1.
Write a note on specific Vs diffused
Culture
Answer: Specific Vs
Diffused Culture
A specific culture is one in which individuals
have a large public space they readily let other enter and share and a small private
space they guard closely and share with only close friends and associates. A
diffuse culture is one in which both public and private space are similar in size
and individuals guard their public space carefully, because entry into public space
affords entry into private space as well. Austria, the United Kingdom, the
United States, and Switzerland all are specific cultures, while Venezuela,
China and Spain are diffuse cultures. In specific cultures, people often are
invited into a person’s open, public space;
individuals in these cultures often are open and
extroverted and there is a strong separation of work and private life. In
diffuse cultures, people are not quickly invited into a person’s open, public
space, because once they are in, there is easy entry into the private space as
well. Individuals in these cultures often appear to be indirect and introverted
and work and private life often are closely linked.
An example of these specific and diffuse cultural
dimensions is provided by the nited States and Germany. A U.S. Professor, such
as Robert Smith, Ph.D., generally would be called Dr. Smith by students when at
his U.S. University. When shopping, however, he might be referred to by the
store clerk as Bob and he might even ask the clerk’s advice regarding some of
his intended purchases.
When golfing, Bob might just be one of the guys,
even to a golf partner who happens to be a graduate student in his department.
The reason for these changes in status is that, with the specific U.S. cultural
values, people have large public spaces and often conduct themselves differently
depending on their public role. At the same time, however, Bob has private space
that is off-limits to the students who must call him Doctor in class. In high
diffuse cultures, on the other hand, a person’s public and private life often
are similar. Therefore, in Germany,
Herr Professor Doktor Schmidt would be referred to
this way at the university, local market, and bowling alley and even his wife
might address him formally in public. A great deal of formality is maintained,
often giving the impression that Germans are stuffy or aloof. Trompenaars
recommends that when those from specific cultures do business in diffuse cultures,
they should respect a person’s title, age, and background connections, and they
should not get impatient when people are being indirect or circuitous.
Conversely, when individuals from diffuse cultures do business in specific
cultures, they should try to get to the point and be efficient, learn to structure
meetings with the judicious use of agendas and not use their titles or acknowledge
achievements or skills.
2.
Explain Eiffel Tower Culture.
Answer: The family culture is characterized by a strong emphasis
on hierarchic authority and orientation to the person. The Eiffel Tower culture
is characterized by a strong emphasis on hierarchy and orientation to the task.
The guided missile culture is characterized by a strong emphasis on equality in
the workplace and orientation to the task. The incubator culture is
characterized by a strong emphasis on equality and orientation to the person.
Eiffel
Tower Culture:
Eiffel Tower Culture is characterized by a strong
emphasis on the hierarchy and orientation to the task. Under this
organizational cultural, jobs are well defined, employees know what they are
supposed to do and everything is co-coordinated from the top. As a result, this
culture is steep, narrow at the top and broad at the base, thus the term
“Eiffel Tower,” which is constructed in this manner.
The person holding the top position in the Eiffel Tower
culture could be replaced at any time and this would have no effect on the work
that organization members are doing or on the organization’s reasons for
existence. In this culture, relationships are specific and status remains with
the job. Therefore, if the boss of an Eiffel Tower subsidiary were playing golf
with a subordinate, the subordinate would not feel any pressure to let the boss
win. In addition, these managers seldom create off-the-job relationships with
their people, because they believe this could affect their rational judgement.
In fact, this culture operates very much like a formal hierarchy – impersonal
and efficient.
Eiffel Tower cultures most commonly are found in
Northwest European countries. Examples include Denmark, Germany and the Netherlands.
The way that people in this culture lear and change differs sharply from that
in the family culture. When changes need to be made, however, the Eiffel Tower
culture often is ill equipped to handle things. Manuals must be rewritten,
procedures changed, job descriptions altered, promotions reconsidered and
qualifications reassessed.
This same, methodic approach is used in motivating
and rewarding people and in resolving conflict. Carefully designed rules and policies
are relied on and things are done “by the book.” Conflicts are viewed as irrational
and offences against efficiency; criticisms and complaints are handled through
channels.
3.
Discuss business strategy and
implications of culture on business strategy.
Answer: Business
Strategy
“Strategy” is a term that can be traced back to
the Ancient Greeks who used to mean the Chief Magistrate or a Military Commander-in-Chief.
If we wish to increase the yield of grain in certain field and on analysis it
appears that the soil lacks potash, potash may be said to be the strategic (or
limiting) factor.
