intercultural management 672010 … dimensions - hofstede intercultural management isp melanie...

Globalization Competencies

Intercultural Management ISP Melanie Hiller 06.07.2010 1

Globalization Competencies Intercultural Management

Lecture by Melanie Hiller

Faculty of Mathematics and Economics University Ulm

polymundo - Consultancy for Globalization

Content

1. Globalization and Culture?!

2. Culture – What is that?

3. Intercultural Management!

World Production

World Trade

World Market

World Communication

World InformationEconomy

Forms of Globalization

Environment

Environmental Consciousness

World Culture

World Society

World Politics

Environmental Crisis

World StandardsEconomy

Technique

Ecology

Politics

"Globalization is the continuous interlinking process of different worldwide happening

Definition Globalization

process of different worldwide happening occurrences in the fields of economy, technique, politics, culture and social aspects of nations with interlinked inter-dependenciesand consequences.“

Stehr, C. (2003), p. 47

Multi-dimensional Process

Economy

Politics

Technique

Ecology

Social

Culture

Cp: Teusch, U. (2004)

The cultural Process?

Cultural Homogenization? �� World Culture?

Cultural Heterogenization?

Clash of Civilizations?

Cp: Featherston, M. (1990); Varwick, J. (2004); Huntington, S. (1996)

Cultural Glocalisation

Global Homogenization Local Heterogenization

Glocalisation

Cp: Roland, R. (1998)

„Think globally, act Locally“

Summary

Forms of Globalization!Cultural Form of Globalization!

Cultural Form of Globalization!Global HeterogenizationLocal Homogenization

(Cultural) Glocalisation!

Content

2. Culture – What is that?

Culture - Definition (I)

„Culture is communication and communication is culture.“

communication is culture.“

Hall, E. (1990), p. 186

Culture – Definition (II)

“Culture is the collective programming of the human mind

programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values.”

Hofstede, G. (2004), p. 2

Culture - Definition (III)

„Culture is a shared system of meanings. It dictates what we pay

meanings. It dictates what we pay attention to, how we act and what we value. Culture organizes such values into what Geert Hofstede calls „mental programs“.“

Trompenaars, F./Hampden-Turner C. (1997), p. 13

Culture as a collective System � Enables individuals and groups to deal

with each other and the outside world

� Shared Values, Beliefs, Norms, Assumptions and Perception

� Transmitted by Rituals, Behavior, Symbols, Communication, Artifacts, Art and Technology

�� Cultural Standards

Culture – Values and Practices

www.managingchange.co Hofstede, G. (2004)

Individual and Culture

Specific toIndividual

Learnedand Inherited

Universal

and Inherited

Learned

Inherited

Specific to groupor category

Hofstede, G. (2004)

Human Nature

Culture

Personality

Culture Shock

Based on Oberg, K. (1960) and Gullahorn, J. T./Gullahorn, J. E. (1963)

Summary

Values, Norms, Beliefs, Assumptions, PerceptionRituals, Symbols, Behavior and Communication

Rituals, Symbols, Behavior and CommunicationArtifacts, Art, Technology

Content

2. Culture - What is that?

Why Intercultural Management?

GlobalizationEcology Culture

Social

Politics Economy

Technique

Economy

Social

Geography/Nature

Politics / Law

Technique

CultureInternational Management

„Think globally, act Locally“

External Factors

Mead, R. (1998)

Worst Case Example

�Understand: Nature of Culture, its Influence on Behavior (in the Workplace)

Intercultural Management Skills

Influence on Behavior (in the Workplace)

�Knowledge: about specific Cultures

�Recognizing: Differences Between Cultures

� Implementation of structures

Cognitive Affective Conativ

Knowledge: Social Skills: Implementing:

Intercultural Competencies

Knowledge:

- Countries

- Culture

- CulturalSystems

Social Skills:

- Sympathy

- Empathy

- Tolerance

- Open Minded

Implementing:

-Communication

- Language

- Behavior

How to measure Culture?

How to compare Cultures?R

1:00 pm 1:30 pm 2:00 pm 2:30 pm 3:00 pm 3:30 pm

Time/Accuracy

Based on Barmeyer, Ch. (2000)

Cultural Dimensions

Cultural Standards

Cultural Dimensions

(Values and Behavior)

Extreme 1 Extreme 2

Three Concepts

� 4-D-Concept from Hall

� 5-D-Concept from Hofstede

� 7-D-Concept from Trompenaars

4 Dimensions - Hall

� Context-Orientation

� Space-Orientation

� Time-Orientation

� Message

Low-Context High-Context

Messages/Information are message is part of the

Context-Orientation

Messages/Information are explicit, direct and unambiguous

message is part of the context / indirect Information

Values: Individualism Values: Group Sense

Direct verbal interaction less nonverbal expressions

Indirect verbal interaction more nonverbal expressions

High-Context vs. Low-Context

www.genderwork.com

High-/Low-Context CulturesHigh-Context vs. Low Context

www.genderwork.comAustrian

�Power Distance

Individualism vs. Collectivism

5 Dimensions - Hofstede

� Individualism vs. Collectivism

�Masculinity vs. Femininity

�Uncertainty Avoidance

�Long Term vs. Short Term Orientierung

Power distance focuses on the degree ofequality or inequality between people in

Power Distance

equality or inequality between people inthe country or society.

