Relative Values As A Barrier To Culture Change, Is Illustrated In Which Of The Following Statements?

Individual and Cultural Differences

Cultural Differences

7. How do y'all manage and practise business organisation with people from dissimilar cultures?

The concluding topic we will talk over in this chapter is the role of culture and cultural diversity in organizational behavior. Cultural variety tin can be analyzed in many ways. For instance, nosotros tin can compare cultural variety inside 1 country or company, or we can compare cultures beyond units. That is, we can expect inside a detail North American firm and see employees who are Asian, black, Latino, American Indian, white, and and then along. Conspicuously, these individuals take different cultural backgrounds, frames of reference, traditions, and so forth. Or nosotros tin can look more globally and compare a typical American house with a typical Mexican, Italian, or Chinese business firm and once again meet significant differences in civilization.

We tin can also analyze cultural diversity by looking at unlike patterns of behavior. For instance, Americans often wonder why Japanese or Korean businesspeople e'er bow when they come across; this seems foreign to some. Likewise, many Asians wonder why Americans always shake hands, a similarly strange behavior. Americans often complain that Japanese executives say "yep" when they actually hateful something else, while Japanese executives claim many Americans promise things they know they cannot deliver. Many of these differences result from a lack of agreement concerning the various cultures and how they affect behavior both within and exterior the workplace. As the market place and economies of the world merge e'er closer, it is increasingly important that we come up to sympathise more than about cultural variations as they impact our world.

What Is Culture?

Just put, civilisation may be defined as "the collective programming of the mind which distinguishes the members of one human grouping from another; the interactive amass of common characteristics that influences a human group'south response to its environs."

G. Hofstede, Culture'south Result, (Beverly Hills, Calif.: Sage, 1980), p. 25.

More than to the bespeak, civilisation is the "commonage mental programming of a people."

Ibid.

Information technology is the unique characteristics of a people. Equally such, culture is:

• Something that is shared by all or virtually of the members of a lodge
• Something that older members of a lodge try to pass along to younger members
• Something that shapes our view of the world

The concept of civilisation represents an easy way to empathize a people, admitting on a superficial level. Thus, we refer to the Chinese culture or the American culture. This is not to say that every member inside a culture behaves in exactly the same manner. On the reverse, every culture has multifariousness, simply members of a certain culture tend to exhibit like behavioral patterns that reverberate where and how they grew up. A knowledge of a culture's patterns should aid us deal with its members.

Civilization affects the workplace because it affects what nosotros practice and how we behave. As shown in (Figure), cultural variations influence our values, which in turn affect attitudes and, ultimately, behaviors. For case, a culture that is characterized by hard piece of work (east.g., the Korean culture discussed above) would exhibit a value or ethic of hard work. This work ethic would be reflected in positive attitudes toward work and the workplace; people would feel that hard work is satisfying and beneficial—they might feel committed to their employer and they might feel shame if they exercise not work long hours. This, in turn, would lead to actual high levels of work. This behavior, then, would serve to reinforce the culture and its value, and so on.

Relationship of Civilisation to Values, Attitudes, and Behavior

(Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license)

To see how this works, consider the results of a survey of managerial behavior by French researcher Andre Laurent.

A. Laurent, "The Cultural Diverseness of Western Conceptions of Direction," International Studies of Management and Organisation, XII, i–2, Spring-Summer 1983, pp. 75–96.

He asked managers how important information technology was for managers to have precise answers when asked a question by subordinates. The results, shown in (Figure), clearly prove how civilisation can influence very specific managerial behavior. In some countries, it is imperative for the managing director to "know" the answer (fifty-fifty when she really doesn't), whereas in other countries it made little divergence. Thus, if we want to sympathise why someone does something in the workplace, at least part of the behavior may exist influenced past her cultural background.

Advisable Managerial Behavior in Different Countries

(Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license)

Dimensions of Civilisation

In that location are several ways to distinguish dissimilar cultures from 1 another. Kluckhohn and Strodtbeck have identified six dimensions that are helpful in understanding such differences.

