WE ARE DIFFERENT: CULTURE BACKGROUND
oHofstede’s five o dimensions oHall’s context of culture oFour-fold model
WE ARE IN THE SAME TEAM: TEAM DYNAMICS
Individualism (IDV)
It is the degree to which individuals are integrated into groups.
WE ARE IN THE SAME TEAM: TEAM DYNAMICS It is the degree to which cultures value
WE ARE IN THE SAME TEAM: TEAM DYNAMICS
HEADING FOR THE FUTURE
CINA
BRASIL
HOFSTEDE’S DIMENSIONS TIPS OF DOING BUSINESS
80
Managers are expected to manage - don't be afraid to give clear, precise instructions.
V.I.P Training
GROUP 4 DDIM 2010-2011
ቤተ መጻሕፍቲ ባይዱ
DOING BUSINESS IN A CROSS-CULTURAL ENVIRONMENT REQUIRES AN IN-DEPTH UNDERSTANDING OF AND CLEAR COMMUNICATION WITH PEOPLE FROM A VARIETY OF CULTURAL BACKGROUNDS AND NATIONALITIES
Great emphasis is placed on the value of
60
verbal communication..
Don't simply rely on emails to give
40
information.
The use of emotion in communication
HEADING FOR THE FUTURE
U.S.
ITALY
HOFSTEDE’S DIMENSIONS TIPS OF DOING BUSINESS
Italians prefer to do business with people
they know and trust.
People often raise their voice to be heard
100 80 60 40 20 0 PDI IDV MAS UAI LTO
Americans value straight talking and 'getting to the point'.
Self-deprecation is often misunderstood by Americans as a sign of weakness.
(tiWmeE 1A’R2E0)DIFFERENT: CULTURE BACKGROUND Power Distance Index (PDI)
The extent to which a society accepts and expects power to be distributed unequally.
WE ARE DIFFERENT: CULTURE BACKGROUND
oHofstede’s five o dimensions oHall’s context of culture oFour-fold model
60
Patience is essential.
Do not assume comprehension. It is often
40
useful to go over the same point several
times from different angles.
20
It is difficult for the Chinese to say no
Being aware of your own and your mates’ values and the impact they have on how you behave and are perceived is essential for anyone working in international organizations.
It refers to a society's "time horizon," or the importance attached to the future versus the past and present.
WE ARE DIFFERENT: CULTURE BACKGROUND
oHofstede’s five o dimensions oHall’s context of culture oFour-fold model
100
Have a look! Do not make people 'lose face' in front of their group.
80
It can take several, very long meetings
before any tangible progress is made.
Different verbal and non-verbal communication styles can cause misunderstandings and frustrations that can potentially affect international business relationships. This is often due to the lack of knowledge or appreciation of cultural differences.
Remember that time is money in the States .
You may encounter an “American view to do things is the best”. Quantitative as well as qualitative counter-arguments are effective.
New is good. Change is ever present in American corporate life and therefore so is the easy acceptance of new ideas, new models etc.
For a deeper understanding of your cultural context it is possible to use the HALL’S FRAMEWORK
80
over other speakers, not because they are
angry.
60
Decisions are not reached in meetings.
40
Meetings are meant for a free flow of ideas and to let everyone have their say
V.I.P Training
GROUP 4 DDIM 2010-2011
UnderstCaOnMdPLwEToErTHkEplFaOcLLeOWvaINlGueTAsBLaEr:ound the
world
How to describe your cultural background? Using the following criteria, complete your own country profile.
V.I.P Training
WE ARE DIFFERENT:
CULTURE BACKGROUND
oHofstede’s five WE ARoEdINimTeHnEsiSoAnMs E TEAM: TEoAHMallD’sYcNoAnMtexICtSof
culture HEADINoGFoFuOr-RfoTldHEmodel FUTURE
Here you find the results of Hofstede‘s 20
should be seen as a sign of enthusiasm
and emphasis rather than as anger or loss
0
of control.
dimPDIenIDVsiMoAnS sUAIfoLTrO each of your countries.
WE ARE DIFFERENT: CULTURE BACKGROUND
WE ARE IN THE SAME TEAM: TEAM DYNAMICS
HEADING FOR THE FUTURE
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GRGOROUUPP44DDDDIIMM 22001100-2-0210111
(time 1’30) Masculinity (MAS)
achievement, competitiveness, acquisition of money and other material objects.
HEADINUGnceFrtOainRty THE FUTURE Avoidance Index (UAI) (time ‘10)
months.
A full commitment is required by all of you in order to successfully learn how to exploit the huge potential of multicultural teams and how, at the same time, avoid the traps