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    Managing Across Cultures: A Learning Framework
    Managing Across Cultures: A Learning Framework
    Managing Across Cultures: A Learning Framework
    Ebook98 pages1 hour

    Managing Across Cultures: A Learning Framework

    By Meena S. Wilson, Michael H. Hoppe and Leonard R. Sayles

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    About this ebook

    Managing in a multicultural setting can be very challenging. Culture strongly influences how people behave and how they understand the behavior of others, and cultures vary in the behaviors they find proper and acceptable. This report--which integrates work done by experts in the fields of anthropology, cross-cultural psychology, and international business management with CCL's perspective on how executives learn from experience--describes the cultural values, often unconsciously held, that underlie work in the U.S. and provides managers in the U.S. with a structured way of learning about the value preferences of people from other cultures. Examples drawn from workplaces around the world aid in applying the framework.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateNov 1, 1996
    ISBN9781604918045
    Managing Across Cultures: A Learning Framework

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      Book preview

      Managing Across Cultures - Meena S. Wilson

      MANAGING ACROSS CULTURES

      A Learning Framework

      MANAGING ACROSS CULTURES

      A Learning Framework

      Meena S. Wilson

      Michael H. Hoppe

      Leonard R. Sayles

      Center for Creative Leadership

      Greensboro, North Carolina

      The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

      The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below.

      Center for Creative Leadership

      Post Office Box 26300

      Greensboro, North Carolina 27438-6300

      336-288-7210 • www.ccl.org

      ©1996 Center for Creative Leadership

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

      CCL No. 173

      Library of Congress Cataloging-in-Publication Data

      Wilson, Meena S.

      Managing across cultures : a learning framework / Meena S. Wilson, Michael H. Hoppe, Leonard R. Sayles

      p. cm.

      Includes bibliographical references.

      ISBN 1-882197-25-9 [ISBN-13: 978-1-882197-25-5]

      1. International business enterprises—Management. 2. Management—Cross-cultural studies. 3. Comparative management. 4. Intercultural communication. I. Hoppe, Michael H. II. Sayles, Leonard R. III. Title.

      HD62.4.W59 1996

      For My Parents,

      Atam Dev and Vimla Nagrath Surie

      Meena S. Wilson

      Table of Contents

      Preface

      Acknowledgments

      Introduction

      Source of Identity: Individual-Collective

      At the Individual Pole

      At the Collective Pole

      In the Workplace

      Individual accountability

      Career progress

      Private offices and privacy

      Candor

      Loyalty to the company

      Loyalty to one’s family and clan

      Goals and Means of Achievement: Tough-Tender

      At the Tough Pole

      At the Tender Pole

      In the Workplace

      Competition and cooperation

      Modesty

      Separating family considerations from work life

      Orientation to Authority: Equal-Unequal

      At the Equal Pole

      At the Unequal Pole

      In the Workplace

      Hiring and promotion based on achieved versus ascribed status

      Deference

      Lack of delegation

      Response to Ambiguity: Dynamic-Stable

      At the Dynamic Pole

      At the Stable Pole

      In the Workplace

      Structure of work life

      One best way answers to problems

      Different people and ideas

      Means of Knowledge Acquisition: Active-Reflective

      At the Active Pole

      At the Reflective Pole

      In the Workplace

      Axiomatic versus pragmatic thinking

      Analytic approach to solving problems

      Strategic and long-term decisions

      Perspective on Time: Scarce-Plentiful

      At the Scarce Pole

      At the Plentiful Pole

      In the Workplace

      The precise use of time

      The linear use of time

      Past, present, and future

      Outlook on Life: Doing-Being

      At the Doing Pole

      At the Being Pole

      In the Workplace

      Commitment to work and economic values

      Optimism about the future

      Traditional religions and the world of work

      Using the Framework

      Use the Seven Dimensions

      Construct a Provisional Hypothesis

      Test and Modify the Hypothesis Continually

      Challenge Yourself to Grow Personally

      Conclusion

      References

      Appendix: Models of Cultural Difference

      Preface

      In developing the learning framework presented in this paper, we have consulted current research in the fields of anthropology, cross-cultural psychology, and international business management (see the Appendix) and have attempted to integrate the concepts we found there into a tool that managers and employees can use to understand the behavior of people from a variety of cultural backgrounds.

      We want to emphasize that our framework, which currently has seven dimensions, is a provisional one. These dimensions will be empirically tested for reliability and validity when we administer a survey (the Intercultural Values Questionnaire, or IVQ) to an international sample of managers and executives. (The scales of the IVQ are the same as the dimensions of the framework.) Ultimately we hope to link cultural values

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