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Intercultural Management. University Ulm International Summerschool 17.07. 2007 ... another. Culture in this sense is a system of collectively held values.”.
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Globalization Competencies Intercultural Management

Content 1. Globalization and Culture?! 2. Culture – What is that? 3. Intercultural Management!

Lecture by Florian Urbanski Faculty of Mathematics and Economics University Ulm polymundo - Consultancy for Globalization Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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World Production World Trade World Market

Forms of Globalization World Communication

Economy

World Information World Standards

Technique

Environment Environmental Consciousness

Ecology

Environmental Crisis World Politics

Politics

World Society World Culture

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Definition Globalization

Intercultural Management

University Ulm International Summerschool

17.07. 2007

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Multi-dimensional Process

"Globalization is the continuous interlinking process of different worldwide happening occurrences in the fields of economy, technique, politics, culture and social aspects of nations with interlinked interdependencies and consequences.“

Economy Politics

Ecology

Technique

Social Culture

Stehr, C. (2003), p. 47 Cp: Teusch, U. (2004) Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Intercultural Management

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17.07. 2007

Florian Urbanski

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The cultural Process?

Cultural Glocalisation

Cultural Homogenization? Æ World Culture?

Global Homogenization

Local Heterogenization

Cultural Heterogenization? Clash of Civilizations? Glocalisation „Think globally, act Locally“ Cp: Featherston, M. (1990); Varwick, J. (2004); Huntington, S. (1996)

Cp: Roland, R. (1998)

Intercultural Management

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Summary

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Content

Forms of Globalization! Cultural Form of Globalization! Global Heterogenization Local Homogenization

1. Globalization and Culture?! 2. Culture – What is that? 3. Intercultural Management!

(Cultural) Glocalisation! Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Culture - Definition (I)

Intercultural Management

University Ulm International Summerschool

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Culture – Definition (II) “Culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values.”

„Culture is communication and communication is culture.“ Hall, E. (1990), p. 186

Hofstede, G. (2004), p. 2 Intercultural Management

University Ulm International Summerschool

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Intercultural Management

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2

Culture - Definition (III)

Culture as a collective System ‹

„Culture is a shared system of meanings. It dictates what we pay attention to, how we act and what we value. Culture organizes such values into what Geert Hofstede calls „mental programs“.“

‹ ‹

Trompenaars, F./Hampden-Turner C. (1997), p. 13 Intercultural Management

University Ulm International Summerschool

17.07. 2007

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Culture – Values and Practices

Enables individuals and groups to deal with each other and the outside world Shared Values, Beliefs, Norms, Assumptions and Perception Transmitted by Rituals, Behavior, Symbols, Communication, Artifacts, Art and Technology Æ Cultural Standards

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Individual and Culture Specific to Individual

Learned and Inherited Personality

Specific to group or category

Universal

www.managingchange.co Intercultural Management

University Ulm International Summerschool

Hofstede, G. (2004) 17.07. 2007

Florian Urbanski

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Learned

Culture

Human Nature

Inherited

Hofstede, G. (2004) Intercultural Management

University Ulm International Summerschool

17.07. 2007

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Summary

Culture Shock

Values, Norms, Beliefs, Assumptions, Perception Rituals, Symbols, Behavior and Communication Artifacts, Art, Technology

Based on Oberg, K. (1960) and Gullahorn, J. T./Gullahorn, J. E. (1963) Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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3

Why Intercultural Management?

