MULTICULTURAL
INFLUENCES IN HRD
(DCE5130)
SEMESTER TWO 2013/2014
F2F II (15 Mac. 2014)
COURSE CONTENT
Part 1:
Key elements of My Own Culture and other cultures in Malaysia
4 PARTS
Part 2
Relating at the intra cultural, intercultural, cross cultural
Malaysian workplace
.
Part 3
Issues and challenges in working across cultures, namely:
- when Malaysians go abroad to work
- when foreigners come to live and work in Malaysia.
COURSE CONTENT
Part 2
Relating at the intra cultural, intercultural, cross cultural Malaysian workplace
O
Similarities and differences in values and underlying assumptions of people
from different ethnic groups and how they are expressed through
.
managerial practices
O A working knowledge of the business approaches, protocol, etiquette and
sensitivities as observed by each ethnic group at the workplace
O Acquire appropriate skills, strategies and techniques to interact with people from
different ethnic groups and cultures for business and social purposes
O O
O
Types of workplaces: Intracultural, intercultural and cross cultural
Issues and challenges at the Malaysian workplace
ASSIGMENT 3
• How Malaysian manager manage the
organization? (intracultural or intercultural
organization?
• Select one or two cases/activities on how manager
manage the organization from cultural perpective
(in terms of leadership, communication,
motivating, managing conflict etc.) The
assignment can be either based on your own
experience or others or a research article.
• (At least 10 pages. 1.5 spacing)
• Due date: 3rd Face to Face
MANAGEMENT PRACTICEMULTICULTURAL WORKPLACE
•
•
•
•
•
•
•
Leading
Communicating
Motivating
Making decisions
Counseling & guidance
Managing conflict
etc
DEFINING CULTURE
……. the collective programming
of the body, mind and spirit which
distinguishes members of one
group (nation, ethnic group,
company or category) of people
from another.
(born into, assimilation,
acculturation, immersion)(Asmah,
1996)
is learned behavior and is transmitted by education
DEFINING
CULTURE OF ORGANIZATION/
CORPORATION
DEFINITION OF CULTURE OF
ORGANIZATION/ CORPORATION
•…….. a set of values and behaviours which
are standardized, institutionalized and
habitualized by managers in a particular
organizational setting.
•(internalization, institutionalization,
externalization)
CULTURE OF ORGANIZATION
• Consists of five cultural dimensions
• VALUES form the heart of the org- have to
communicate to all employees – if
incongruent with their culture – managers
takes long time to internalized them.
CULTURAL BAGGAGE
• the tendency for one's to pervade thinking, speech, and
behavior without one being aware of this pervasion.
• becomes a factor when a person from one culture
encounters a person from another, and unconscious
assumptions or behaviors can interfere with interaction.
• Workers bring along their home/society culture to org
• One company (ex: Matsushita) bring along their cultural
values (Japanese) in the form of systems, procedures,
techniques and ways of developing HR to countries
wherever they develop companies.
Source:
Understanding The Malaysian Workforce, Malaysian Institute of Management, Kuala Lumpur, 2000
Malays
Deference for elders
Harmony
Cooperation
Being non-confrontational
Indirectness
Faith in God
Humility
Being apologetic
Compliant
Tact, Politeness
Courtesy
Friendliness
Generosity
Being accommodating
Tacit system of
reciprocal obligations
Loyalty
Family orientation
Trustworthiness
Fairness
Sincerity
Honesty
Self respect (hormat diri)
Discipline, patience
MALAYSIAN Cultural VALUES
Chinese
Indians
Food
Education
Achievement
Hard work
Success
Perseverance
Diligence
Gambling, Risk taking
Entrepreneurship drive
Wealth, Prosperity
Thrift
Family, Filial piety
Respect, Hierarchy, Position
Status, Harmony, Face
Modesty
Being pragmatic/practical
Loyalty of belonging
Participation
Brotherhood
Harmony
Respect
Family
Filial piety
Fear of God
Karma
Hard work
Security
Face
Modesty
Being champion
of causes
Americans:
Task orientation Individualism
Money
Privacy
Punctuality
Competition
KEY ELEMENTS OF
CULTURE
1. Symbols (Simbol)
2. Rituals (Upacara amal)
3. Heroes (Peranan
Ketua/Wira)
4. Values (Nilai)
5. Underlying Assumptions
(Andaian Dasar)
UNDERLYING ASSUMPTIONS
DEFINING CULTURE
GENERIC - NATIONAL
……. the collective programming of the
body, mind and spirit which distinguishes
members of one group (nation, ethnic
group, company or category) of people
from another.
