cultural diversity and international organizational behavior fundamentals of organizational behavior...

Cultural Diversity and Cultural Diversity and International Organizational International Organizational BehaviorBehavior

Fundamentals of Fundamentals of Organizational Behavior 2eOrganizational Behavior 2e

Andrew J. DuBrinAndrew J. DuBrin

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

ChapterChapter1515

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 15–2

Learning ObjectivesLearning Objectives

1.1. Understand the scope, competitive advantages, and Understand the scope, competitive advantages, and success factors associated with cultural diversity.success factors associated with cultural diversity.

2.2. Identify and explain key dimensions of cultural Identify and explain key dimensions of cultural differences.differences.

3.3. Describe what is required for managers and Describe what is required for managers and organizations to become multicultural.organizations to become multicultural.

4.4. Be more aware of barriers to good cross-cultural Be more aware of barriers to good cross-cultural relations.relations.

5.5. Explain how motivation, ethics, conflict resolution, Explain how motivation, ethics, conflict resolution, and skills needed for negotiation can vary across and skills needed for negotiation can vary across cultures.cultures.

6.6. Appreciate the nature of diversity training and Appreciate the nature of diversity training and cultural training.cultural training.


Cultural Diversity: ScopeCultural Diversity: Scope

The Scope of Cultural DiversityThe Scope of Cultural Diversity Valuing diversity means to respect and enjoy a wide range Valuing diversity means to respect and enjoy a wide range

of cultural and individual differences.of cultural and individual differences. Scientifically measuring diversity is fairly easy; in practice, Scientifically measuring diversity is fairly easy; in practice,

diversity may not be visible or manifest itself readily.diversity may not be visible or manifest itself readily. The goal of a diverse organization is for persons of all The goal of a diverse organization is for persons of all

cultural backgrounds to achieve their full potential.cultural backgrounds to achieve their full potential.


The Diversity Umbrella (condensed)The Diversity Umbrella (condensed)

RaceRace

Sex or genderSex or gender

ReligionReligion

AgeAge (young, middle-(young, middle-aged, and old)aged, and old)

Generation Generation differencesdifferences

EthnicityEthnicity

EducationEducation

AbilitiesAbilities

Mental disabilitiesMental disabilities

Physical disabilitiesPhysical disabilities

Values and motivationValues and motivation

Sexual orientationSexual orientation

Marital statusMarital status

Family statusFamily status

Personality traitsPersonality traits

Functional Functional backgroundbackground

TechnologyTechnology interest interest

Weight statusWeight status

Hair statusHair status

Style of clothing Style of clothing and appearanceand appearance

Tobacco statusTobacco status

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The Competitive Advantage of The Competitive Advantage of DiversityDiversity1.1. Managing diversity well offers a marketing advantage, Managing diversity well offers a marketing advantage,

including increased sales and profits.including increased sales and profits.

2.2. Effective management of diversity reduces costs of Effective management of diversity reduces costs of absenteeism and turnover through increased job absenteeism and turnover through increased job satisfaction and helps avoid age, race, and satisfaction and helps avoid age, race, and discrimination lawsuits.discrimination lawsuits.

3.3. Companies with a favorable diversity reputation will Companies with a favorable diversity reputation will attract more diversity applicants.attract more diversity applicants.

4.4. Workforce diversity can provide a company with useful Workforce diversity can provide a company with useful ideas for favorable publicity and advertising.ideas for favorable publicity and advertising.

5.5. Workforce heterogeneity may also offer a company a Workforce heterogeneity may also offer a company a creativity advantage.creativity advantage.


Factors Associated with Diversity Factors Associated with Diversity SuccessSuccess1.1. CEO Initiation and SupportCEO Initiation and Support

2.2. Human Resources InitiativesHuman Resources Initiatives

3.3. Organizational CommunicationOrganizational Communication

4.4. Corporate PhilosophyCorporate Philosophy

5.5. Measures of Company Measures of Company SuccessSuccess


The Diversity Index at AllstateThe Diversity Index at Allstate


1. To what extent does our company deliver quality services to customers?

2. To what extent are you treated with respect and dignity at work?

3. To what extent does your immediate manager/team leader seek out and utilize diverse backgrounds and perspectives?

4. How often do you observe insensitive behaviors at work, for example: inappropriate comments or jokes?

5. To what extent do you work in an environment of trust? Source: Courtesy of Allstate Insurance Co.


Cross-Cultural ValuesCross-Cultural Values

Key Dimensions of Differences in Cultural Values:Key Dimensions of Differences in Cultural Values:1.1. Individualism versus collectivismIndividualism versus collectivism

2.2. Power distancePower distance

3.3. Uncertainty avoidanceUncertainty avoidance

4.4. Materialism versus concern for othersMaterialism versus concern for others

5.5. Long-run versus short-run orientationLong-run versus short-run orientation

6.6. Formality versus informalityFormality versus informality

7.7. Urgent time orientation versus Urgent time orientation versus casual time orientationcasual time orientation

8.8. High context versus low High context versus low context culturescontext cultures


Culturally Based Differences in Culturally Based Differences in Management StyleManagement Style

Culture provides values that guide Culture provides values that guide acceptable managerial behavior acceptable managerial behavior and leadership styles.and leadership styles.

