Professional Documents
Culture Documents
AND MULTICULTURALISM
Rohini M Budhiraja
Eiffel Tower
Guided
Missile
Relationship
between
employees
Diffuse relationships
to organic whole to
which one is bonded
Specific role in
mechanical system
of required
interactions
Specific tasks in
cybernetic system
targeted upon shared
objectives
Diffuse,
spontaneous
relationships
growing out of
shared creative
process
Attitudes toward
authority
Status is ascribed to
parent figures who
are close and
powerful
Status is ascribed
to superior roles,
which are distant
yet powerful
Status is achieved by
project group
members who
contribute to
targeted goals
Status is achieved
by individuals
exemplifying
creativity and
growth
Ways of thinking
and learning
Intuitive, holistic,
lateral, and errorcorrecting
Logical, analytical,
vertical, and
rationally efficient
Problems centered,
professional,
practical, crossdisciplinary
Process oriented,
creative, an hoc,
inspirational
Attitudes towards
people
Family members
Human resources
Specialists and
experts
Co-creators
Ways of changing
Father changes
course
Improvise and
attune
Ways of
motivating and
rewarding
Intrinsic satisfaction
in being loved and
respected
Promote to greater
position, larger role
Participating in the
process of creating
new realities
Variables
Incubator
CULTURE DIMENSIONS
Globe Project
The GLOBE (Global Leadership and Organisational Behaviour
Effectiveness) project team identified nine cultural dimensions
distinguishing one society to another
CULTURE DIMENSIONS
Globe Project
Gender Differentiation - role differentiation and gender
discrimination.
In-group Collectivism - individuals express pride, loyalty, and
cohesiveness in their organisations or families.
Collectivism/Societal - organisational and societal practices
encourage and reward collective distribution of resources and
collective action.
Power Distance - power should be unequally distributed.
Uncertainty Avoidance - relying on social norms, rituals and
bureaucratic practices lo minimize the unpredictability of future
happenings
Orientation of People
Pattern of Behaviour
and Thinking
What is a persons
relationship to nature?
Dominant, harmony or
subjugation
Hierarchial, collectivist or
others?
Doing, being or
containing
Future,present or past
Hofstede
1,16,000 employees, 70 countries 3
regions East and West Africa, Saudi
Arabia
Assumptions
Work related values are not universal
Underlying values persisit where MNC
tries to impose same norm on foreign
interest
Local values determine how headquarters
are interpreted
MNC that insist on uniformity is in danger
of creating morale problems and
Power Distance
Less powerful member accept power is distributed
unequally
Distance b/w individual at different levels of hierarchy
Countries that obey blindly orders of superiors have high
power distance
Eg Mexico,India,South Korea,Finance,Indonesia and
Singapore have high PD
Greatest in Malaysia and least in Ireland and Austria
If the supervisory levels are less then highly qualified
people are employed
Salary gap is higher
Symbols and status will be highly valued and have high
motivation appeal
Organisations with low PD are decentralised, flatter
structure
US, Austria, Ireland, Norway,New Zeland
Uncertainty Avoidance
People feel threatened by ambiguous situations and have
created beliefs and instructions and avoid these
High uncertainty oriented nations tend to have high need
for security and strong belief in expert and knowledge
Germany, Spain and Japan are anxiety prone and have
stress, high premium on job security career planning and
health insurance
Clear rules and regulations are welcomed and those who
give clear instructions are respected, low labour turnover,
less ambitious employees
Low uncertainty are more entreprenuerial,innovative and
exhibit less emotional resistance to changeDenmark,Britain
Swedes are shy and positive and feel suppressing
emotions is good and talkativeness is negative they adopt
a rational approach, new technology, encourage people to
assume responsibity for actions
Individualism
Tendency to look after themselves and family only
Tendency to look after group and feeling of belongingness
in exchange of loyality Collectivism
Individualist dont have a strong emotional bond and are
loyal as long as it suits them
Americans high on Individualist score go to court against
authority and claim rights,individual decisions are valued
over group
USA,Canada, Sweden,Denmark are high on individualist
score
Collectivist feel WE Employer and Employee are one
family and relationship prevails task and duty
Promotion is on loyality and seniority
Pakistan, Latin America low on individualist score and low
GNP
Masculinity
Dominant values are success,money and things
Japan high on masculinity lays importance of earning and
recognition,high on job stress
Germany and Spain are large scale enterprises and high
economic growth and low on conservation
Norway low on Masculinty as a cooperative,friendly
atmosphere and has employment security
MULTICULTURALISM
Multiculturalism means that people from many
cultures (and frequently many countries) interact
regularly.
Global firms are repositories of multiculturalism.
Not that the domestic firms have only
monocultures.
Cultural Predispositions
Ethnocentrism
The home countrys culture is sought to be imposed on
subsidiaries.
The MNC exports its HR policies and practices from home
office to foreign locations.
Ethnocentric policy is justified on the following reasons:
Need to maintain a unified corporate culture among all subsidiaries.
Cultural Predispositions
Polycentricism
Multinational Corporation seeks to adapt to the local
cultural needs of subsidiaries
Polycentricism is more pronounced in the context of
human resource practices
Does not bestow absolute freedom to subsidiary heads as
stand alone units
Host-country managers visit home offices for extended
periods to get acquainted with the company's culture and
are taught how to protect the nuances of corporate culture,
respecting of course, the host country's beliefs and values.
Cultural Predispositions
Regiocentricism
Regiocentric approach operates in the same way
as polycentricism
IHRM practices are applicable to regions.
Cultural Predispositions
Geocentricism
Subsidiary operations are managed by the best
qualified individuals, regardless of their nationality
The capable managers adapt easily and well to
different cultures and usually arc bilingual or
multilingual