IAE Lyon
Multicultural management
September 27, 04
Global management consulting
André Guyard
Sept. 27, 04
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10. Managing and Communicating across cultures
Interpersonal relationship barriers
His personality
His
Language or
competency in
a common language
She
should
take in
account
His
National
culture
His
Corporate
culture
MBTI
Situational
interaction dynamics
Her interaction dynamics should adapt as much as possible
to his different human dimension specifics
Myers-Briggs Type Indicators (Consulting Psychologists Press, Inc. 1997)
Strength Development Inventory (Elias H. Porter - 1993)
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10. Managing and Communicating across cultures
The Myers-Briggs Type Indicator (MBTI)
Each person behave according to the following 6 preferences. all together, there are 16 combinations.
sensing
Thinking
Feeling
Introverts people
focus on the inner world of ideas
and impressions
intuitive
Feeling
Thinking
Extraverts people
focus on the outer world of people
and things
Judging
planned & organized life
Judging
1
2
3
4
Perceiving
5
6
7
8
Introverted
Perceiving
9
10
11
13
14
15
12
16
Thinking
decision based on logic and
objective analysis
For an individual assessment, please, refer to a MBTI certified consultant.
Consulting psychologists press inc. 3803 E. Bayshore road, Palo Alto, CA 94303.
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IAE Lyon - MCM
Sensing types
focus on the present and concrete
information gained from their senses
Intuitive types
focus on the future, with a view
toward patterns and possibilities
Extraverted
Judging
Perceiving
flexible and spontaneous approach
to life
Feeling
decision based on values and
subjective evaluation
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10. Managing and Communicating across cultures
Acknowledgements
No work on cross cultural would be done without influence of
Geert Hofstede, Edward T. Hall, Philippe d'Iribarne, Margaret Nydell,
Richard D. Lewis, Terri Morrison, Wayne A. Conaway, George A. Borden to quote
the most important contributors to the understanding of cultural diversity.
See a set of recommended book at the end of this package.
Some key statements
“Communication always takes place between individuals, not cultures. Few individuals are perfect
representations of their culture.
A model can help you predict how people in certain cultures will speak, act, negotiate, and make decisions.
Since in reality we deal with individuals, there is a margin of error.”
Kiss, Bow, or Shake hands - Terri Morrison, Wayne A. Conaway, George A. Borden - 1994
“By focusing on the cultural roots of national behavior, both in society and business, we can foresee and calculate
with a surprising degree of accuracy how others will react to our plans for them, and we can make certain assumptions
as to how they will approach us.”
When cultures collide - Richard D. Lewis - 2000
“By all means, check and correct my work, but even better, apply it and elaborate its lines of thought, making them
serve the understanding of cultural differences and the improvement of intercultural communication and cooperation,
which the world will inrcreasingly and for ever need.”
Culture’s consequences - second edition - Geert Hofstede - 2001
“I am not an Athenian or a Greek, but a citizen of the world” – Socrates
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10. Managing and Communicating across cultures
Major contributors to the cultural understanding of countries and societies:
Margaret Mead - Anthropology today - 1962
Edward and Mildred Hall, Geert Hofstede for their concepts and models.
Glen Fisher for international negotiation.
David Rearwin and John Paul Fieg for Asian countries.
Yale Richmond, Margaret Nydell and Joy Hendry for Russia, and Arab world and Japan respectively.
Major principle:
Society
balance
All societies face the same problems,
only the answers differ - which makes cultural diversity
1967-1973 - 116 000 persons,
72 countries, 20 languages
Geert Hofstede - 4 dimension model
time
National CULTURE:
the way people ARE, THINK and ACT
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10. Managing and Communicating across cultures
Five dimensions to recognize a culture.
Confucian
Orientation
Individual
Interests
Life
Orientation
Relation to Authority
Anxiety
Reduction
The footprint of cultures
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10. Managing and Communicating across cultures
Exercise 10-1
Managing and Communicating across cultures
Capturing your own experience in international environment
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08. Managing and Communicating across cultures
Capturing your international experience
Position
Relations to authority
0–9
10 – 19
20 – 29
30 – 39
40 - 49
50 – 59
60 – 69
70 – 79
80 – 89
90 - 99
The manager is perceived as a role in the group
People expect coordination from the leader.
The manager is perceived as a social status in the group
People expect subordination from the leader.
People put group or community interests first.
They look for harmony and loyalty.
People put individual interests first.
They seek achieving their own self.
Orientation of life
People tend to take care of others.
They seek quality of life first, including in workplace.
People look for competition and recognition of their results.
Success is most important.
Anxiety reduction
People are rather relaxed. Guide lines is sufficient.
They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate the
unknown. They only take well calculated risks.
Term orientation
People seek absolute truth; short term orientation comes first; Several truths may exist; long term orientation is better;
Stability is appreciated; quick results are expected.
Adapting to changes is normal; perseverance is a virtue.
Spending money for immediate return.
Saving for tomorrow.