F. Kluckhohn and F. Strodtbeck, Variations in Value Orientations (Evanston, 3.: Row, Peterson, 1961).

These are as follows:

1. How people view humanity. Are people basically skilful, or are they evil? Can most people be trusted or not? Are most people honest? What is the true nature of humankind?
2. How people run into nature. What is the proper relationship betwixt people and the environment? Should people exist in harmony with nature, or should they try to command or harness nature?
3. How people arroyo interpersonal relationships. Should i stress individualism or membership in a group? Is the person more than or less of import than the grouping? What is the "pecking order" in a social club? Is information technology based on seniority or on wealth and power?
4. How people view activity and achievement. Which is a more than worthy goal: activeness (getting somewhere) or but being (staying where one is)?
5. How people view time. Should one focus on the past, the present, or the hereafter? Some cultures are said to exist living in the by, whereas others are looking to the future.
6. How people view infinite. How should concrete space be used in our lives? Should we live communally or separately? Should important people exist physically separated from others? Should important meetings be held privately or in public?

To run into how this works, examine (Effigy), which differentiates 4 countries (Mexico, Germany, Nippon, and the United States) along these six dimensions. Although the actual place of each country on these scales may be argued, the exhibit does serve to highlight several trends that managers should exist enlightened of as they arroyo their piece of work. For instance, although managers in all four countries may share like views on the nature of people (good versus bad), significant differences are noted on such dimensions as people'due south relation to nature and interpersonal relations. This, in turn, tin impact how managers in these countries approach contract negotiations, the acquisition of new technologies, and the direction of employees.

Japanese train station

Kluckhohn and Strodtbeck identified half dozen dimensions that are helpful in understanding such differences. Japan is a populous land that requires workers to take public transportation to and from piece of work. How does the Japanese geography affect Japanese culture? (Credit: elminium/ flickr/ Attribution 2.0 Generic (CC By 2.0))

Dimensions such as these help us frame any discussion about how people differ. We can say, for example, that most Americans are individualistic, activeness-oriented, and nowadays/futurity-oriented. We can further say that they value privacy and desire to command their environment. In another culture, perchance the way is past-oriented, reflective, group-oriented, and unconcerned with achievement. In Nihon nosotros hear that "the nail that sticks out gets hammered down"—a comment reflecting a belief in homogeneity within the civilisation and the importance of the group. In the United States, past contrast, we hear "Look out for Number One" and "A man'south home is his castle"—comments reflecting a belief in the supremacy of the private over the group. Neither culture is "correct" or "ameliorate." Instead, each culture must exist recognized equally a forcefulness within individuals that motivates their behaviors inside the workplace. Nonetheless, even within the U.S. workforce, we must keep in listen that there are subcultures that tin influence behavior. For example, contempo work has shown that the Hispanic culture within the United States places a high value on groups compared to individuals and as a consequence takes a more collective approach to decision-making.

T. Cox, et al., "Effects of Indigenous Group Cultural Differences on Cooperative and Competitive Behavior on a Group Task," Academy of Direction J., 34, pp. 827–847; and South. Gruman, cited in North. Adler, International Dimensions of Organizational Beliefs (Boston: PWS/Kent, 1986), pp. 13–14.

Every bit nosotros progress through this discussion, we shall continually build upon these differences as nosotros attempt to understand behavior in the workplace.

Cultural Differences among Managers in Four Countries

(Attribution: Copyright Rice University, OpenStax, nether CC BY-NC-SA iv.0 license)

1. What role do managers play to ensure that the culture of individuals are valued and appreciated and contribute to a successful piece of work environment?

7. How do you manage and practice concern with people from unlike cultures?

Culture refers to the commonage mental programming of a group or people that distinguishes them from others. Civilization (i) is shared by the members of the grouping, (ii) is passed on from older members to younger members, and (3) shapes our view of the world. Vi dimensions of civilization tin can be identified: (1) how people see themselves, (2) how people see nature, (three) how people approach interpersonal relationships, (iv) how people view action and achievement, (5) how people view time, and (vi) how people view infinite.

Affiliate Review Questions

1. Why is it important for managers to understand individual differences at work?
2. Which employee abilities seem to be most important in determining job performance? Explain.
3. Define personality. Which personality traits are almost relevant to understanding organizational behavior? Why?
4. Explain how the concept of locus of control works. Provide an example.
5. Describe the basic incongruity thesis. Exercise you concur with this thesis? Nether what circumstances might the thesis be nearly likely to be truthful? Least likely to be true? Explicate.
6. Why is information technology important for managers to understand ethical standards in the workplace? How exercise ethics affect our behavior at work?
7. How should managers handle the "gray zones" that are common to ethical dilemmas in organizations? Explicate.
8. Define culture. How exercise culture and cultural variations affect work behavior and chore performance? Provide examples to evidence why a knowledge of such differences is important for managers.