(born into, assimilation, acculturation, immersion)
ORGANIZATION, CORPORATION
…….. a set of values and behaviours which
are standardized, institutionalized and
habitualized by managers in a particular
organizational setting.
(internalization, institutionalization, externalization)
@asma
KEY UNDERLYING CULTURAL ASSUMPTIONS
Relationship
with Nature
1. Control/Mastery.......Harmony
Relationship
with people
2.
3.
4.
5.
6.
7.
Relationship
with God
Task...........................Relationships
Equality.....................Hierarchy
Guilt................….......Shame
Low Context..............High Context Communication
Monochronic.............Polychronic time
Individualism............Collectivism
8. Secular......................Spirituality, Religious
Acquired.........................Revealed Knowledge
@asma
8 PAIRED CULTURAL DIMENSIONS
1. Harmony -------------------------------------------------Control/Mastery
- gauges the individual’s relationship with Nature
2. Relationship --------------------------------------------- Task
- measures the importance placed on relationships with others versus task accomplishments
3. Hierarchy--------------------------------------------------Equality
- gauges the emphasis placed on rank, status and other ascribed attributes over equality issues
4. Shame ---------------------------------------------------- Guilt
- verifies if shame (outer driven, external locus of control or guilt (inner driven internal locus
of control is the principle that guides behaviour
5. High--------------------------------------------------------Low context communication
- measures the extent to which cultures depend on the external environment, situation,
nonverbal signs to communicate
6. Polychronic-----------------------------------------------Monochronic time orientation
- verifies is the principle that guides behaviour is circular or sequential
7. We --------------------------------------------------------- I
- measures the preference for interdependence with other people
8. Religious --------------------------------------------------Secular
- verifies the degree in which religiosity, as opposed to secularity, is considered in work
related issues
@asma
CHARACTERISTICS OF VALUES
The “shoulds” and “oughts” of thinking and
feeling given to us early in life which influence
our behaviors
Revered
A clear, meaningful
and uncompromising
statement about
what is critical
Freely
chosen
Consciously
chosen and not
externally
imposed
@asma
Expressed
Efforts toward
intended
destination must
be made visible
UNDERLYING ASSUMPTIONS and VALUES
1. HARMONY
Live in harmony with nature and coexist with the non-physical aspects
of the unseen world
Less likely to challenge existing
boundaries
Difficult to be friends with those we
disagree with
Status quo
Flexible
Accommodating
Conflict avoidance
Cooperation
Ketenteraman
2. MASTERY /CONTROL
Take control over environment
and harness forces of nature to
meet one’s needs
Challenge existing boundaries
Can be friends with those we
@asma
disagree with
Firm
Demanding
Assertive
Confrontational
Competitive
UNDERLYING ASSUMPTIONS and VALUES
3. RELATIONSHIP
-it is important to recognize that the basis of doing business
with another person is to first build good and friendly
relationships. Only then will the task get done.
- believe that it is only by understanding and having a "feel"
for the other party that they are able to live and work
smoothly with them
-social competencies (being friendly, accommodating, etc)
are more valued than cognitive competencies.
More sensitive
to feelings,
Not wanting
to hurt others,
Easy to get
along with
4. Task
- when doing business with another person it is important
to agree on a written contract.
-Cognitive competencies (critical thinking, problem
solving, etc) are more valued than social competencies.
-the task is the boss; relationships are secondary in nature.
