penelope telemachos and odysseus
TRANSCRIPT
2
Life goals of business leaders Questions to MBA students: “typical successful business leader in your country is driven by...”
Overall ranking
1. Growth
2. Continuity
3. Year profits
4. Personal wealth
5. Power
6. Honour
7. Create sth new
8. 10 yr profits
9. Law
10.Responsibility emps
11.Ethical norms
12.Responsibility soc
13.Game spirit
14.Patriotism
15.Family interests
Brazil China India Germany USA
4 1
4 1 -
3 - 4
3
2 3 3 5
4
3
5 4
-
- 2
1 - 5 2
5 1
1
2 2
5
Source: Hofstede et al 2010 p 321. n = 1800, 17 countries.
3
Culture’s Causes: the next challenge
• Dimensions of culture make sense
– Differences do not diminish
– They sometimes seem to grow
• Why, despite globalization, are cultures
still vital for business and for survival?
• Let’s look on the ground.
4
Culture is learned in childhood
• To learn:
– its place in the world
– Key distinctions
• Big / small, Good / bad
• Allowed / forbidden
• Boy / girl, Clean / dirty
• ...
• To learn what to desire
– Or be an outcast
7
Levels of uniqueness
We can (and should) model our behaviour at different levels
everybody
my
moral
circle(s)
me
personality: Big Five;
life experience;
plans, goals, aspirations
family, tribe, country;
profession; team,
organization:
norms, values
human nature:
status – power drives, emotions;
genes, hormones, brains, cultures
8
Levels of uniqueness
We can (and should) model our behaviour at different levels
everybody
my
moral
circle(s)
me
personality: Big Five;
life experience;
plans, goals, aspirations
family, tribe, country;
profession; team,
organization:
norms, values
human nature:
status – power drives, emotions;
genes, hormones, brains, cultures
9
Levels of uniqueness
We can (and should) model our behaviour at different levels
everybody
my
moral
circle(s)
me
personality: Big Five;
life experience;
plans, goals, aspirations
family, tribe, country;
profession; team,
organization:
norms, values
human nature:
status – power drives, emotions;
genes, hormones, brains, cultures
10
Human nature:
Theodore Kemper, status-power game
• We are driven to
– Confer appropriate ‘status’
– Expect (‘claim’) the same
– When thwarted: use ‘power’
• We do this in groups
– Strive for equal status across groups
– Commit to where we get status
• Sociological constructs
13 nothing Claiming a lot
.
a lot Claiming vs conferring status
Deserving conferral
terrorist
complaining citizen
freedom fighter saint
champion
media star
beggar
donor
lover superhero
girl
police agent
villain
GOOD
BAD baby
elderly person woman
man
spoilt child
teenager
15 nothing having power a lot
.
a lot Status vs power
baby
terrorist
citizen
soldier
Deserving conferral
elderly person
saint
superhero
woman
man
spoilt child
king
scientist
lawyer
beggar
lover
donor
girl
police agent
villain
16
Social landscape
Is a status-power landscape
...whose defaults vary across cultures
...and according to group-based perspective
...and per person.
22 feminine Masculinity masculine
.
collectivist Teamwork models
Germany
Switzerland Ge
Austria
Switzerland Fr
France
Singapore
China
Great Britain
Japan
United States
Italy
Russia
Poland
individualist
Finland
India Brazil
Individualism
Denmark
Slovenia
Portugal
Vlaanderen
Nederland
Wallonie
Costa Rica Colombia
Kenya
Argentina
Mexico
Venezuela
Nigeria
Luxemburg Czeck Rep.
Romania
Spain
Sweden
S-Africa
24
Katz
&
Hund
• Medium-sized (250) textile printing company • CEO + 3 managers
– finance and personnel (X) – manufacturing (Katz) – design and sale (Hund)
• Quarrel! – Sales and manufacturing people do not talk
• What to do? a. call in CEO to settle conflict b. improve org structure with rules c. send Katz and Hund to management course
25 small Power distance large
.
Uncertainty
avoidance
weak Models of organisation
Germany
Switzerland Ge
Austria
Switzerland Fr
France
Singapore
China Great Britain
Japan
United States
Italy
Russia
Poland strong
Israel
India
Brazil
Vlaanderen
Wallonie
Nederland
Colombia Mexico
Sweden
Costa Rica
Portugal
Panama
Argentina
Kenya Nigeria
Pakistan
Luxembourg
Romania
Venezuela Czeck Rep.
Denmark
S-Africa
Spain
Vietnam
Hong Kong
Jamaica
Greece
26
Short-term orientation (Monumentalism) – Long-term
orientation (Flexhumility) World map (based on WVS)
flexhumble
monumentalist
Europe; CVS data
28 short long-term orientation WVS long
.
Indulgence
indulgent Life outlook
Germany Iran
France Singapore
China
Great Britain
Japan
United States
Italy
Russia
Poland
restrained
S Korea
India
Brazil Nederland
Colombia Mexico Sweden
Iraq
Portugal
Taiwan
Argentina
Tanzania
Nigeria
Pakistan
Morocco
Romania
Venezuela
Czeck Rep.
Denmark
S-Africa
Spain
Vietnam
Hong Kong
Greece
Egypt
29
End of tour
• Big picture: – Culture sets social
landscape, = defaults of
status-power game
• C-c business: 1. relationship (proper
conferral and claiming of
status!)
2. business status-power game
30
Traveller
• TRaining for Virtually Every Location for
Learning emphatic Relationships
• Encounter in a bar
• www.ecute.eu
31
moral
• Odysseus:
– Cultures are here to stay
• Neglect them and your international ventures fail
• Telemachos:
– The social landscape idea and status-power
can serve to model the dynamics of culture
‘on the floor’
• For cross-cultural training
www.geerthofstede.com
32
Resources
• Researchers’sites:
– www.geerthofstede.eu
• ( or www.geerthofstede.com)
• With all VSM and book translations
– www.gertjanhofstede.com
• Trainers’s sites:
– network: www.itim.org
– courses: www.geert-hofstede.com