O&M(Group 10)

7/24/2019 O&M(Group 10)

1/33

1

Group 10Francesco PozzoGiulia RinaudoMarc von Majewski

The transferability

of management practices

7/24/2019 O&M(Group 10)

2/33

genda

1

!"#P

Findings $f G% &ofstede nd !% &all bout #ultural'i(erences

)imitations $f G% &ofstede * &all+s Research

Three Management Practices ,mpacted -y #ultural'i(erences

'ecision Making

$rganization 'esign

Power

.%

/%

/%.

/%/

/%00%

7/24/2019 O&M(Group 10)

3/33

2

TheStudy

Hofstede helps us to identify areas ofcultural dierence that may have an

inuence on the organization:

,n .123s &ofstede surveyed ..45333 ,-Memployees in 63 countries about their work7related values

&e found that managers and employees vary in8 value dimensions of national culture

The 8 dimensions are interrelatedPow

er

istan

ce

,s the e9tent towhich asocietyaccepts

une:ual powerdistribution

!

ndiv

id

ualis

m

vs

colle

cti

vism

,s the degree towhich people

prefer to act asindividuals or

as members ofgroup

"

ascul

inity

vs

feminit

y

,t is related tothe distribution

of roles ;ofachievement5

power5 controlict

7/24/2019 O&M(Group 10)

8/33

)ong Term * "hort Term $rientation

-

!"#P

.hort%termorientation

$ong%termorientation

"hort7term orientationthat emphasizes the

present

)ong7term orientationthat values hard workand personal sacri?cefor future generations

7/24/2019 O&M(Group 10)

9/33

!dward T%&all+s theory@,nterpersonal #ommunication

/

!"#P

High%contetculture

$ow%contet )ulture

vertness ofmessages

Many covert and implicitmessages5 with use ofmetaphor and readingbetween the lines

Many overt and e9plicitmessages that are simple andclear

$ocus of controland attriutionfor failure

,nner locus of control andpersonal acceptance forfailure

$uter locus of control and blameof others for failure

#se of non%veralcommunication

Much nonverbalcommunication

More focus on verbalcommunication than bodylanguage

3pression ofreaction Reserved5 inward reactions Aisible5 e9ternal5 outwardreaction

)ohesion andseparation ofgroups

"trong distinction betweenin7group and out7group%"trong sense of family%

Fle9ible and open groupingpatterns5 changing as needed

$evel ofcommitment to

relationships

&igh commitment to long7term relationships%

Relationships moreimportant than tasks%

)ow commitment to relationship%Task more important than

relationships

7/24/2019 O&M(Group 10)

10/33

)ow #onte9t vs% &igh #onte9t #ultures

4

!"#P

Focus on the messageitself% The

communication isdirect5 and based on

feelings or trueintentions%

Focus lies on theconte9t% Personalreputations5 close

human relationshipsand mutual trust are of

high importance

$ow%contetcultures

High%contetcultures

7/24/2019 O&M(Group 10)

11/33

!dward T%&all+s Time $rientation

!"#P

"onochronic )ulture Polychronic )ulture

!nterpersonal5elations

,nterpersonal relations aresubordinate to presentschedule

Present schedule is subordinateto interpersonal relations

6ctivity )o%ordination

"chedule cp7ordinatesactivityB appointment time isrigid

,nterpersonal relations coordinateactivityB appointment time is>e9ible

7as8 Handling $ne task at a time Many tasks are handledsimultaneously

9rea8s andPersonal 7ime

-reaks and personal time aresacrosanct regardless ofpersonal ties

-reaks and personal time aresubordinate to personal ties

7emporal.tructure

Time is in>e9ibleB time istangible

Time is >e9ibleB time is >uid

or8;personaltime separaility

Cork time is crearlyseparable from personal time

Cork time is not clearlyseparable from personal time

rganisationalPerception

Tasks are measured by outputin time ;activity 9 hour ormine9ibility and cross7 culturalunderstanding

!9istence of di(erent decision makingapproaches is widely acknowledged5

but remains poorly understood

There is a growing need to know howmanagers make decisions in di(erentparts of the world

!"#P

1'

Global Decision Making Styles,ntroduction

7/24/2019 O&M(Group 10)

15/33

Global Decision Making Styles!urope

utocratic )eadership@

uthorization for action has to be passedupward through echelons of management

before ?naldecisions can be made;e%g% Germany5 Turkey