Critical thinking,
Detailed and
specific,
Contractual
agreement
UNDERLYING ASSUMPTIONS and VALUES
5. HIERARCHY
Work, duties and responsibilities are
distributed according to seniority
Superiors addressed and respected
Tolerance of differences in status and
wealth
Subordinates accept directions from
superiors without questions
Respect for elders
Status and power
Protocol and
ceremonies
Politeness
Bersopan
6. EQUALITY
Most competent will be rewarded
Superiors addressed on first name basis
Differences in status and wealth minimised
Subordinates not afraid to question
@asma
instructions of superiors
Meritocracy
Egalitarian
Less ceremonies
UNDERLYING ASSUMPTIONS and VALUES
7. SHAME
External locus of control: Rely on external
sanctions (group, family, and team and authority) to
get things done
Concern with “ what will people say” if they do
something wrong
Face saving
Group
accountability
Malu
Truth depends on values, and religious teachings
8. GUILT
Internal locus of control: Do things own volition
and guided by inner conscience
Not concerned with “what others may say about
me”
Has a code of ethics - absolute sense of right
and wrong
@asma
Independent
Autonomous
Personal
accountability
UNDERLYING ASSUMPTIONS and VALUES
9. HIGH CONTEXT
What you see is not what you get - need
to consider the context Implicit and indirect
Behaviour and person cannot be
separated
Guarded in stating views and opinions
Indirect
Not so specific
Time waster
Face saving
Collective agreement
Berliku liku
10. LOW CONTEXT
Say what you mean mean what you say
explicit meaning and direct
Behaviour is separated from the person
Not afraid to speak up when they have
something to say
@asma
Direct
Specific
Time saver
Factual
Data-oriented
UNDERLYING ASSUMPTIONS and VALUES
11. POLYCHRONIC
Time as flexible and part of life
Do many things at one time
Circuitous, non-sequential
Non-linear
Punctuality and deadlines are not
absolute
Diffused
Analog
Flexible
Multi tasking
12. MONOCHRONIC
Time as a scarce and finite resource
Do one thing at a time
Sequential
Linear oriented
Punctual and adhere to schedules
and meeting datelines
@asma
Displaced
Digital
Focus on targets
Timeliness
Efficiency driven
UNDERLYING ASSUMPTIONS and VALUES
13. WE -Collectivism
Our way
Part of a group with common grounds
- ethnicity, language, religion
Group achievement more important
than personal goals
Value cooperation, interdependence
and collaboration and communal
responsibility
14. I- Individualism
My way
Unique and independent individuals
Personal goals more important
than group goals
Value competition, achievement,
and independence
@asma
We: Related self
Communitarianism
Concern for welfare
of others
Obedience, Loyalty,
Duty, Sacrifice
Kita, Kami
I: Separated self
Self-reliance
Self-actualization
Self-esteem
Privacy
Autonomy
Competition
UNDERLYING ASSUMPTIONS and VALUES
15. RELIGIOUS
Important to combine both religious and
material dimensions in one’s life
Workplace ethics are guided by one’s religion
Religious commitments be blended with
productive work
Religious
Work is a form
of worship
16. SECULAR
Religion is separated from work matters
Workplace ethics influenced by code of
conduct and set of principles
Work targets more important than meeting
religious commitments
@asma
Work and religion
not to be mixed
Cultural Dimensions at Malaysian Workplace
Indians
Task
Chinese
8
Control
Separated Self
Relationships
Harmony
7
Guilt
Malays
6
Shame
5
Related Self
Secular
4
Religious
Equality
3
Hierarchy
M onochronic Time
2
Polychronic Time
Low Context
1
High Context
Anglos
n: 500
@asma
Malaysians
MULTICULTURAL
WORKPLACE
3 TYPES OF CULTURAL INTERFACE
Intracultural
Intercultural
Cross cultural
e.g Malay
Malay, Chinese, Indians
Malaysians and Foreigners
Group orientation
Politeness
Respect elders
Religious
Status conscious
Segregation of sexes
Compromising
openness
Patriotic
Give and Take
Slow, unhurried
Indirectness
Good manners
Collectivity
Respect authority
Respect others
Harmony
Protocol conscious
Preserving face
Hospitality
Tolerance
Rapport building
Code switching
Common grounds
Shared experience
Trust
Consultative
Individualistic
Informalities
Individual performance
Secular
Equality
Objectivity
Articulateness,
Directness
Specificity,
Proper English
Conflict resolution
Upfront
Achievement-oriented
Verbal skills
SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE
What one culture values, the other abhors
SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE
@asma
Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996
VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE
Malays
INTRA
CULTURAL
Joking relationship
Closeness
Polite, friendly
Simple
Indirect
INTER
CULTURAL
Rapport building
Code switching
Common grounds and history
Share experience and meaning
CROSS
CROSS
CULTURAL
CULTURAL
Direct and to the point
Proper English
Formal English
Specificity
Punctuality, Timeliness
Efficiency, Effectiveness
@asma
Chinese
Indians
Malays
and Chinese
and Indians
and Others
Malaysians
and AngloAmericans
MALAYSIAN THEMES EFFECTING
INTERPERSONAL RELATIONS
Jaga Maruah
(Preserving Face)
Budi Bahasa
(Language of Character)
Mesyuwarah & Gotong Royong
(Consensus-seeking and Cooperation)
Tolong Satu Sama Lain
(To Help One Another)
Kawan
(Member System)
@asma
UNDERLYING ASSUMPTIONS
Implications of understanding Malaysian
underlying assumption for rganization
@asma
1. Harmony is more important than control
Values
Status quo
Tolerant
Conflict avoidance
Friendly
Flexible
Cooperation
Accommodating
Compromising
Face saving
Implications for leadership behaviours
Promote collaborative behaviors in resolving conflicts
Seek Agreement as it is more important than disagreement
Recognise the Importance of building harmonious relationships
Some challenges
Set a climate where people can feel safe and secured when
they show disagreement
Take charge – even when there are objections
Become more problem-centred in our approach
Build a culture of constructive conflict or debate yet maintain harmony and a
sense of togetherness
@asma
2. More relationship-oriented than task driven
Values
Personable
Accommodating
Tolerant
Compromising
Friendliness
Implications
Build relationships before getting down to task
Pay attention to sensitive issues as they may fremain covert
Is generous with time
Some challenges
Encourage the quiet ones to share their views
Learn to manage conflict and at the same time preserve
Build allies based on knowledge and expertise
Make the task the boss.
@asma
3. More hierarchical than egalitarian
Values
Respect for elders
Status and power
Protocol and ceremonies
Politeness
Implications
Be decisive as others may look at you for directions and vision
Recognise that discussions on certain issues can be difficult across
hierarchical lines as the parent and child relationship of dependency makes
negotiation on an adult to adult basis difficult
Some challenges
Encourage subordinates to be open about their constructive criticisms
Be more approachable with subordinates
Appoint visionary and integrative leaders who can set direction and align
people
Minimise excessive protocol - waste of time and energy and of low value
added
@asma
4. Driven by shame than guilt
Values
Face saving
Malu
Group accountability
Implications
Take care of face - Concern with face saving: giving,
getting, showing, losing
Encourage giving and receiving of feedback
Encourage people to learn and be personally driven to
get things done.
Promote self initiative and not wait for instructions
Attack ideas not the person
@asma
5.
High Context form of communication
Values
Indirect
Not so specific
Face saving
Collective agreement
Time waster
Implications
Take care of people’s feelings
Focus on how things are said - facial expressions
Tendency to suffer in silence
Methods of conflict resolution are so controlled - suppressed anger, often channelled
through symbolic aggression, gossip, name calling, backbiting,character assassination,
gestures, silence of contempt, slander, paranormal aggression like black magic,
witchcraft, sorcery and sudden outburst of hysteria like amok
Use flowery language, “poison pen” letter and engage third party to resolve conflict
Triangular form of giving feedback
Personalised feedback - unwilling to separate person from behaviour
Avoid open discussions on “unsuitable” topics.
Tendency not to discuss matters too openly for the sake of preserving harmonious
relationships
Restriction in upward flow of critical and honest feedback
Not willing to speak up - never know what the other person is thinking and not saying
Be more specific and detailed oriented.
Know the context in which we are functioning
@asma
6.