Transplanted managers Transplanted managers may need to adopt some may need to adopt some of the characteristics of theof the characteristics of thenational stereotype of an national stereotype of an effective leader in the local effective leader in the local culture.culture.


Culturally Based Differences in Culturally Based Differences in Management Style: StereotypesManagement Style: Stereotypes

GermanyGermanyTechnically expert,Technically expert,authoritarians authoritarians

FranceFranceElitist,Elitist,

authoritarians authoritarians

JapanJapanFormal,Formal,consensus seekersconsensus seekers

ChinaChinaLow-profile,Low-profile,

tough negotiatorstough negotiators

United StatesUnited StatesEmotional,Emotional,egalitarians egalitarians


Multicultural Managers and Multicultural Managers and OrganizationsOrganizations The Multicultural ManagerThe Multicultural Manager Has the skills and attitudes to relate effectively to and Has the skills and attitudes to relate effectively to and

motivate people across race, gender, age, social attitudes, motivate people across race, gender, age, social attitudes, and lifestyles. Respects and values the cultural differences.and lifestyles. Respects and values the cultural differences.

Has the ability (e.g., is bilingual) to conduct business in a Has the ability (e.g., is bilingual) to conduct business in a diverse, international environment.diverse, international environment.

Has a Has a cultural sensitivitycultural sensitivity in being aware and interested in in being aware and interested in why people of other culture act as they do.why people of other culture act as they do.

Is not parochial in assuming that the ways of one’s culture Is not parochial in assuming that the ways of one’s culture are the are the only only ways things should be done.ways things should be done.

Is not ethnocentric in assuming that the superiority of one’s Is not ethnocentric in assuming that the superiority of one’s culture over that of another culture.culture over that of another culture.


Protocol Do’s and Don’t’s in Several Protocol Do’s and Don’t’s in Several CountriesCountries

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Great Britain

DO say please and thank you often. DO arrive promptly. DON’T ask personal questions because the British protect their privacy. DON’T gossip about British royalty.

France

DO shake hands when greeting. Only close friends give light, brushing kisses on cheeks. DO dress more formally than in the United States. Elegant dress is highly valued. DON’T expect to complete any work during the French two-hour lunch. DON’T chew gum in a work setting.

Italy

DO write business correspondence in Italian for priority attention. DO make appointments between 10:00 A.M. and 11:00 or after 3:00 P.M. DON’T eat too much pasta, as it is not the main course. DON’T hand out business cards too freely. Italians use them infrequently.


Protocol Do’s and Don’t’s in Several Protocol Do’s and Don’t’s in Several CountriesCountries

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Greece

DO distribute business cards freely so people will know how to spell your name. DO be prompt even i f your hosts are not. DON’T expect to meet deadlines. A project takes as long as the Greeks think is necessary. DON’T address people by formal or professional titles. The Greeks want more informality.

Japan

DO present your business cards with both hands and a slight bow as a gesture of respect. DO present gifts, American-made and wrapped. DON’T knock competitors. DON’T present the same gift to everyone, unless all members are the same organizational rank.


Multicultural Managers and Multicultural Managers and OrganizationsOrganizationsThe Multicultural OrganizationThe Multicultural Organization Values cultural diversity and is willing to Values cultural diversity and is willing to

encourage and even capitalize on encourage and even capitalize on such diversity.such diversity.

Benefits of a Multicultural Benefits of a Multicultural OrganizationOrganization Achieves the benefits of valuing diversity.Achieves the benefits of valuing diversity. Avoids the problems of not managing Avoids the problems of not managing

for diversity:for diversity: increased turnoverincreased turnover interpersonal conflictinterpersonal conflict communication breakdownscommunication breakdowns


Developmental Stages for theDevelopmental Stages for theMulticultural OrganizationMulticultural Organization

MonoculturalExclusion of minorities and women from power

NondiscriminationUnfair advantage of majority groupremoved, but no culture change

MulticulturalShares power and influence with all; major culture change



Barriers to Good Cross-Cultural Barriers to Good Cross-Cultural RelationsRelations Perceptual expectationsPerceptual expectations Predispositions about the appropriate appearance and Predispositions about the appropriate appearance and

physical characteristics of individuals.physical characteristics of individuals.