Managerial Skills Awarding Exercises

1. What Is Your Locus of Control?

Instructions: This instrument lists several pairs of statements apropos the possible causes of beliefs. For each pair, select the letter (A or B) that ameliorate describes your ain behavior. Remember: there are no right or wrong answers. To view the scoring key, go to Appendix B.

1. 1. In the long run, the bad things that happen to us are balanced by the good ones.
   2. Most misfortunes are the result of lack of ability, ignorance, laziness, or all 3.
2. 1. I have often establish that what is going to happen will happen.
   2. Trusting to fate has never turned out also for me as making a conclusion to take a definite course of action.
3. 1. Many of the unhappy things in people's lives are partly due to bad luck.
   2. People's misfortunes outcome from the mistakes they make.
4. 1. Without the right breaks, i cannot exist an effective leader.
   2. Capable people who fail to become leaders take not taken advantage of their opportunities.
5. 1. Many times, I experience I have little influence over the things that happen to me.
   2. It is impossible for me to believe that take a chance or luck plays an important role in my life.
6. 1. Nigh people don't realize the extent to which their lives are controlled by adventitious happenings.
   2. At that place really is no such thing every bit "luck."
7. 1. Unfortunately, an individual's worth frequently passes unrecognized no matter how difficult she tries.
   2. In the long run, people get the respect they deserve.

Source: Adjusted from Julian B. Rotter, "Generalized Expectancies for Internal Versus External Control of Reinforcement." Psychological Monographs, 80 (Whole No. 609, 1966), pp. 11–12.

2. Which Values Are Most Important to You?

Instructions: People are influenced past a wide variety of personal values. In fact, information technology has been argued that values represent a major influence on how we procedure information, how we experience about issues, and how nosotros bear. In this exercise, you are given an opportunity to consider your own personal values. Below are listed two sets of statements. The first list presents several instrumental values, while the second list presents several concluding values. For each listing you are asked to rank the statements co-ordinate to how important each is to you lot personally. In the list of instrumental values, place a "1" next to the value that is most important to you lot, a "ii" next to the second most important, and then forth. Clearly, you volition have to make some hard decisions concerning your priorities. When you have completed the listing for instrumental values, follow the same procedure for the concluding values. Please remember that this is not a exam—in that location are no right or incorrect answers—and then exist completely honest with yourself. To view the scoring primal, get to Appendix B.

Instrumental Values

• _____ Assertiveness; standing up for yourself
• _____ Beingness helpful or caring toward others
• _____ Dependability; being counted upon past others
• _____ Didactics and intellectual pursuits
• _____ Hard work and achievement
• _____ Obedience; post-obit the wishes of others
• _____ Open-mindedness; receptivity to new ideas
• _____ Self-sufficiency; independence
• _____ Truthfulness; honesty
• _____ Beingness well-mannered and courteous toward others

Terminal Values

• _____ Happiness; satisfaction in life
• _____ Cognition and wisdom
• _____ Peace and harmony in the world
• _____ Pride in achievement
• _____ Prosperity; wealth
• _____ Lasting friendships
• _____ Recognition from peers
• _____ Conservancy; finding eternal life
• _____ Security; freedom from threat
• _____ Cocky-esteem; self-respect

Managerial Conclusion Exercises

1. You lot piece of work for a large multinational corporation with offices around the globe. Ane of your colleagues has been offered an assignment overseas to either the Japanese, Southward Korean, or High german offices for a long-term consignment (three to seven years). She has asked your advice on the opportunity because she is concerned nearly the failure some others have encountered. Often, they want to render domicile earlier their consignment is complete, or they decide to quit. She is as well concerned about building relationships every bit a manager with the local employees. Your friend is very skilled technically and you know that she could be successful in the positions being offered. You wonder whether her apprehension has to exercise with her personality, and whether that might have an impact on her success for this office.

