Understanding difference in values across cultures and using that information to better interact with your employees.

Management

What are your values?Managers should spend time researching this topic.

Researchers and managers need to think about culture holistically and

not just focus on one or two dimensions. Cultural values are closely related to organizational

commitment. Values explain attitude, behavior, and perception and is

defined “knowledge of an individual value system can provide insight and

they need to fit well in with the organization  

(Robbins & Judge, 2013)

Values Defined and The Value System.

Can values be classified?

There are two typologies that have been developed for this very question. The

Rokeach Value Survey consists of two sets of values and each one contains 18

individual value sets.

Terminal vs. Instrumental ValuesLet’s take a close look.

Terminal and Instrumental Values

1970 – Researched 116,000 IBM employees in 40 countries about their work-related values. Results are:

Geerf Hofstede

tAn employee with low power distance stresses the importance of individual’s rights and characterized society in which people are seen as equals and desire the same opportunities as those with money and/or power.

Low Power Distance

The definition of power distance is when a person will accept that power is in the organizations and is distributed unequally.

A high power distance means that people see a large degree of inequalities of power and wealth.

High Power Distance

1 2

1970 – Researched 116,000 IBM employees in 40 countries about their work-related values. Results are:

Geerf Hofstede

Collectivism is a term used in job satisfaction and employee - employer relationships.

It emphasizes a tight social framework in which people expect others in groups of which they are a part of that team and work hard together for the benefit of the organization.

Collectivism

This term refers to how much of a degree people prefer to act as individuals rather than as group or team members and thoroughly believe that people should do their work solo without making decisions with other people .

Individualism

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1970 – Researched 116,000 IBM employees in 40 countries about their work-related values. Results are:

Geerf Hofstede

Collectivism is a term used in job satisfaction and employee - employer relationships.

It emphasizes a tight social framework in which people expect others in groups of which they are a part of that team and work hard together for the benefit of the organization.

Femininity

In this reference, it refers to the way society see genders as a whole. It favors traditional traits to a man such as power, controlled, and achievement. This theory does not consider men and women equals.

Masculinity

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1970 – Researched 116,000 IBM employees in 40 countries about their work-related values. Results are:

Geerf Hofstede

People who have low uncertainty avoidance have less stress and are acceptable with change. They can tolerate ambiguity very well. They follow less rules than their counter opposite.

Low Uncertainty Avoidance

People in this a category have high levels of stress and they tend to use laws to reduce the uncertainty that they feel. They value routine.

High Uncertainty Avoidance

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1970 – Researched 116,000 IBM employees in 40 countries about their work-related values. Results are:

Geerf Hofstede

Employees who are short term orientated only care about the present and do not see such things as commitments as any reason for change. They are the “here and now” group (the “me” generation).

Short Term Orientation

These employees are looking toward the future and are very thrifty and persistent. The also tend to value tradition and are so great with change.

Long Term Orientation

1 2

What Do Managers Need To Know About Other Cultures Regarding Values?

Perception is a must for a manager to understand when dealing with others with different cultures. Perception is “A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

A manager needs to understand how to interpret other’s perception as this defines their attitudes, personality, motives, interest, and most importantly, expectations (Robbins & Judge, 2012). Look at this picture? Many of us

will see different things. It is all a matter of perception. Interesting!!(e.how, 2012).

Long vs. Short OrientationUS = Index = 29 Australia = Index = 31 US = Rate = 29 Australia = Rank = 23

Uncertainty AvoidanceUS = Index = 46 Australia = Index

= 51 US = Rank = 43 Australia = Rank = 43

Masculinity vs. FemininityUS = Index = 62 Australia = Index = 61 US = Rank = 15 Australia = Rank = 16

Individualism vs. CollectivismUS = Index = 91 Australia = Index = 90 US = Rank = 1 Australia = Rate = 2

Power DistanceUS = Index = 38 Australia = Index =36 US = Rank = 38 Australian = Rank = 41

Managers need to use “Self-Monitoring” at work. But, people should also use this outside of work as well. This skills can be a useful tool to gain success, make friends, encourage employees, boost morale, and give you life long friends. Self- Monitoring is a term used to “think before you speak”. People who are unable to do this would be unable to judge their evironmental surroundings enough to adjust their behavior in different social situations. Evidence that someone has the attribute of self-monitoring would include better performance ratings, more mobile in their personally and professionally life, and are more likely to have positions in management (Judge & Robbins, 2012).

In Conclusion, What Can Mangers Do In & Out Of Work About Others Values?

What are your values?Are you managerial material?

Values and different cultures can be a touchy subject for any manager. With some practice, good

education, and a level head, you can learn a lot from people. “Listening is the

key.” ~ Unknown (Robbins & Judge, 

2013)

e.how. (n.d.). How to change an employee's attitude. Retrieved from

ehow.com: http://ehow.com/how_8370349_change-employees-

attitude.html

Robbins, S. P., & Judge, T. A. (2012). Organizational Behavior (15th ed.).

Upper Saddle River, NJ: Pearson Prentice Hall.

REFERENCES

~ Holley Klein