Individual interests
Countries:
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08. Managing and Communicating across cultures
Capturing your international experience
Position
Relations to authority
0–9
10 – 19
20 – 29
30 – 39
40 - 49
50 – 59
60 – 69
70 – 79
80 – 89
90 - 99
The manager is perceived as a role in the group
People expect coordination from the leader.
The manager is perceived as a social status in the group
People expect subordination from the leader.
People put group or community interests first.
They look for harmony and loyalty.
People put individual interests first.
They seek achieving their own self.
Orientation of life
People tend to take care of others.
They seek quality of life first, including in workplace.
People look for competition and recognition of their results.
Success is most important.
Anxiety reduction
People are rather relaxed. Guide lines is sufficient.
They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate the
unknown. They only take well calculated risks.
Term orientation
People seek absolute truth; short term orientation comes first; Several truths may exist; long term orientation is better;
Stability is appreciated; quick results are expected.
Adapting to changes is normal; perseverance is a virtue.
Spending money for immediate return.
Saving for tomorrow.
Individual interests
Countries:
Sept. 27, 04
IAE Lyon - MCM
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08. Managing and Communicating across cultures
Capturing your international experience
Position
Relations to authority
0–9
10 – 19
20 – 29
30 – 39
40 - 49
50 – 59
60 – 69
70 – 79
80 – 89
90 - 99
The manager is perceived as a role in the group
People expect coordination from the leader.
The manager is perceived as a social status in the group
People expect subordination from the leader.
People put group or community interests first.
They look for harmony and loyalty.
People put individual interests first.
They seek achieving their own self.
Orientation of life
People tend to take care of others.
They seek quality of life first, including in workplace.
People look for competition and recognition of their results.
Success is most important.
Anxiety reduction
People are rather relaxed. Guide lines is sufficient.
They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate the
unknown. They only take well calculated risks.
Term orientation
People seek absolute truth; short term orientation comes first; Several truths may exist; long term orientation is better;
Stability is appreciated; quick results are expected.
Adapting to changes is normal; perseverance is a virtue.
Spending money for immediate return.
Saving for tomorrow.
Individual interests
Countries:
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08. Managing and Communicating across cultures
Capturing your international experience
Position
Relations to authority
0–9
10 – 19
20 – 29
30 – 39
40 - 49
50 – 59
60 – 69
70 – 79
80 – 89
90 - 99
The manager is perceived as a role in the group
People expect coordination from the leader.
The manager is perceived as a social status in the group
People expect subordination from the leader.
People put group or community interests first.
They look for harmony and loyalty.
People put individual interests first.
They seek achieving their own self.
Orientation of life
People tend to take care of others.
They seek quality of life first, including in workplace.
People look for competition and recognition of their results.
Success is most important.
Anxiety reduction
People are rather relaxed. Guide lines is sufficient.
They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate the
unknown. They only take well calculated risks.
Term orientation
People seek absolute truth; short term orientation comes first; Several truths may exist; long term orientation is better;
Stability is appreciated; quick results are expected.
Adapting to changes is normal; perseverance is a virtue.
Spending money for immediate return.
Saving for tomorrow.
Individual interests
Countries:
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10. Managing and Communicating across cultures
Cultural maturity
History
1975-Spain, WTO-China
Religions
the more orthodox, the more anxious
and hierarchical
Philosophies Confucian, Buddhism
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Empires
centralized, brings anxiety & hierarchy
Languages
German, Japan, Arab
Wealth
the more wealthy, the more individualist
Corporation
Corporate nationality is a major root
Latitude
the easiest environment,
the more hierarchical
Earthquake
area
develops more anxiety
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10. Managing and Communicating across cultures
History
Geography
Cultural maturity
State
Workplace
School
Family
Parent-Child
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Teacher-student
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Boss-subordinate
Civil servant-citizen
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Basic assembly meanings
10. Managing and Communicating across cultures
Independence
Subordination
& community
Ambiguous
subordination
Strong
commitment
Relation to Authority
Individual Interests
Taking very
calculated
risk to succeed
Looking for ego
satisfaction
Life Orientation
Anxiety Reduction
Managerial
Relationships
Adult-adult
Parent-child
Parent-teenager
Drive to achieve
Relation to Authority
Individual Interests
Life Orientation
Anxiety Reduction
Sept. 27, 04
Taking uncalculated
risk to be successful
Looking for inclusion
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Taking very calculated
risk to be successful
Looking for inclusion
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88 countries split in 5 cultural families
10. Managing and Communicating across cultures
Honor &
Hierarchy
Contract &
Self-achievement
Consensus &
Network
Community &
Loyalty
Expertise &
Order
Relation to Authority
Individual Interests
Life Orientation
Anxiety Reduction
H&H
Centralized power and ambiguous relations based on subordination; Parent-teenager relationships
Social status comes first; Honor is most important; feedback difficult to receive or give.
Tend to work to please the boss, not the customer.