   1. Identify the personality traits you lot think might be relevant to beingness successful in a global assignment in either Japan, South korea, or Federal republic of germany.
   2. Develop a personality test aimed at measuring these dimensions.
   3. Do you recall that your friend volition fill out this questionnaire honestly? If non, how would you ensure that the results you go would be honest and truly reverberate her personality?
   4. How would you validate such a test? Draw the steps you would take.

2. Information technology's your concluding semester in college and y'all're going through several interviews with recruiters on campus. Amidst the opportunities that you are interviewing for is an entry-level position as a data analyst with a large accounting firm. You lot have been told during the initial interview that the business firm uses a personality assessment as office of their selection procedure. Y'all feel that this job requires someone who is very high in introversion since it involves a lot of private work involving analysis of information on the i hand, but that in potential future roles on an audit team, one would need a high level of extroversion dealing with colleagues on the squad and with clients. You take a loftier level of technical power and tin concentrate on tasks for long periods and too feel that you are sociable, merely maybe not as much as some other students in other disciplines. The opportunity is terrific, it is a nifty stepping-stone to career advancement, and your faculty adviser is very supportive. Refer to the personality examination in the Managerial Skills Application Exercises question 2 as an example of the personality test that volition be given. How are you lot going to answer when completing the personality test? Are you going to answer the questions truthfully?

   1. What are the advantages and disadvantages of completing the questions honestly?
   2. What are the advantages and disadvantages of completing the questions in a mode yous recall the company is looking for?

Critical Thinking Instance

Making a Diverse Workplace the Top Priority

Johnson & Johnson is a leader in multinational medical devices besides equally pharmaceutical and consumer packaged goods. Founded in 1886, the company has been through generations of cultural differences and is consistently listed amongst the Fortune 500. Johnson & Johnson is a household name for millions with many of their products lining the shelves of medicine cabinets around the world. In 2017, Johnson & Johnson took the number 2 spot on the Thomson Reuters Diversity & Inclusion Alphabetize.

At such a multinational company, with over 130,000 employees worldwide, the forefront of the focus on their internal workforce is diversity. At the forefront of their mission statement, this is clearly stated: "Make diversity and inclusion how nosotros work every twenty-four hours." Having a mission statement is wonderful, but how does Johnson & Johnson live up to these standards day in and day out?

Chief Diversity & Inclusion Officeholder Wanda Bryant Hope works tirelessly to inject the company with the very founding principles that built the company 130 years ago. She is 1 of 46 percent of employees worldwide that are women, and is delivering solutions that serve all of the patients and companies that piece of work with Johnson & Johnson.

I initiative that sets Johnson & Johnson apart in the variety category is their programs and initiatives such as the Scientist Mentoring and Diversity Plan (SMDP), which is a yearlong mentorship program pairing ethnically diverse students with industry leaders.

Additionally, the company commits to alignment with Homo Rights Campaign Equality Index benchmarks, as well as supporting the armed forces and wounded soldiers. These benefits include transgender-inclusive wellness insurance coverage and paid time off after military exit for soldiers to acclimate back to life at dwelling house.

These commitments brand Johnson & Johnson one of the all-time cases for a company that is making nifty strides in a tough cultural climate to bridge the gaps and make all of their employees, customers, and clients feel included and a part of the bigger whole.

Questions:

1. What diversity challenges do you think Johnson & Johnson management and employees face due to their presence as worldwide organization?
2. What other considerations should the visitor take in lodge to increase their impact of diversity and inclusion in the workplace?
3. Johnson & Johnson prides themselves on bridging the gender equality gap. What are some challenges or concerns to consider in the future with their hiring practices?

Sources: Johnson & Johnson website accessed August 1, 2018, https://www.jnj.com/nearly-jnj/diversity; Johnson & Johnson website accessed August one, 2018, http://www.careers.jnj.com/careers/what-makes-johnson-johnson-a-global-leader-in-diversity-inclusion.

Glossary

Culture

The collective programming of the listen that distinguishes the members of one human group from another; the interactive aggregate of mutual characteristics that influences a human group's response to its environment.

Relative Values As A Barrier To Culture Change, Is Illustrated In Which Of The Following Statements?,

Source: https://opentextbc.ca/organizationalbehavioropenstax/chapter/cultural-differences/

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