Polychronic time than monochronic
Values
Diffused Right brain
Flexible
Analog
Multi tasking
Implications
Not always punctual
Accommodating to changing deadlines
React to multiple demands
Look at clock time in terms of building relationships
Be more monochronic towards time and work output
Be ruthless with time but gracious with people.
@asma
left brain
7. A More Related (we) Self than separated (I)
We: Related self
Concern for welfare of others
Obedience
Loyalty
Communitarianism
Interdependence
Duty
Sacrifice
Implications
Promote feelings of interdependence, collaboration, sharing with others
Can be difficult to maintain privacy, confidentiality
Less inclined to be too different – downplay uniqueness and individual
strengths
Groupthink - members may not be so vocal
Togetherness - like to do things in groups, teamwork, cronyism
May not be too vocal in expressing strong opinions and true feelings
Need to be more decisive
Develop individual competencies and get reinforcement from the group.
Focus on skills in working together as well as becoming a functional
individual contributor.
@asma
8. Religious than secular
Values: Religious
Work is a form of worship
Implications
Belief in a Supreme Being
Religious practices are observed at workplace
Integration of work and non-work matters
No separation of work from religious matters
Can abuse time given
Tolerance of less scientific thinking
Fengshui, fortune telling, position of shrines at workplace
For Muslims:
Social segregation between genders among Muslims
Forms of greetings differ
Understand the concept of aurat,haram, halus, wajib, sunat
Food and ceremonies : halal food, kosher
Use religion as a force of social change
Regard work as a passion and joy
@asma
TYPES OF CULTURAL INTERFACE
AT THE Malaysian WORKPLACE
INTRA
CULTURAL
Within
one
ethnic
group
Kelantan library
INTER
CULTURAL
CROSS
CULTURAL
With different
ethnic
groups within
a country
e.g. Malays,
Chinese
Indians and
Others
National library
Between two
different
cultures
e.g. Malaysian
and
Americans
Lincoln library
3 TYPES OF CULTURAL INTERFACE
Intracultural
Intercultural
Cross cultural
e.g Malay
Malay, Chinese, Indians
Malaysians and Foreigners
Group orientation
Politeness
Respect elders
Religious
Status conscious
Segregation of sexes
Compromising
openness
Patriotic
Give and Take
Slow, unhurried
Indirectness
Good manners
Collectivity
Respect authority
Respect others
Harmony
Protocol conscious
Preserving face
Hospitality
Tolerance
Rapport building
Code switching
Common grounds
Shared experience
Trust
Consultative
Individualistic
Informalities
Individual performance
Secular
Equality
Objectivity
Articulateness,
Directness
Specificity,
Proper English
Conflict resolution
Upfront
Achievement-oriented
Verbal skills
SOFT, GENTLE>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>UNASSERTIVE
What one culture values, the other abhors
SELF CENTRED<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<ASSERTIVE
Source: Going Glocal, Malaysian Institute of Management, Kuala Lumpur, 1996
VALUE ORIENTATIONS AT THE MALAYSIAN WORKPLACE
Malays
INTRA
CULTURAL
Joking relationship
Closeness
Polite, friendly
Simple
Indirect
INTER
CULTURAL
Rapport building
Code switching
Common grounds and history
Share experience and meaning
CROSS
CROSS
CULTURAL
CULTURAL
Direct and to the point
Proper English
Formal English
Specificity
Punctuality, Timeliness
Efficiency, Effectiveness
Chinese
Indians
Malays
and Chinese
and Indians
and Others
Malaysians
and AngloAmericans
MALAYSIAN THEMES EFFECTING
INTERPERSONAL RELATIONS
Jaga Maruah
(Preserving Face)
Budi Bahasa
(Language of Character)
Mesyuwarah & Gotong Royong
(Consensus-seeking and Cooperation)
Tolong Satu Sama Lain
(To Help One Another)
Kawan
(Member System)
MANAGEMENT PRACTICE
- MULTICULTURAL
WORKPLACE
MANAGEMENT PRACTICEMULTICULTURAL WORKPLACE
