Cultural Differences between Saudi Arabia and Australia Presented by Group 10: Ms. Piyarat Sripusitto Mr. Rachod Prayong Mr. Jens Leichnitz Ms. Min Yuan.

Cultural Differences between Saudi Arabia and Australia

Presented by Group 10:

Ms. Piyarat Sripusitto

Mr. Rachod Prayong

Mr. Jens Leichnitz

Ms. Min Yuan

Presentation Structure

Introduction Piyarat

Company Background Rachod

Manager Profile Rachod

Cultural Background Jens

Training Programme Min

Summary Piyarat

Questions

Company

Name: Adel & Sadeq Trading Co.,Ltd

Location: Riyadh, Saudi Arabia

Type: Import Trading Company

Activities: Importing of fruits & vegetables

Production of quality juice & jam

Company Strategy

An experimental project expansion from import to production

Open new branch in Darwin, Australia Welcoming government attitude to foreign investors Cost-competitive location Production near to suppliers Skilled local workforce

Manager

Name: Mohammed Al Farid

Age: 30

Marital Status: Single

Nationality: Saudi Arabian

Qualifications: BSc. Food Science, King Saud University

MBA, King Saud University

Work Experience: 1993-1995 Production Division

1995-2000 Vice Production Manager

2000-present Production Manager

General Information AUSTRALIA

Official Language: English and native languages

Population: Approximately 20 million

Government: Democratic, federal system

Currency: Australian dollar (AUD$)

Capital city: Canberra

Religion: Mainly Christian

Dress: Casual

Climate: Tropical in north

Major industries: Agriculture, Tourism and Mining

Cross–Cultural Analysis

Specific Cultural Differences

Inequality of gender

Conservative dress

Relaxed about time

Little nightlife

Forbidden to eat pork

Small gifts acceptable in business

Friday holy day (day of rest)

Ramadan

SAUDI ARABIA AUSTRALIA

Equality of gender

Informal dress

Punctuality expected

Nightlife important part of culture

Meat dishes popular

Gift-giving uncommon

Normal weekend

Alcohol forbidden Alcohol very common

No significant religious holidays

High and Low–Context Cultures

SAUDI ARABIA AUSTRALIA

High Context Culture:

Responsibility for organisational error taken by highest level

Polychronic culture:• everything in life must be dealt with in terms of its own time• people able to multi-task

Negotiations are lengthy

Low Context Culture:

Responsibility for organisational error pushed to lowest level

Monochronic culture:• time is money• time is linear• people do one thing at a time

Negotiations proceed quickly

Source: Hall and Hall (1990)

Hofstede’s Dimensions

80

38

52

68

90

61

51

36

0

10

20

30

40

50

60

70

80

90

100

Power Distance Individualism Masculinity Uncertainty

Saudi ArabiaAustralia

Source: Hofstede (1980) - cited in Alexakis (2003)

Power Distance

SAUDI ARABIA High Power Distance:

- Autocratic management style

- Acceptance of status differences

- Hierarchical structures

AUSTRALIA Low Power Distance:

- Democratic management style:

- Consultative relationships

- Consensus-building philosophy

80

36

0

10

20

30

40

50

60

70

80

90

100

Saudi Arabia AustraliaSource: Hofstede (1980) - cited in Alexakis (2003)

Individualism / Collectivism

SAUDI ARABIA Low Individualism:

- Collectivist, group-oriented culture

- Close relationships between individuals

AUSTRALIA High Individualism:

- Individualistic society

- Loose relationships between individuals

Source: Hofstede (1980) - cited in Alexakis (2003)

38

90

0

10

20

30

40

50

60

70

80

90

100

Saudi Arabia Australia

Masculinity / Femininity

Both countries are quite similar in respect of masculinity and have mid-ranking scores

- Evidence of assertiveness, achievement-orientation, ambition, competitiveness and aggression, yet able and willing to compromise when required

- Combination of people-oriented, task-oriented and process-oriented management practices

Source: Hofstede (1980) - cited in Alexakis (2003)