C & SA
Contract and individual development and self-achievement; Adult-adult relationships;
Role in a group and success most important; rather alone in society; what counts is what you deliver.
Feedback highly necessary to measure progress; tend to work to fulfill contract with the boss.
C&N
Welfare and consensus based society; Adult-adult relationships; no hierarchical relationship at all.
Low profile and self-depreciation to some extent; Belonging to the group is important;
won’t rock the boat, tend to escape and disconnect if too tough situation.
C&L
Community based on harmony and self-depreciation; Parent-Children relationships;
working for sake of the harmony of the community. decision based on consensus involving all members;
the boss to have final decision. Intermediaries (go-between) mostly important in relationships.
E& O
Competency and perfect work; Adult-adult relationships; expertise is most important in society;
Hierarchy based on experts and managers’ roles distribution according to a well documented process.
Self-achievement for sake of the quality of work and organization. What counts is the way you work against
fully defined and certified procedures. Feedback direct and hierarchy less communicated.
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10. Managing and Communicating across cultures
Working with different national cultures
Exercise 10-2
Managing and Communicating across cultures
Working with different national cultures
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10. Managing and Communicating across cultures
Exercise 10-3
Managing and Communicating across cultures
Cultural behaviors against the official country scores
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10. Managing and Communicating across cultures
Exercise 10-4
Managing and Communicating across cultures
Positioning the EULER HERMES culture as you perceive it today
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Bears
0–9
Position
Ducks
10 – 19
20 – 29
30 – 39
Snakes
40 - 49
50 – 59
Eagles
60 – 69
70 – 79
80 – 89
90 - 99
Relations to authority
The manager is perceived as a role in the group
People expect coordination from the leader.
The manager is perceived as a social status in the group
People expect subordination from the leader.
Individual interests
People put group or community interests first.
They look for harmony and loyalty.
People put individual interests first.
They seek achieving their own self.
Orientation of life
People tend to take care of others.
They seek quality of life first, including in workplace.
People look for competition and recognition of their results.
Success is most important.
Anxiety reduction
People are rather relaxed. Guide lines is sufficient.
They are ready to take uncalculated risks.
People are stressed. They look for rules to anticipate the
unknown. They only take well calculated risks.
Term orientation
People seek absolute truth; short term orientation comes
first; Stability is appreciated; quick results are expected.
Spending money for immediate return.
Several truths may exist; long term orientation is better;
Adapting to changes is normal; perseverance is a virtue.
Saving for tomorrow.
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10. Managing and Communicating across cultures
•how to motivate these people ?
When dealing with another culture,
managers have basic questions !
•how much people stick to the rules ?
•should people expect me to share decisions ?
•how do I get feedback from people ?
•is my way to control work appropriate ?
•how do I evaluate people ?
•
•
•
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10. Managing and Communicating across cultures
Expertise & Order
Honor & Hierarchy (H & H)
Introduction
1. introducing oneself
2. objectives, agenda
Community & Loyalty
Consensus & Network
Working session
3. team leader role
4. debate and influence
5. new ideas
6. conflict and problem resolution
Using the 15 lever checklist
to adapt your attitude & behavior
to the various cultures.
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Decision and task allocation
7. decision process
8. delegation
9. coordination
Committed actions
10. commitment to actions
11. progress review , execution
12. access to feedback
Communication
13. effective communication
Evaluation of work
14. feedback from the boss
15. performance evaluation
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Contract & Self-achievement
There is a checklist
per cluster to rely on.
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10. Managing and Communicating across cultures
Working on your own experience
Exercise 10-5
Managing and Communicating across cultures
Working on your own obstacles in communicating across cultures
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Multicultural management
List of literature
Geert Hofstede - McGraw-Hill 1991
Cultures and organizations, software of the mind
Edward T. Hall - Anchor Books 1987
Understanding cultural differences - Germans, French and American
Kiss, bow or shake hands - Terri Morrison
How to do business in 60 countries - ISBN - 1 - 55850 - 444 - 3
Passport to the world - USA, Germany, United Kingdom, and 21 other countries
World Trade Press - worldpress@aol.com
When cultures collide - Richard D. Lewis
Nicolas Brealey Publishing ISBN 1 - 85788-087-0
Au contraire - figuring out the French
Gilles Asselin & Ruth Mastron Intercultural Press 2001
Oswald Neuburger and A. Kompa Basel 1987
Wir, die Firma, Der Kult um die Unternehmenskultur
Nancy J. Adler - Kent Publishing Co. 1986
International dimensions of organizational behavior
Jean-Louis Barsoux & Peter Lawrence - Cassell 1992
Management in France
Philippe d’Iribarne - Ed. du Seuil 1989
La logique de l’honneur
Geert Hofstede - Les Editions d’Organisation 1991
Vivre dans un monde multiculturel
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Multicultural management consequences
Organizational
cultures
Business
transformation
Multicultural
management
Leadership
development
Strength
Development
Inventory
Negotiation
Across cultures
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Remote
management
Team
development
Project
management
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