• Leading
– Face, nurturing group, relationship, TOWKAY,
TUAN, SMALLMAN (humble), Caring
• Communicating
– Face, polite, cooperation
• Making decisions
– FACE, respect for age, harmony
• Managing conflict
– non-confrontational, face, respect for others
LEADERSHIP
In Malay Society
• Leader:
– basically depends on status & family which
he was born
– depends on status subsequently conferred
upon him
– commonly used model: ketua kampung
Characteristic of Leader
• According to Prof. Dahlan (1991):
– Man with high social status, coming from
noble family
– Well versed in adat and customs
– Possessed strong personality
– Able to gain respect and admiration from
the follower (words, actions & deeds)
Key Criterion of Leader
• Mulia:
– Refer to the credibility & the amount of respect
that will be received
– Being admired because of their virtuous qualities
• Followers tend to look into the leader that they
can trust, respect & committed to their
objectives through words & actions
• Leader reputation/esteem depends on:
– Respect towards the moral values & professional
reputation
– Prestige
Leadership in Organisation
Context
• Leadership concept:
– hierarchical & status based
• Act with authority, but behave as caring & nurturing
parent
• Authoritarian is unnecessary
• Leadership style:
– paternalism (give & take)
• The ideal leader:
– Ability to understand people and demonstrate rasa
– Build a relationship of trust and understanding
– Low-keyed & unhurried
Admirable Qualities of Leader
•
•
•
•
•
•
•
•
Yang mulia (righteous)
Berbudi bahasa (humble & well mannered)
Baik tutur bahasa (say pleasant things)
Murah hati (willing to spend money)
Berusaha (industrious)
Tajam & gigih (great alertness)
Empathy, humility, tactfulness
Working unobtrusively & enlisting the assistance and
moral support of others (imam)
• Warak alim
• Etc.. (may refer to page 73)
Key Elements of Leadership Culture
• Symbols:
– Raja yang berdaulat (king, sultan), cokmar, tempat duduk
raja
• Rituals:
– pertabalan raja-raja (nobat), every appoinment of
Government Leader (oath to be taken in ritual ceremony),
(sembah kepada agung)
– Raja berarak-melawat negeri-sambutan oleh rakyat
• Role model:
– Pak Lah (Prime Minister), Sultan Mizan (Agong)
• Practice
Type of Leader & Way of Expressing Budi
Type of sender
Qualities in sender
Recipient’s behaviour
“Towkay”
Busness man
Generous
Considerate
Caring
Acceptance
Grateful
“Tuan”
Power based
Just
Fair
Sincere
Appreciative
Grateful
“Small man”
Humility
Trustworthy
Empathetic
Harmony
Feel obligated
Reciprocated in kind
MOTIVATING
• Malays are motivated by their affiliation to
groups, families & individuals.
• They would respond better if they could see
benefits not just to the company but also to
their family, community, nation and religion.
54
MOTIVATING
1. Group affiliation
2. Influential or high
status friends, followers
3. Concrete
rewards
4. Good relationship
55
communications
• Verbal- Oral ; Spoken.
• Non-Verbal-Written; body language, gesture
etc - 90% - people using in their comm
COMMUNICATION
• Good manners
• Indirectness &
subtle
• Tactfull
• Holistic
• Give and take
• Gentle
• Softness (vocal,
tone)
• Proper decorum
• Politeness
(BERBUDI
BAHASA)
• Diplomatic
• Less disclosure
(face saving – jaga
maruah)
Key Elements of communication Culture
• Symbols :
- Malay Language (Bahasa Melayu etc.), gesture (non verbal),
pointing only with thumb.
• Rituals :
- not responding to a request with a direct ‘no’, face saving
• Role model/Heroes :
- Parents, Manager, Tun Dr. Mahathir Mohamed
• Value :
- Politeness (Berbudi Bahasa), Respect for elders, Halus
• Underlying assumption :
- communication style -hierachy
TERIMA KASIH KERANA
BERSAMA-SAMA KITA BELAJAR
• Prof. Madya Dr. Hj. Azizan Asmuni
SHUKRAN
MAMNON
TERIMA KASIH KERANA BERSAMA-SAMA KITA BELAJAR
Prof. Madya Dr. Azizan Asmuni