cultural considerations for conducting business in a global economy thursday, july 22, 2010...
TRANSCRIPT
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Cultural Considerations for Conducting Business in a Global Economy
Thursday, July 22, 2010
Co-Sponsored by:The Employment Law Alliance andAperian Global
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Presenters
Moderator
Stephen J. Hirschfeld, CEO, Employment Law Alliance;
Partner, Curiale, Hirschfeld, Kraemer, LLPSan Francisco, [email protected]
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Presenters
Speakers
Ernest Gundling, Founder and Chief OperatingOfficer, Aperian Global, San Francisco, [email protected]
Simone-Eva Redrupp, Practice Group Leader for
Europe, Middle East, and Africa, Aperian Global, Paris, France
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Welcome
• Overview of cultural dimensions• Workplace applications
1. Attitudes toward prospective employers and corporate brands
2. Common employee engagement and retention issues in a multi-cultural work environment
3. Performance management and feedback styles with employees in different regions
4. Training and development challenges based upon cultural differences in learning styles
5. What to do when you are in an environment that doesn't treat women fairly (according to your local standards)
6. The impact that religious beliefs and practices can have on the workplace
• Overview of cultural dimensions• Workplace applications
1. Attitudes toward prospective employers and corporate brands
2. Common employee engagement and retention issues in a multi-cultural work environment
3. Performance management and feedback styles with employees in different regions
4. Training and development challenges based upon cultural differences in learning styles
5. What to do when you are in an environment that doesn't treat women fairly (according to your local standards)
6. The impact that religious beliefs and practices can have on the workplace
AgendaAgenda
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Working Globally
“The single greatest cause of difficulties in global business transactions is not a lack of technical expertise, hard work or good intentions – it is a lack of ‘people skills’ for relating successfully across style differences attributed to factors such as national culture, organizational culture,
job function, and personality.”
Ernest Gundling, PhD, author of Working GlobeSmart
“The single greatest cause of difficulties in global business transactions is not a lack of technical expertise, hard work or good intentions – it is a lack of ‘people skills’ for relating successfully across style differences attributed to factors such as national culture, organizational culture,
job function, and personality.”
Ernest Gundling, PhD, author of Working GlobeSmart
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About Aperian Global
Aperian Global provides consulting, training and web tools for global talent development.
Global Leadership Global Teams Global Assignment Services Global Diversity & Inclusion Global Business Skills
We integrate thought leadership, technology
and global reach to serve our clients' globalization needs.
Our mission is developing the capabilities
of individuals, teams, and organizations to
work effectively across cultures in order to
create a sustainable global future.
www.aperianglobal.com
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So, what does this mean for me?So, what does this mean for me?
Globalization
We live in a working world that is more global We live in a working world that is more global every year.every year.
OR
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Impact of Culture
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Lens of Culture
Culture A Culture B
Visible
Less Visible
Customs
Region
Beliefs
Assumptions
Family Values
Corporate Culture
History
Behavior
Food
Language
Dress
Visible
Less Visible
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Stereotypes and Generalizations
GeneralizationsStereotypes
NEW INFORMATIONNEW INFORMATION
Fixed and oversimplified opinions, images or judgments
General statements, ideas or principles
Always
Never
All
None
Either/Or
Most
Many
Some
Usually
Typically
Generally
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Culture and Behavior: Key Factors
Professional Specialty
Level of Experience
Individual Style
Corporate Culture
National Culture
What Else?
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Dimensions of Culture
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GlobeSmart® Cultural Dimensions
Aspects of culture that represent a range of work styles in a multicultural work environment
Aspects of culture that represent a range of work styles in a multicultural work environment
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How to Use the GlobeSmart® Dimension Profile
• Dimensions are on a continuum• There is no “right” or “wrong” style• Profile result is not a predictor of success
You Your Colleague
YOUR GOAL! Know the profile of you and your colleague in order to leverage similarities and bridge gaps
YOUR GOAL! Know the profile of you and your colleague in order to leverage similarities and bridge gaps
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Key Dimensions of Culture: Independent Interdependent
• Independent action is a strong competency
• Identity tied to individual traits
• Individual decisions
• Group harmony and cooperation important
• Identity tied to group affiliation
• Group decisions (consensus among family, team)
Independent Interdependent
What is the role of the individual?
What is the role of the individual?
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Independent (Me) or Interdependent (We)?
“The squeaky wheel gets the grease.”
“The nail that sticks up gets hammered down.”
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Egalitarianism Status
Key Dimensions of Culture: Egalitarianism Status
• Equal to others in professional settings
• Work roles can be flexible, less rules and protocols
• OK to challenge the opinions of people in power
• Each role in hierarchy has its own code of behavior
• Status and position respected; Titles important
• Questioning opinions is seen as lack of trust
What is the relation toward hierarchy?
What is the relation toward hierarchy?
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“Is it important for a Manager to have the precise answers to most of the questions that
subordinates may raise about their work?”