Content

Globalization

Ecology

1. Globalization and Culture?!

Culture

Technique

2. Culture - What is that? 3. Intercultural Management!

Social Politics

Economy

Politics / Law

Economy Social

Technique

Geography/ Nature

International Management

Culture

„Think globally, act Locally“ Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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External Factors

Intercultural Management

University Ulm International Summerschool

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Florian Urbanski

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Worst Case Example

Mead, R. (1998) Intercultural Management

University Ulm International Summerschool

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Intercultural Management Skills Nature of Culture, its Influence on Behavior (in the Workplace) ‹ Knowledge: about specific Cultures ‹ Recognizing: Differences Between Cultures ‹ Implementation of structures University Ulm International Summerschool

17.07. 2007

Florian Urbanski

University Ulm International Summerschool

17.07. 2007

Intercultural Competencies

‹ Understand:

Intercultural Management

Intercultural Management

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Cognitive

Affective

Conativ

Knowledge: - Countries - Culture - Cultural Systems

Social Skills: - Sympathy - Empathy - Tolerance - Open Minded

Implementing: - Communication - Language - Behavior

Intercultural Management

University Ulm International Summerschool

17.07. 2007

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4

How to compare Cultures? Relative Frequency

How to measure Culture?

1:00 pm

1:30 pm

2:00 pm

2:30 pm

3:00 pm

3:30 pm

Time/Accuracy

Based on Barmeyer, Ch. (2000) Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Cultural Dimensions

Intercultural Management

University Ulm International Summerschool

17.07. 2007

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Three Concepts ‹

4-D-Concept from Hall

‹

5-D-Concept from Hofstede

‹

7-D-Concept from Trompenaars

Cultural Standards

Cultural Dimensions (Values and Behavior) Extreme 1 Intercultural Management

University Ulm International Summerschool

Extreme 2 17.07. 2007

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4 Dimensions - Hall ‹

Context-Orientation

‹

Space-Orientation

‹

Time-Orientation

‹

Message

Intercultural Management

University Ulm International Summerschool

Intercultural Management

University Ulm International Summerschool

Florian Urbanski

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Context-Orientation Low-Context Messages/Information are explicit, direct and unambiguous Values: Individualism Direct verbal interaction less nonverbal expressions

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Intercultural Management

High-Context message is part of the context / indirect Information Values: Group Sense Indirect verbal interaction more nonverbal expressions

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High-Context vs. Low-Context

High-/Low-Context Cultures High-Context vs. Low Context

Austrian

www.genderwork.com

www.genderwork.com Intercultural Management

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Intercultural Management

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5 Dimensions - Hofstede

Power Distance

‹ Power

Power distance focuses on the degree of equality or inequality between people in the country or society.

Distance

‹ Individualism

vs. Collectivism

‹ Masculinity

vs. Femininity

‹ Uncertainty

Avoidance

‹ Long

bb

Term vs. Short Term Orientierung

Intercultural Management

University Ulm International Summerschool

17.07. 2007

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High/Low Power Distance Low PDI

High PD

People’s Equally Minimized Decentralization

Respect for Status Needed Centralization

rights

Equal

Power holders entitled to Privileges

powerful people

Try to look less powerful

Try to look as powerful as possible

older people

Not respected

Respected

Hofstede, G. (2004) University Ulm International Summerschool

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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PD - Index

Value Inequality Key Element

Intercultural Management

Intercultural Management

b b

http://businesscoaching.typepad.com - Based on Hofstede, G. (2004) 17.07. 2007

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

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Uncertainty Avoidance

High vs. Low UA

Uncertainty Avoidance focuses on the level of Avoidance or Tolerance for Uncertainty and Ambiguity within the Society

Low UA

Certainty

Exploration

Distinction

True or False

Urgent or Not

Key Element What is different What is is dangerous different causes curiosity

? ? ????

?

High UA Value

Hofstede, G. (2004) Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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UA - Index

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Long vs. Short Term Orientation Time-Orientation focuses on the degree the Society embraces long- or short-term devotion to traditional or forward thinking Values.

