Organizations increasingly more diverse in terms of their race, gender, ethnicity, and nationality Help with better decision making, more innovation, better ways of solving problems, more creativity, and better understanding of different market segments Problems with difference in workforce: high interpersonal conflict, high rate of turnover, breakdown in communications A multicultural organization is 1. pluralism, 2. full structural integration, 3. full integration of the informal networks, 4. an absence of prejudice and discrimination, 5. no gap in organizational identification based on cultural identity group, and 6. low levels of intergroup conflict Many big companies have no global strategies as they don’t have global leaders and managers Culture is the collective programming of the mind that separates on group from another. These are passed and down and reinforced by the agents of socialization Manifestation of culture: Values at the core, harder to see outright. Outer layers are symbols (clothing, art), Heroes, and Rituals which are easily seen. Practices cuts across all layers Culture and psychology: Mental Programming (Our psychology), Human Nature (Universal e.g. eating), Personality (Inherited/individual vs learnt), Cultural Group (learned) Hofstede’s Cultural Dimensions: individualism vs collectivism, high vs low power distance, high vs low uncertainty avoidance, masculine vs feminine, and long vs short term orientation Masculinity: preference in society for values such as assertiveness, competitiveness, task achievement Femininity: preference for relationships nurturing, harmony, quality of life and relationships Categorization: Allows us to make sense of complex world and environment by group large chunks together Stereotypes: can be consciously held> descriptive> accurate (Sophisticated stereotypes)>first best guess> modified When stereotyping we differentiate and categorise the ‘other’ people based on gender, race, ethnicity, nationality, profession, and politics Individual differences are often overlooked, people become identified by their larger groups Types of stereotypes: self-fulfilling stereotypes, stereotype consensus, stereotype threat Ethnocentrism In-group vs out-group High vs low cultural distance Dialectic logic process (Hegel): thesis>antithesis>synthesis (shifting perception by actively observing opposite phenomenon) more so in high contest culture than low context In high context there would be lots of discussion about information and more time spent. office layout). personal dignity and respect. NZ. Haptics (handshakes. compared to low context . Kinesics (gestures. eye contact). implicit vs explicit Verbal vs Non-verbal communication Non-verbal communication: Proxemics (personal space. reduces stereotypes and conflicts (WWII. expectations. Brazil. German) Issues in Intercultural Communication: communicating ethically. where German and French troops celebrated Christmas together) Cultural intelligence (CQ): Set of skills that allow an individual to operate with high effectiveness in foreign cultures and culturally ambiguous settings Enculturation: First culture learning Acculturation: Second culture learning The cultural script Accepting that you don’t know is a big step Cultural quotient: Cognitive means (With your head)>physical means (With your body)>motivational means (By rewarding achievement) Communication depends on: codes. inflection) Low vs High context Saving face: keeping harmony and maintaining social norms. convention Cultural field: surrounds our channels of communication and can affect the meanings of the message Different codes and conventions of communication can make transfer difficult Intercultural communication: direct vs indirect. communicating electronically. facal exp. Affective cultures: visibly emotional. hugs. communicating through a translator Negotiation: multi party discussion or communication to reach some type of agreement Important to know the other party in negotiation. separating emotions from decision (Spock from Star Trek)(China. Paralanguage (tone. kisses). allows emotions in discussions (India. Relation before task. Egypt) Neutral cultures: restraining and controlling. Allport’s Contact Theory: increased contact between two groups and individuals generates understanding. all about face. But there are also factors which lead to higher levels of satisfactions if present and no satisfaction if not present (Motivators. so it channels efforts towards real or perceived need/want McClelland’s Theory of Needs state that individual’s specific needs are acquired over time and shaped by one’s life experiences. due to subject specific enculturation. responsibility. reputation. as well as strategic business groups Discuss the china video we watched regarding American and Chinese businessmen and the issues regarding communication and expectations (high vs.time. all about the present and profits Business is not a zero-sum game. Alliances are a key part of current business strategies. and often related to social interactions. growth) Equity Theory suggests relational satisfaction comes from perceived equality in terms of input and output (input. salary. most time spent here. effort. personal life.achievement. Herzberg’s Motivation-Hygiene theory states that unlike Maslow’s Hierarchy. more emphasis on relation. low context) Disconfirmed expectancy: when something happens that is not expected. with personal power being the ability to control others (not preferred).salary. Persuasion phase not the most important in high context. A finally need for Power. no business is an island. responsibility). room left to manoeuvre. about maintaining relation. loyalty) (output. Any unfair distribution will lead to dissatisfaction . For low context it is about legal and documented agreements. Those with high need for Affiliation want harmonious relationship with others and work in areas that provide significant personal interaction. and institutional power being the ability to organize the efforts of others to further the goals of the organization. In low context it is all about negotiating and persuasion. there are factors which if not present lead to dissatisfaction and if present lead to no dissatisfaction (Not satisfaction) (Hygiene-company policy. Can be linked to concepts of fairness and appropriateness Parochialism>Ethnocentrism>Polycentrism Cultural protocol Motivation: that which drives goal directed behaviour. security). recognition. There are three classifications: Achievers need to excel and avoid both high and low-risk situations (goes for 50% chance) and usually works alone with other high achievers. early concessions made to move things forward Agreement for high context can be broad and open. expert (ability/knowledge). the more culturally relative they become. collective) CCM Motivation Adjustment Steps: Describe the motivational situation. security/basic needs. cultural contingent attributes Culturally contingent attributes need to be tailored for each cultural groups. identify cultural assumptions. Vroom) Maslow’s Hierarchy of Needs: physiological needs. Maslow) Process Theories: Tend to examine the process of fulfilling needs (Equity theory. referent (charisma and persuasiveness). He/she wears many hats depending on the context GLOBE Study investigated among other factors how cultural values are related to organizational practices and conceptions of leadership Cultural universal vs. Herzberg. on how we behave in certain ways due to what we expect the outcome to be Content Theories: Tend to examine what the needs are and their arrangement in order of importance (McClelland’s. such as participation in leadership. legitimate (positional power). and relation with subordinates Eastern cultures prefer indirect praise while Western cultures prefer direct ones A multicultural team may face hurdles. but learns and uses different approaches and traits to fit the context and followers. generate culturally synergetic alternatives. coercive (punishment). social and affiliation. Self-actualization and the need for security may mean different things depending on types of cultures (individualistic vs. self-actualization Higher we go up and away from the more universal human nature motivators. Vroom’s Expectancy Theory is about the mental process regarding choice. monitor and make adjustments to the motivation strategy (4 steps) Leadership is the ability influence/motivate/enable others to contribute toward the success of the organisation/team Types of Power: Reward (valance). affiliation (association) Which one of the above are most effective for young managers? A modern leader is not born. esteem. but if overcome can potentially perform better than a mono-cultural team . have sense of humour. staged reaction to new socio-environmental patterns. postpones awareness effort. emptiness. and usually involves disconfirmed expectancies Also relates to cultural distance. professional re-entry Use of facebook to reduce the many effects of reverse cultural shock Increased cultural differences within a workforce also potentially create costs in terms of higher interpersonal conflict. disconfirmed expectancy. To maximize productivity leaders are advised to oversee the change process into a multicultural organization Characters of a multicultural organization are: pluralism. no organizational identification based on cultural identity of groups. choose battles carefully). return (reverse cultural shock) Negativity talk is a form of self-fulfilling communication in acculturation. absence of prejudice and discrimination. social re-entry. collaborative redirection strategy Repatriation can often be more shocking than going into an alien culture (reverse cultural shock) Problems with repatriation idealised view of home. It can be both physical and emotional. patterns of communication that disrupt and reduce the possibility of effective cultural adjustment Steps handling negativity talks determine pattern. validate perspective without engaging in neg talk. low intergroup conflicts . organizational support). expectation of total familiarity. pre-departure preparation if possible (study basics. turnover. and communications breakdown. family dynamics. talk to expats). cultural informant. conform. full integration of the informal networks. assimilation One of the goals of building CQ is to lower the severity and duration of the emptiness stage In our daily lives there can be more minute ups and downs in the stages of cultural shock Coping strategies Selection and assignment acceptance (psychometric measures. disconfirmed expectancy. on arrival and during assignment (realistic goals. full structural integration. In multicultural teams it is about forming a hybrid culture. the further the two cultures the more pronounced the shock Stages of cultural shock: honeymoon. taking the best from different cultures and applying that towards the team goal Culture shock is the natural.