Source: André Laurent, “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization
Viewpoints on a Manager’s Role
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“Is it important for a Manager to have the precise answers to most of the questions that subordinates may raise about their work?”
Source: André Laurent, “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization
Viewpoints on a Manager’s Role
0
10
20
30
40
50
60
Sweden
South A
frica
USA
Nether
lands
Denm
ark
Canad
a UK
Austra
lia
Germ
any
Switzer
land
Belgiu
mBra
zil
France
Japan
Portugal
Italy
Spain
Per
cent
agr
ee
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Restraint
Key Dimensions of Culture: Risk Restraint
• Demonstrate quick results
• Flexibility and speed valued more than thoroughness
• Spend time on research before making change
• Establish proper processes and systems
Risk
What is the comfort level with risk taking?
What is the comfort level with risk taking?
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Direct Indirect
Key Dimensions of Culture: Direct Indirect
• Concise, concrete, to the point
• Not afraid to “say it like it is”
• Difficulties confronted openly
• OK to give and receive “constructive” feedback
• Great attention given to how messages are expressed
• Preserve harmony in group• Pay attention to saving face and
preserving personal dignity• Unwillingness to saying no
How is information communicated?
How is information communicated?
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What’s Going on in This Conversation?
Mr. Dupont: We will probably need to keep the production lines open this Saturday.
Ms. Chin: I see.
Mr. Dupont: Can you come on Saturday?
Ms. Chin: Yes, I think so.
Mr. Dupont: It will be of great help.
Ms. Chin: Yes, Saturday is a very special day.
Mr. Dupont: Why is that?
Ms. Chin: It is my son’s birthday.
Mr. Dupont: Oh, I hope you will enjoy yourselves.
Ms. Chin: Thank you for your understanding.
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Task Relationship
Key Dimensions of Culture: Task Relationship
• Relationship follows task
• Move quickly to task, get to know people later
• Being efficient, managing time
• Task follows relationship
• Relationship building critical to getting any job done
• Business relationships develop over time via extended networks
What is the work priority?
What is the work priority?
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Relationship- vs. Task-Based Networks
Task-Based Networks
Task-Based Networks
Relationship-Based NetworksRelationship-Based Networks
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Short-Term Long-Term
Key Dimensions of Culture: Short-Term Long-Term
• Demonstrate immediate results
• Efficiency, speed important in decision-making process
• Goals and reports focus on one-month and quarterly plans
• Big picture, long-term results
• Thoroughness, discussion of possible outcomes are key
• Goals and reports focus on one-year and long-term plans
What is the time horizon?
What is the time horizon?
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Task
What works:• Explain purpose of potential use of
information clearly• Link information to business need
What doesn't work:• Have too much background or context• Make unclear requests based on
relationship instead of business need
Task
What works:• Explain purpose of potential use of
information clearly• Link information to business need
What doesn't work:• Have too much background or context• Make unclear requests based on
relationship instead of business need
Obtaining Information:Relationship- vs. Task-Based Networks
Relationship
What works:• Emphasize long-term relationship more
than task• Information shared in different ways at
different stages
What doesn't work:• Focus only on immediate business need • View information as data or a commodity
that is easily shared
Relationship
What works:• Emphasize long-term relationship more
than task• Information shared in different ways at
different stages
What doesn't work:• Focus only on immediate business need • View information as data or a commodity
that is easily shared
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Workplace Applications
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1. Corporate and National Brands
• Italian luxury company has difficulty recruiting key talent in India due to lack of “brand awareness” by local software engineers
• Strategic communication campaign launched by China-based French companies, to counter the “feminine image of French companies” and to show France’s “heavy industry”
• Egalitarian leadership style = inspirational for the new generation in emerged countries; it projects personal advancement
• What are perceived as “opportunities” and positive “stretch assignments” in Central Europe (to accelerate career track) can be negatively perceived as “exploiting the workforce” or “lemon squeezing” in mature markets
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• In Eastern Europe, a Romanian subsidiary of a Silicon Valley software company was voted “Best Place to Work 2009” by its “millennium” workforce: one high potential employee even chose to wait six months for his contract because of his desire to be associated with this authentic business model.
• On the other hand, in Southern Europe (Italy, Spain), a North American entertainment company claims that “too much retention and loyalty” (average employment tenure: twelve years) is preventing innovation and creativity.
2. Engagement & Culture
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2. Engagement & Culture
• Gallup Survey Item: Does my supervisor, or someone at work, seem to care about me as a person?
• Sample Cultural Dimensions; Independent vs. Interdependent; Task vs. Relationship
• Related Questions:– How is care demonstrated?
– Does the employee expect to work closely with other team members or more independently?
– How often does the team meet in person?
– Are team member relations strictly professional or do they extend to more personal friendship ties as well?
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2. Team Member Profiles: “Care”2. Team Member Profiles: “Care”
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2. Engagement & Culture
• Gallup Survey Item: Do I know what is expected of me at work?
