Chapter 15 - Organizational Behavior - Wagner & Hollenbeck

1. Chapter 15
International Organizational Behavior
F.Jamshidi
L.Shirban
R.Shoamanesh

2. Cultural Differences
How do cultures differ from one region of the world to
another?
In what ways are the national cultures of different
countries comparable?
What effects do cultural differences have on people’s
attitudes and behaviors in organizations?

3. A ground-breaking study
Geert Hofstede surveyed 116,000 employees in IBM offices
located in 40 countries throughout the world.
Uncertainty
Avoidance
Masculinity -
Femininity
Individualism
- Collectivism
Power
Distance
Long-term /
Short-term
Orientation

4. Uncertainty Avoidance
.
The degree to which people are comfortable with ambiguous situations and
with the inability to predict future events with assurance
Weak Uncertainty Avoidance :
Feel comfortable even though they are unsure about current
activities or future events
Strong Uncertainty Avoidance:
Most comfortable when they feel a sense of certainty about
the present and future.

5. Masculinity -Femininity
.
Extremes of masculinity and femininity
Masculinity:
Emphasize independence, aggressiveness, dominance and
physical strength.
Femininity:
Tendency to favor such values as interdependence
,compassion ,empathy, and emotional openness.

6. Individualism–Collectivism
.
a dimension that traces cultural tendencies to emphasize either satisfying
personal needs or looking after the needs of the group.
Individualism
Pursuing personal interests is seen as being more important
and succeeding in the pursuit of these interests is critical to
both personal and societal well-being.
Collectivism:
The collectivist perspective emphasizes that group welfare is
more important than personal interests.

7. Power Distance
.
Reflects the degree to which the members of a society accept differences in
power and status among themselves.
A small degree of power distance:
Norms and values specify that differences in people’s ability
to influence others should be minimal ,instead ; political
equality should be encouraged.
A large degree of power distance :
Support norms and values stipulating that power should be
distributed hierarchically instead of being shared more or
less equally.

8. Short-Term/Long-Term Orientation
.
Reflects the extent to which the members of a national culture are oriented
toward the recent past and the present versus being oriented toward the
future.
Short-Term Orientation:
Supports immediate consumption and opposes the deferral
of pleasure and satisfaction.
Long-Term Orientation:
Doing what is necessary now, whether pleasant or
unpleasant for the sake of future well-being.

9. Intercultural Business Communication Tips
Uncertainty Avoidance Index
Working or doing business in a country with a higher uncertainty avoidance:
. Don't expect new ideas, ways or methods to be readily embraced. You need
to allow time to help develop an understanding of an initiative to help foster
confidence in it.
. Involve local counterparts in projects to allow them a sense of
understanding. This then decreases the element of the unknown.
. Be prepared for a more fatalistic world view. People may not feel fully in
control and are therefore possibly less willing to make decisions with some
element of the unknown.
. Remember that due to a need to negate uncertainty proposals and
presentations will be examined in fine detail. Back up everything with facts
and statistics.

10. Intercultural Business Communication Tips
Uncertainty Avoidance Index
Working or doing business in a country with a lower uncertainty avoidance :
. Try to be more flexible or open in your approach to new ideas than you may
be used to.
. Be prepared to push through agreed plans quickly as they would be
expected to be realized as soon as possible.
. Allow employees the autonomy and space to execute their tasks on their
own; only guidelines and resources will be expected of you.
. Recognize that nationals in the country may take a different approach to life
and see their destiny in their own hands.
.

11. Intercultural Business Communication Tips
Masculinity – femininity Index
Working or doing business in a country with a higher masculinity score :
. To succeed in this culture you will be expected to make sacrifices in the form
of longer work hours, shorter holidays and possibly more travel.
. Be aware that people will discuss business anytime, even at social
gatherings.
. Avoid asking personal questions in business situations. Your colleagues or
prospective partners will probably want to get straight to business.
. People are not always interested in developing closer friendships.
. Communication style that is direct, concise and unemotional will be most
effective in this environment.
. People will use professional identity, rather than family or contacts, to
assess others.
. Self-promotion is an acceptable part of the business culture in this
competitive environment.

12. Intercultural Business Communication Tips
Masculinity – femininity Index
Working or doing business in a country with a lower masculinity score :
. Recognize that people value their personal time. They prioritize family
and take longer holidays. Working overtime is not the norm.
. Small talk at social (or business) functions will focus on an individual's life
and interests rather than just business.
. Personal questions are normal rather than intrusive.
. In business dealings trust weighs more than projected profit margins and
the like.
. Nepotism is seen as a positive and people openly show favoritism to close
relations.

13. Intercultural Business Communication Tips
Individualism - Collectivism Index
Working or doing business in a country with a higher individualism score:
. Remember that you can't depend on the group for answers. As an individual
you are expected to work on your own and use your initiative.
. Prepare yourself for a business environment that may be less reliant on
relationships and personal contacts. Business and personal life may very well
be kept separate.
. Employees or subordinates will expect the chance to work on projects or
solve issues independently. Being to intrusive into their work may be
interpreted negatively.
. It is not uncommon for people to try and stand out from the rest. This may
be during meetings, presentations or even during group work.
. Bear in mind that a certain amount of individual expression is tolerated, i.e.
people's appearance, behavior, etc.

14. Intercultural Business Communication Tips
Individualism - Collectivism Index
Working or doing business in a country with a lower individualism score :
. Note that individuals will have a strong sense of responsibility for their
family which can mean they take precedence over business.
. Remember that praise should always be directed to a team rather than
individuals as otherwise this may cause people embarrassment. Reward
teams not people.
. Understand that promotions depend upon seniority and experience-not
performance and achievement.
. Decision making may be a slow process, as many individuals across the
hierarchy will need to be consulted.

15. Intercultural Business Communication Tips
Power Distance Index
Working with or going to a country with a higher PDI than yours:
. Give clear and explicit directions to those working with you. Deadlines
should be highlighted and stressed.
. Do not expect subordinates to take initiative.
. Be more authoritarian in your management style. Relationships with staff
may be more distant than you are used to.
. Show respect and deference to those higher up the ladder. This is usually
reflected through language, behavior and protocol.
. Expect to encounter more bureaucracy in organizations and government
agencies.

16. Working with or going to a country with a lower PDI than yours:
.Don't expect to be treated with the usual respect or deference you may be
used to.
.People will want to get to know you in an informal manner with little
protocol or etiquette.
.Be more inclusive in your management or leadership style as being directive
will be poorly interpreted.
.Involve others in decision making.
.Do not base judgments of people on appearance, demeanor, privileges or
status symbols.
Intercultural Business Communication Tips
Power Distance Index

17. Short-Term/Long-Term Orientation Index
Intercultural Business Communication Tips
In national cultures characterized by a short-term orientation:
. Respect traditions and to remember past accomplishments.
. To forget history is to risk repeating past mistakes.
. Failing activities should be halted immediately.
In national cultures with a long-term orientation:
.It is important to look ahead and to envision the future.
.History is likely to repeat itself only if looking to the past obscures visions of
the future.
.Perseverance in the face of adversity can overcome failure.
.Resources should be saved to ensure a prosperous future.
.

18. Conclusion
The five dimensions introduced in this chapter form a
model that highlights important differences among
national cultures. As you use this model in the future
remember that each dimension simplifies the kinds of
variations that exist among the world’s national cultures.
No Stereotyping:
Whether comparisons are made within a single national culture or
across different national cultures, no two organizations are exactly
alike. Likewise no two people in the world hold exactly the same
beliefs and values . Thus the discussions in this chapter necessarily
involved generalization.