Cross Cultural Management
and Negotiation Practices
Chapter 2 – Cultural Dimensions and Research
Dr. Bahaudin G. Mujtaba
© Bahaudin G. Mujtaba
Chapter Topics
Chapter 2 – Cultural Dimensions and
Research
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The Global Environment of management
Hall and Hall’s Time Orientations
Kluckhohn and Strodtbeck
Andre` Laurent’s Study on Power and
relationship
– Get Hofstede's Cultural Dimensions
– Fons Trompanaar’s Cultural Dimensions
– Global Mindset and Learning
© Bahaudin G. Mujtaba
Diversity Management
• Diversity management is the process of becoming
culturally competent and conscious by understanding the
needs, wants, desires, strengths, weaknesses, beliefs, and
values of each team member while providing him or her
the opportunity to contribute to the collective genius of the
whole; thereby, creating synergistic results that are equal to
or greater than the sum of the individual parts.
• “Diversity consciousness” can be seen as the proactive and
progressive activation of the mind or senses to create
awareness and develop understanding and skills in the area
of diversity. It requires life-long soul searching, selfreflection, and learning. It requires diversity education strategies that enable one to develop diversity management
skills.
© Bahaudin G. Mujtaba
THE KLUCKHOHN-STRODTBECK MODEL
• 1. What is the nature of people?
– Good (changeable/unchangeable)/ Evil (changeable/unchangeable)/ A
mixture of good and evil
• 2. What is the person’s relationship to nature?
– Dominant/ In harmony with nature/ Subjugation
• 3. What is the person’s relationship to other people?
– Lineal (hierarchical)/ Collateral (collectivist)/ Individualist
• 4. What is the modality of human activity?
– Doing/ Being in becoming/ Being
• 5. What is the temporal focus of human activity?
– Future/ Present/ Past
• 6. What is the conception of space?
– Private/ Mixed/ Public
© Bahaudin G. Mujtaba
High Context Cultures
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Long lasting relationships
Shared codes of communication
Superiors are held responsible
Verbal agreements are common
Insiders and outsiders are closely
distinguished and
• Cultural patterns change slowly.
© Bahaudin G. Mujtaba
Low Context Cultures
• Short-term relationships
• Communication is explicit
• Authority is included at all levels and
difficult to pin down
• Written agreements are common
• Insiders and outsiders are less closely
distinguished
• Cultural patterns change quickly.
© Bahaudin G. Mujtaba
Culture, Status and Function
• Andre Laurent (1983) examined attitude to power
and relationship of European managers. He used
four parameters:
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perceptions of the organization as political systems
authority systems
role formulation systems and
hierarchical relationship systems
• He used short statements and asked managers to
either agree or disagree with them.
© Bahaudin G. Mujtaba
Hofstede Model
Comparisons between the different cultures are
plotted across four dimensions:
 POWER DISTANCE: the distance between individuals at
different levels of a hierarchy.
 UNCERTAINTY AVOIDANCE: more or less
need to avoid uncertainty.
 INDIVIDUALISM versus COLLECTIVISM: the
relations between the individual and his/her fellows.
 MASCULINITY versus FEMINITY: the division of
roles and values in society.
 SHORT-TERM versus LONG-TERM: the temporal
orientation toward life (personal stability versus
persistency and status). The orientation of firms to look
for immediate results or build up for future.
© Bahaudin G. Mujtaba
Fons Trompenaars
• Cultural differences can be managed.
• Universalism versus Particularism
– Universalists believe what is good and right
applies everywhere regardless of the situation
or extenuating circumstances.
– Particularists emphasize obligations and
relationships.
© Bahaudin G. Mujtaba
Universalists vs. Particularists
You are working for a large organization with over 10,000
associates. Your boss asks you to help paint his or her house
this weekend. Would you do it? Explain your answers!
The following results of over 15,000 respondents from different countries represent
the percentage of people who would NOT paint the house.
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Australia
America (USA)
Japan
Asians
China
Hispanics
96%
89%
83%
83%
28%
17%
© Bahaudin G. Mujtaba
Speeding on the Highway
You are riding with your friend who is driving 75 MPH on a 45 MPH
zone. He accidentally hits a pedestrian and you end up going to court
with him. His lawyer tells you “don’t worry, you are the only
witness.”
The following are results of 15,000 respondent from different countries
who said: “My friend has NO right or some right and I will NOT
help.”
– USA
95%
– Germany
91%
– France
68%
– South Korea
26%
© Bahaudin G. Mujtaba
Cultural Differences
1.
Behaviors that are desirable in one culture may be
undesirable in other cultures. International manager must
be sensitive to the local cultural norms.
Which of the following values are applicable to your
culture and how do they vary from other cultures?
Discuss your personal experience with each.
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Competitiveness vs. harmony
Individuality vs. teamwork & collectivism
Domineering personality vs. friendliness or flexibility
Direct eye contact vs. politeness
Pointing mistakes vs. face-saving
Business vs. relationship focused
© Bahaudin G. Mujtaba
Shifts in Culture
Four environmental factors that cause shifts in
the culture are
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foreign intervention
economic conditions
technology
education
© Bahaudin G. Mujtaba
Interventions and Cultural Shifts
WHY INTERVENTION DID NOT CAUSE
SHIFT IN SAUDI ARABIA
– The presence of foreign troops was short-lived.
– The troops were quarantined away from large
urban centers.
– This quarantining was deliberate.
– Saudi structures were not able to integrate
differences.
© Bahaudin G. Mujtaba
Education and Cultural Shifts
Educational structure and methodology
 reflect notions of what cultural change is
desirable;
 create conditions for and against change. On the
one hand, the educational system aims to
produce model citizens (obey rules and accep
the status quo). On the other, it aims to create
agents of change.
© Bahaudin G. Mujtaba
Organizational Culture
Organizational culture refers to the total sum
of perceptions that develop and exist within
an organization at a given time. It
– focuses on the relationship of employees with
the organization and upper echelons.
– considers the opinions of employees regarding
the mission, purpose and goals of the
organization and their roles in it.
– changes very slowly & can be very influential.
© Bahaudin G. Mujtaba
Organizational Culture
Organizational cultures are passed on to new
members through the behavior of existing
employees and top management
– Members learn the culture and become
inculcated into it by observation and rewards
– Each organization has its own unique culture
– Change in the organizational culture requires
commitment, training and new beliefs.
© Bahaudin G. Mujtaba
It’s what is inside that
makes a difference!
Learn well, take chances, and
remember that together
we can move the world!
© Bahaudin G. Mujtaba
Reference
• Mujtaba, B. G. (2007). Cross Cultural Management and Negotiation
Practices. ISBN: 978-0-9774211-2-1. ILEAD Academy, LLC; Davie,
Florida.
© Bahaudin G. Mujtaba
© Bahaudin G. Mujtaba