a field that draws from various disciplines to understand how national cultures influence management practices and increase effectiveness in global management. Culture is described as consisting of shared attitudes, norms, and values that determine how people see themselves and the world. Culture has multiple layers including observable artifacts, underlying norms and values, and basic assumptions. Cultural assumptions in management are influenced by a society's values around traditionalism, rationalism, materialism, and postmodernism. Cultures can develop at different levels including national, organizational, corporate, professional, and in the context of management.

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    Cross Cultural Management Chapter 1

    Uploaded by

    waleed waleed
    132 views18 pages
    This document discusses cross-cultural management and the concept of culture. It defines cross-cultural management as a field that draws from various disciplines to understand how national cultures influence management practices and increase effectiveness in global management. Culture is described as consisting of shared attitudes, norms, and values that determine how people see themselves and the world. Culture has multiple layers including observable artifacts, underlying norms and values, and basic assumptions. Cultural assumptions in management are influenced by a society's values around traditionalism, rationalism, materialism, and postmodernism. Cultures can develop at different levels including national, organizational, corporate, professional, and in the context of management.

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    This document discusses cross-cultural management and the concept of culture. It defines cross-cultural management as a field that draws from various disciplines to understand how national cultures influence management practices and increase effectiveness in global management. Culture is described as consisting of shared attitudes, norms, and values that determine how people see themselves and the world. Culture has multiple layers including observable artifacts, underlying norms and values, and basic assumptions. Cultural assumptions in management are influenced by a society's values around traditionalism, rationalism, materialism, and postmodernism. Cultures can develop at different levels including national, organizational, corporate, professional, and in the context of management.

    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    132 views18 pages

    Cross Cultural Management Chapter 1

    Uploaded by

    waleed waleed
    This document discusses cross-cultural management and the concept of culture. It defines cross-cultural management as a field that draws from various disciplines to understand how national cultures influence management practices and increase effectiveness in global management. Culture is described as consisting of shared attitudes, norms, and values that determine how people see themselves and the world. Culture has multiple layers including observable artifacts, underlying norms and values, and basic assumptions. Cultural assumptions in management are influenced by a society's values around traditionalism, rationalism, materialism, and postmodernism. Cultures can develop at different levels including national, organizational, corporate, professional, and in the context of management.

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    of 18

    CROSS CULTURAL MANAGEMENT

    CHAPTER 1
    DETERMINANTS OF CULTURE
    What is Cross-Cultural Management?

    CCM is a fairly new field that is based on theories and


    research from:
    • Cross Cultural Psychology
    • International Business
    • Organizational Behaviour
    • Human Resources
    • Anthropology
    Goals for Cross-Cultural Management

    Cross Cultural Management seeks to


     Understand how national cultures affect management
    practices
     Identify the similarities and differences across cultures in
    various management practices and organizational
    contexts
     Increase effectiveness in global management
    What is Culture ?

     Culture is a code of attitudes, norms and values, the


    way of thinking...
     The culture determines:
    ◦ How we see ourselves
    ◦ How we see the world
    Culture
    Characteristics of culture include:
     Learned
     Shared
     Transgenerational
     Symbolic
     Adaptive
    The concept of culture has three layers:

     Artifacts and attitudes


    ◦ Behavioural or explicit level
     Norms (rules) and values
    ◦ Every culture has its own system
     Basic assumptions
    ◦ Difficult to describe or explain
    A Model of Culture

    Explicit artifacts and


    products of the society Outer layer: observable,
    Norms and values e.g. language, food,
    that guide the society buildings, art.
    Middle layer: helps people
    Implicit, basic understand how they
    assumptions that guide should behave.
    people’s behavior
    Inner layer: intangible,
    helpful for problem-solving
    and well interactions with
    other people.
    How can we explore culture?
    Cultural assumptions in management

    Edgar Schein defines culture as:


    ‘a set of basic assumptions – shared solutions to universal
    problems of external adaptation (how to survive) and
    internal integration (how to stay together) - which have
    evolved over time and are handed down from one
    generation to the next’
    Comparison value systems of societies

    Four categories
     Traditional society (Arab countries)

    ◦ Religion plays an important role


     Rational society (Germany)

    ◦ Interests of the individual come first


     Society where materialism is predominant

    (ex-communist countries)
     Post-modern society (Scandinavia)

    ◦ tolerant and democratic


    European Culture

    What is important in the forming process of an


    European culture?

     Meeting of diversity
     Complementarity of ideas
     Interaction within opposite values
    Levels of cultures in a business context

    Cultures can develop at different levels:


     Culture and Nation

     National culture

     Organizational culture

     Corporate culture

     Professional culture

     Culture and management


    Culture and Nation

     Macro level
    ◦ laws and economic institutions
    ◦ the nation must be considered by organizations going
    about their business.
     Micro level
    ◦ the organization is influenced through a number
    of cultural elements relating to:
     employer-employee relationships
     behaviour among employees
    National culture

     Elements that contribute to the creation of a national


    culture:
    - Physical environment
    - History of the nation
     Institutions that contribute to the establishment of a
    national culture
    - Family/Religion/Education
    - Mass communication media
    Organizational culture
     In organization, culture affects the way:
    - strategy is determined
    - goals are established
    - how the organization operates

     The personnel of the organization:


    - influenced by their cultural backgrounds
    - shared their own values and perceptions
    Corporate Culture

     Corporate culture is a combination of:


    - Organizational culture
    - National/Regional culture
     Two meanings on the influence of corporate culture:

    Key to success if:


    1) Clearly defined corporate culture
    2) Flexible culture
     Role of the company culture

    - internal cultural factors


    Professional culture
     Three professional cultures in management:
     Operators
    - involved in production (goods/services)
     Engineers
    - design and monitor the technology
     Executives
    - Senior Managers/Managers
    Culture and Management

    Cross-cultural management

     explains the behaviour of people in organizations


    around the world
     describes and compares organizational behaviour
    across countries and cultures
     seeks to understand and improve the interaction of :
    ◦ co-workers, managers, executives, clients, suppliers,
    and alliance partners

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