EthnocentrismEthnocentrism A belief that one’s culture is the best and judging other A belief that one’s culture is the best and judging other

cultures by how closely they resemble one’s own culture.cultures by how closely they resemble one’s own culture.

Intergroup rather than interpersonal relationsIntergroup rather than interpersonal relations Stereotyping individuals based on their group membershipStereotyping individuals based on their group membership

Stereotypes in intergroup relationsStereotypes in intergroup relations Assuming an individual’s personal characteristics based on Assuming an individual’s personal characteristics based on

their group membership.their group membership.


Cross-Cultural Processes: MotivationCross-Cultural Processes: Motivation

In order to use motivational concepts across In order to use motivational concepts across cultures, managers must know two key factors:cultures, managers must know two key factors: Which needs the people are seeking to satisfy.Which needs the people are seeking to satisfy. Which rewards will satisfy those needs.Which rewards will satisfy those needs.

Research findings:Research findings: A motivational concept that A motivational concept that

has a good cultural fit with has a good cultural fit with a culture can be a culture can be successfully applied successfully applied to that culture.to that culture.


Cross-Cultural Processes: EthicsCross-Cultural Processes: Ethics

Global business practices and behaviors create Global business practices and behaviors create ethical and legal dilemmas for managers:ethical and legal dilemmas for managers: The choice of which culture’s code of ethics to follow.The choice of which culture’s code of ethics to follow. Conflicts between individual and organizational Conflicts between individual and organizational

responsibilities for ethical behavior.responsibilities for ethical behavior. The ethics of outsourcing when The ethics of outsourcing when

doing so may create a human doing so may create a human health or environmental safety health or environmental safety hazard in another culture.hazard in another culture.


Cross-Cultural Processes: Cross-Cultural Processes: NegotiationsNegotiationsSuggestions for negotiating abroad:Suggestions for negotiating abroad: Use a team approach.Use a team approach. Do not push for informality.Do not push for informality. Be patient.Be patient. Learn to tolerate less than full Learn to tolerate less than full

disclosure of information.disclosure of information. Accept silence as part of Accept silence as part of

negotiating.negotiating. Take Take nono for an answer for an answer

sometimes.sometimes. Be adaptable.Be adaptable.


Cross-Cultural Processes: Conflict Cross-Cultural Processes: Conflict Resolution Resolution National cultures influence which method of National cultures influence which method of conflict resolution a manager will choose.conflict resolution a manager will choose. Tinsley’s models of conflict resolution:Tinsley’s models of conflict resolution:Conflict Resolution ModelConflict Resolution Model Cultural Group MembershipCultural Group Membership

Deferring to status powerDeferring to status power JapaneseJapanese

Applying regulationsApplying regulations GermansGermans

Integrating interestsIntegrating interests AmericansAmericans


Diversity Training and Cultural Diversity Training and Cultural TrainingTraining Diversity TrainingDiversity Training Attempts to bring about workplace harmony by teaching Attempts to bring about workplace harmony by teaching

people how to get along better with diverse coworkers.people how to get along better with diverse coworkers. Objectives of diversity training:Objectives of diversity training:

Fostering awareness and acceptance of individual Fostering awareness and acceptance of individual differences.differences.

Helping participants understand their own feelingsHelping participants understand their own feelings and attitudes about people who are different. and attitudes about people who are different.

Exploring how differences might be tapped as assetsExploring how differences might be tapped as assetsin the workplace.in the workplace.

Enhancing work relations between people who are Enhancing work relations between people who are different from each other.different from each other.


Diversity Training and Cultural Diversity Training and Cultural TrainingTraining Training in Cross-Cultural RelationsTraining in Cross-Cultural Relations Cultural trainingCultural training

A set of learning experiences (e.g., mastering a foreign A set of learning experiences (e.g., mastering a foreign language) designed to help employees understand the language) designed to help employees understand the customs, traditions, and beliefs of another culture.customs, traditions, and beliefs of another culture.

Culture shockCulture shock The physical and psychological symptoms that can develop The physical and psychological symptoms that can develop

when a person is abruptly placed in another culture.when a person is abruptly placed in another culture. Cultural training is designed to help expatriates avoid Cultural training is designed to help expatriates avoid

culture shock, which is a major contributor to the high culture shock, which is a major contributor to the high failure rate of overseas assignments.failure rate of overseas assignments.

cultural diversity and international organizational behavior fundamentals of organizational behavior...

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