¡



http://businesscoaching.typepad.com - Based on Hofstede, G. (2004) Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Long/Short Term Orientation Long Term Long Term Benefits Distinction Serve Goals Key Element Tradition and History

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LTO - Index

Proper or Not Quick Results are expected

Hofstede, G. (2004) University Ulm International Summerschool

University Ulm International Summerschool

Short Term Saving Face

Value

Intercultural Management

Intercultural Management

http://businesscoaching.typepad.com - Based on Hofstede, G. (2004) 17.07. 2007

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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7 Dimensions - Trompenaars ‹

Universalism vs. Particularism

‹

Individualism vs. Collectivism

‹

Neutral vs. Emotional

‹

Defuse vs. Specific

‹

Achievement vs. Ascription

‹

Human-Time Relationship

‹

Human-Nature Relationship

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Individualism vs. Collectivism This Dimension focuses on the Degree the Society reinforces Individual or collective Achievement and interpersonal Relationships.

b b b b

bb b bb bb

b Florian Urbanski

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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No Index by Trompenaars

Individualism and Collectivism

IDV – Index ?

Individualism

Collectivism

USA

Individualism

Value

Individual Freedom

Group Harmony

Canada

Individualism

Distinction

Me/Others

In/Out Group

Key Element The Task is important

Great Britain Individualism

Relationships is important

Trompenaars, F./Hampden-Turner, C. (1997) Intercultural Management

University Ulm International Summerschool

17.07. 2007

Individualism

Germany

Individualism

Mexico Brazil Indonesia

Collectivism Collectivism Collectivism

Collectivism

Trompenaars, F./Hampden-Turner, C. (1997) Florian Urbanski

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Summary

Cultural Dimensions – Critique?

Intercultural Competencies Intercultural Management Cultural Dimension (Hall, Hofstede, Trompenaars)

‹ Qualitative

insights rather than Quantitative Data

‹ Useful

in Understanding of different Cultures, Situations and Relationships Orientation

Orientation Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Summary 1. Globalization and Culture?!

Thank you very much

2. Culture – What is it?

for your attention

3. Intercultural Management!

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

49

Intercultural Management

University Ulm International Summerschool

17.07. 2007

Florian Urbanski

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Sources (I)

‹

‹

‹ ‹ ‹ ‹ ‹ Intercultural Management

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17.07. 2007

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Barmeyer, Ch. (2000): Interkulturelles Management und Lernen – Studierende und Führungskräfte in Frankreich, Deutschland und Quebec, Frankfurt/ Main, 2000. Gullahorn, J. T./Gullahorn, J. E. (1963): Gullahorn, J. T., and Gullahorn, J. E. (1963) An extension of the U-curve hypothesis. Journal of Social Issues 19 (1), 33-47. Featherston, M. (1990), Global Culture: Nationalism, Globalization, and Modernity, London et al., 1990. Hall, T. (1990): Hall, Edward T., The Silent Language, New York, 1990. Huntington S. (1996): Huntington, Samuel P., Clash of Civilizations and the remaking of world order, New York, 1996. Hofstede, G. (2004): Hofstede, Geert, Cultures and Organizations: Software of the Mind, London et al., 2004. Mead, R. (1998): Mead, Richard. International Management: Cross cultural dimensions, Blackwell, 1998.

Intercultural Management

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17.07. 2007

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Sources (I) ‹ ‹

‹ ‹

‹ ‹

‹

Robertson, R. (1998): Robertson, Roland, Globalization – Social Theory and Global Culture, London et al., 1998. Stehr, C. (2003): Stehr, Christopher, Globalisierung und Destabilisierungstendenzen innerhalb des Internationalen Systems: eine Indikatorenanalyse für ausgewählte Nationalstaaten, Berlin, 2003. Teusch, U. (2004): Teusch, Ulrich, Was ist Globalisierung? – Ein Überblick, Darmstadt, 2004. Trompenaars, F./Hampden-Turner, C. (1997): Trompenaars, Fons/ Hampden-Turner, Charles, Riding the Waves of Culture: Understanding Cultural Diversity in Global Business, New York et al., 1997. Oberg, K. (1960): Oberg, Kalervo, Culture shock: Adjustments to new cultural environments. Practical Anthropology. 4, 177-182 Varwick, J. (2004): Varwick, Johannes, Globalisierung, in: Woyke, Wichard (Hrsg.), Handwörterbuch Internationale Politik, Bonn, 2004. .

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