• Sample Cultural Dimensions; Egalitarian vs. Status; Risk & Restraint
• Related Questions:
–Is the role of the manager to tell employees what to do or to elicit ideas from employees?
–Should employees solve problems themselves or should they bring problems to their managers?
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“Is it important for a Manager to have the precise answers to most of the questions that subordinates may raise about their work?”
Source: André Laurent, “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization
2. Viewpoints on a Manager’s Role
0
10
20
30
40
50
60
Sweden
South A
frica
USA
Nether
lands
Denm
ark
Canad
a UK
Austra
lia
Germ
any
Switzer
land
Belgiu
mBra
zil
France
Japan
Portugal
Italy
Spain
Per
cent
agr
ee
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2. Team Member Profiles: “What is Expected”
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2. Engagement & Culture
• Gallup Survey Item: In the last seven days, have I received recognition or praise for good work?
• Sample Cultural Dimension; Direct vs. Indirect
• Related Questions:
–How are recognition and praise defined and interpreted?
–Do employees expect recognition to be expressed verbally or through indirect means such as the assignment of greater responsibility or constructive criticism?
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2. Team Member Profiles: “Recognition”
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3. Performance Management & Feedback
Individual
Elsewhere Direct
Periodic Verbal
NonverbalImmediate
Indirect Here
Group
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3. Performance Management & Feedback
Cultural Orientation
Feedback ExpectationsAnd Behavior
Cultural Orientation
INDIVIDUAL Individuals who have feedback to offer should provide it to other individuals using the
appropriate techniques
Feedback is commonly provided on a group basis and may be
provided to a group even when it is intended for an
individual
GROUP
EQUALITY Feedback can be given both ways between a superior and a
subordinate
Feedback is given, and expected, primarily from the superior
to the subordinate
HIERARCHY
TASK The person and the task are separated, and the focus is on
how to do the task well
Person and task are not separated; feelings and facts
are both important when giving critical feedback
RELATIONSHIP
UNIVERSAL Work-related feedback is usually provided at work. It is important to follow the
proper procedure and make it concrete, objective, and
constructive
After hours venues may provide a setting where feedback can be given and received more
freely, even between managers and subordinates
SITUATIONAL
VERBAL Feedback is explicit to prevent misunderstandings
Feedback is not given explicitly to avoid confrontation and
damaged relationships
NONVERBAL
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4. Cultural Differences in Learning Styles: China
• Learning from the Master, from Respected Models
Apprenticeship System
Learning is the Teacher’s Responsibility
Learning through Stories
• Learning in Groups
• Incremental Learning; Repetition Memorization; Examination System
Highly Structured
Hands-on Learning
• Other Use Right Hand
Posture Important
• Learning from the Master, from Respected Models
Apprenticeship System
Learning is the Teacher’s Responsibility
Learning through Stories
• Learning in Groups
• Incremental Learning; Repetition Memorization; Examination System
Highly Structured
Hands-on Learning
• Other Use Right Hand
Posture Important
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Cultures within CulturesRace and Ethnicity Socioeconomic Status
Gender Language
Regional Origin Organizational Affiliation
Educational Background Sexual Orientation
Age Job Function
Religion Physical Disability
Family Background Other
Global Diversity:Cultures within Cultures
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5. Treatment of Women
• The concept of Meritocracy (irrespective of gender) and “equal gender representation” is not universal– French multinational corporation’s female CEO announced in
March 2010, “I will enforce 10% women representation in the Senior Management”
– French renown “grandes ecoles” focus on diversity & inclusion since Jan 2010
– New EU countries (Estonia, Latvia, Lithuania) have clear diversity and inclusion laws, but there are gaps between the laws and workplace mindset & implementation
– Diversity and meritocracy are interpreted primarily in ethnic terms in Namibia, and seen very differently through the eyes of various ethnic groups
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6. Impact of Religious Beliefs & Practices
• An increasing Muslim population has pushed a Western cosmetics multinational to adapt its office layout to include prayer rooms for the five daily prayers and adapt meeting times; company events are not hosted during the fasting month of Ramadan
– “Head coverings are seen by some in the West as a form of oppression of women. But it is important to recognize that many Muslim women feel that the head scarf is a form of modesty that shifts the focus from their physical appearance to their capabilities in the workplace.”
• Burka (Burqa); Niqab; Abaya– “An Indian colleague, who knew about our customs told me ‘Happy
Ramadan’ at the beginning of the Ramadan season. I also appreciate it when colleagues understand why I don’t eat during the Ramadan fasting period and are not offended.”
– Ramadan in 2010 is from August 11th to the 9th of September.
• An Asian petroleum company sends its employees on training courses “How to effectively manage Western women and international teams”
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General Advice for Working Globally
Develop a Range of
Approaches
Identify ways to “style switch” or use a “Third
Culture” Way
Constantly Seek Advice and
Enhance Knowledge
Talk to a “cultural bridge”, read, use GlobeSmart
Be Aware of Your Iceberg
Be aware that you may be making judgments that
work in your culture;Consider alternative
interpretations
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Conclusion
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