5261

0

10

20

30

40

50

60

70

80

90

100

Saudi Arabia Australia

Uncertainty Avoidance

SAUDI ARABIA High Uncertainty Avoidance:

- Low tolerance of risk and ambiguity

- Rule-oriented society

- People expected to conform

AUSTRALIA Medium Uncertainty Avoidance:

- Uncertainty and ambiguity tolerated

- Willingness to take some risks

- Non-conformity accepted

Source: Hofstede (1980) - cited in Alexakis (2003)

68

51

0

10

20

30

40

50

60

70

80

90

100

Saudi Arabia Australia

Hofstede’s Dimensions

80

38

52

68

90

61

51

36

0

10

20

30

40

50

60

70

80

90

100

Power Distance Individualism Masculinity Uncertainty

Saudi ArabiaAustralia

Source: Hofstede (1980) - cited in Alexakis (2003)

Training Programme

Aims of Culture Training Programme

The training Programme is designed to:

help Mohammed develop and improve his personal and professional effectiveness;

develop his intercultural sensitivity and help him adapt to a new and different cultural environment;

minimise the potential for conflict between Mohammed and his new colleagues;

make Mohammed aware of culture shock and its consequences;

help Mohammed develop cultural knowledge, awareness and skills, so as to become culturally ‘fluent’.

Cultural Fluency

ddemocraticdemocraticdemocratic

CulturalAwareness

CulturalKnowledge

Cultural Skills

CulturalFluency

http://www.cultural-fluency.com/mainpage3.htm

Schedule of Training Programme

Pre-Departure Training(including initial assessment)

Post-Arrival Training(including on-going)

Re-Entry Training

3 months(12 hrs per week)

1 month

3 months

Training Programme Methods

Lectures Seminars Reading materials Video tapes Cultural assimilators Role-playing Case studies Workshops Orientation trip

Preliminary Assessment

Objectives of the assessment

To avoid methods that may be too basic or too advanced for the manager;

To choose the most appropriate training programme to suit his needs;

To identify his current level of ‘cultural fluency’

Contents

Written tests

Interviews

DenialDefence

Minimization

Acceptance

Adaptation

Integration

Lowest Highest

Bennett M. (1986) A Development Approach to Training for Intercultural Sensitivity, in International Journal of Intercultural Relations 10, No.2

Bennett’s “International Sensitivity” model

Bennett’s “International Sensitivity” model

DenialDefence

Minimization

Acceptance

Adaptation

Integration

Lowest Highest

Bennett M. (1986) A Development Approach to Training for Intercultural Sensitivity, in International Journal of Intercultural Relations 10, No.2

Mohammed

IndependenceStage

The Culture Shock ‘W-Curve’

HoneymoonStage

DisintegrationStage

ReintegrationStage

AutonomyStage

Home CountryVisiting CountryHome Country

HoneymoonStage

DisintegrationStage

ReintegrationStage

Adapted from Adler, N. (1992)

Em

oti

on

al w

ell-

bei

ng

Pre-Departure Programme

1) General knowledge about Australia

(Area studies, economy, history, literature)

2) Preparation for living in Australia

(Everyday life, banking, medical services etc.)

3) General Language Training

(Advanced Level)

4) Cross-cultural Training

Cross-Cultural Training

Cultural values

Culture in business

Communication styles

Business etiquette and protocol

Tailored training

Culture shock

Post-Arrival Programme

Personal Orientation Programme (off-job / first week)

- Orientation trip

- Meeting with representatives

- Cultural adaptation for daily life

Professional Orientation Programme (next 3 weeks)

- Visiting company and meeting key people

- Continuing culture in business training

- Practical training in business etiquette and protocol

Personal mentor - monthly interviews

Post-Arrival Programme (cont.)

Re-Entry Programme

Objective

- Minimise impact of reverse culture shock

Method

- Meetings with home company representatives 6 months, 3 months and 1 month prior to going back to Saudi Arabia

Conclusion

Any questions?