� � ��

Low PDI High PD

Value People’s Equally Respect for Status

High/Low Power Distance

People’s Equally Respect for Status

Inequality Minimized Needed

Key Element Decentralization Centralization

rights EqualPower holders entitled to Privileges

powerful peopleTry to look less powerful

Try to look as powerful as possible

older people Not respected Respected

Hofstede, G. (2004)

PD - Index

http://businesscoaching.typepad.com - Based on Hofstede, G. (2004)

Uncertainty Avoidance

Uncertainty Avoidance focuses on thelevel of Avoidance or Tolerance for

level of Avoidance or Tolerance for Uncertainty and Ambiguity within theSociety

?? ? ??

High vs. Low UA

High UA Low UA

Value Certainty Exploration

Distinction True or False Urgent or Not

Key Element What is different is dangerous

What is different causes curiosity

Hofstede, G. (2004)

UA - Index

Long vs. Short Term Orientation

Time-Orientation focuses on the

degree the Society embraces long- or

short-term devotion to traditional or

forward thinking Values.

� �

Long Term Short Term

Long/Short Term Orientation

Value Long Term Benefits

Saving Face

Distinction Serve Goals Proper or Not

Key Element Tradition and History

Quick Results are expected

Hofstede, G. (2004)

LTO - Index

7 Dimensions - Trompenaars� Universalism vs. Particularism

� Neutral vs. Emotional

� Defuse vs. Specific

� Achievement vs. Ascription

� Human-Time Relationship

� Human-Nature Relationship

Individualism vs. Collectivism

This Dimension focuses on the Degree the Society reinforces Individual or collective

Society reinforces Individual or collective Achievement and interpersonal Relation-ships.

� ��

��

Individualism and Collectivism

Individualism Collectivism

Value Individual Group Harmony

Value Individual Freedom

Group Harmony

Distinction Me/Others In/Out Group

Key Element The Task is important

Relationships is important

Trompenaars, F./Hampden-Turner, C. (1997)

No Index by Trompenaars

IDV – Index ?USA Individualism

Canada Individualism

Individualism

Canada Individualism

Great Britain Individualism

Germany Individualism

Mexico Collectivism

Brazil Collectivism

Indonesia Collectivism Collectivism

Trompenaars, F./Hampden-Turner, C. (1997)

�Qualitative insights rather than Quantitative Data

Cultural Dimensions – Critique?

Quantitative Data

�Useful in Understanding of different Cultures, Situations and Relationships

Orientation

Summary

Intercultural CompetenciesIntercultural Management

Intercultural ManagementCultural Dimension (Hall, Hofstede, Trompenaars)

Orientation

Summary

2. Culture – What is it?

Thank you very much

for your attention

Sources (I)� Barmeyer, Ch. (2000): Interkulturelles Management und Lernen

– Studierende und Führungskräfte in Frankreich, Deutschland und Quebec, Frankfurt/ Main, 2000.

� Gullahorn, J. T./Gullahorn, J. E. (1963): Gullahorn, J. T., and Gullahorn, J. E. (1963) An extension of the U-curve hypothesis. Journal of Social Issues 19 (1), 33-47.

Journal of Social Issues 19 (1), 33-47.

� Featherston, M. (1990), Global Culture: Nationalism, Globalization, and Modernity, London et al., 1990.

� Hall, T. (1990): Hall, Edward T., The Silent Language, New York, 1990.

� Huntington S. (1996): Huntington, Samuel P., Clash of Civilizations and the remaking of world order, New York, 1996.

� Hofstede, G. (2004): Hofstede, Geert, Cultures and Organizations: Software of the Mind, London et al., 2004.

� Mead, R. (1998): Mead, Richard. International Management: Cross cultural dimensions, Blackwell, 1998.

� Robertson, R. (1998): Robertson, Roland, Globalization – Social Theory and Global Culture, London et al., 1998.

� Stehr, C. (2003): Stehr, Christopher, Globalisierung und Destabilisierungstendenzen innerhalb des Internationalen Systems: eine Indikatorenanalyse für ausgewählte Nationalstaaten, Berlin, 2003.

Sources (I)

2003.� Teusch, U. (2004): Teusch, Ulrich, Was ist Globalisierung? – Ein

Überblick, Darmstadt, 2004.� Trompenaars, F./Hampden-Turner, C. (1997): Trompenaars, Fons/

Hampden-Turner, Charles, Riding the Waves of Culture: Understanding Cultural Diversity in Global Business, New York et al., 1997.

� Oberg, K. (1960): Oberg, Kalervo, Culture shock: Adjustments to new cultural environments. Practical Anthropology. 4, 177-182

� Varwick, J. (2004): Varwick, Johannes, Globalisierung, in: Woyke, Wichard (Hrsg.), Handwörterbuch Internationale Politik, Bonn, 2004.

intercultural management 672010 … dimensions - hofstede intercultural management isp melanie...

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