Business Strategy can be defined as the basic long
term goals and objectives of an enterprise and the adoption of courses of
action and the allocation of resources necessary for carryin out those goals.
Implications
of Culture on Business Strategy
While formulating various business strategies
international manager is always influenced by cultural factors which may have
long term and short-term perspective. People in countries such as China and
Japan generally have longer time horizon than those in Canada and in U.S.A.,
whereas, Americans will emphasis short Towards term profits, the Japanese are
known to be more patient in sacrificing short-term results in order to build
for the future with investment, research and development and market share.
Managers who hail from uncertainty avoidance
countries are more willing to take risk than their counterparts (i.e., high
uncertainty avoidance countries). Managers from Latin American and African
countries prefer to do business through non-equity entry mode in order to
minimise exposure to risk.
There are also power distance countries such as
Arab countries and Japan in which managers observe interpersonal inequality and
hierarchy. The manager also has to keep in mind the legal compliance, creating
positive culture for employees and creating economic value. Thus people who make
decisions and the way they think, feel and act are based on their ingrained societal
culture. They bring this context to work and it influences their propensity toward
or against certain type of decisions.
4.
Explain Japanese leadership approaches.
Answer: Japan is well known for its paternalistic approach
to leadership. Japanese culture promotes a high safety or security need, which
is present among home country-based employees as well as MNC expatriates. For
example, one study examined the cultural orientations of 522 employees of 28
Japanese-owned firms in the United States and found that the native Japanese employees were more likely to value
paternalistic company behaviour than their U.S. counterparts.
Another study found that Koreans also value such
paternalism. However, major differences appear in leadership approaches used by
the Japanese and those in other locales. Japanese and U.S. managers have a basically
different philosophy of managing people. Japanese leadership approach is
heavily group oriented, paternalistic and concerned with the employee’s work
and personal life. The U.S. leadership approach is almost the opposite. Japanese
tend to be more ethnocentric than their U.S. counterparts. The Japanese think
of themselves as Japanese managers who are operating overseas; most do not view
themselves as international managers. As a result, even if they do adapt their
leadership approach on the surface to that of the country in which they are operating,
they still believe in the Japanese way of doing things and are reluctant to
abandon it.
5.
Mr. Zeeshan is a consultant. One of his
client wants to do business in UAE. What suggestions Mr Zeeshan shall give the
client?
Answer: Doing Business in (UAE) Arab Countries :
The intense media attention given to continuing conflicts
in the Middle East have pointed out that Arab cultures are distinctly different
from Anglo cultures. Americans often find it extremely hard to do business in
Arab countries and a number of Arab cultural characteristics can be cited for
this difficulty. In the United States, it is common to use the cliché “time is
money.” In Arab countries, a favourite expression is Bukra insha Allah, which
means “tomorrow if God wills.” An expression that explains the Arabs’
fatalistic approach to time. Arabs believe that Allah controls time, in
contrast to Westerners, who believe that they control their own time. As a
result, if Arabs commit themselves to a date in the future and fail to show up,
there is no guilt or concern on their part, because they have no control over
time in the first place.
Another Arab cultural belief that generally holds is
that destiny depends more on the will of a supreme being than on the behaviour
of individuals. A higher power dictates the outcome of important events, so
individual action is of little consequence. Another important cultural contrast
between Arabs and Americans is that of emotion and logic. Arabs often act based
on emotion; in contrast, those in an Anglo culture are taught to act on logic.
Many Arabs live in unstable environments where things change constantly, so
they do not develop trusting relationships with others. Americans, on the other
hand, live in a much more predictable environment and develop trusting
relationships with others. Business meetings typically conclude with an offer of
coffee or tea. This is a sign that the meeting is over and that future
meetings, if there are to be any, should now be arranged.
Other useful guidelines for doing business in Arab
cultures include :
(1) It is important never to display feelings of
superiority, because this makes the other party feel inferior.
(2) One should not take credit for joint efforts.
A great deal of what is accomplished is a result of group work and to indicate
that one accomplished something alone is a mistake.
(3) Much of what gets done is a result of going through
administrative channels in the country. It often is difficult to sidestep a lot
of this red tape and efforts to do so can be regarded as disrespect for legal
and governmental institutions.
(4) Connections are extremely important in conducting
business. Well-connected business people can get things done much faster than
their counterparts who do not know the ins and outs of the system.
(5) Patience is critical to the success of
business transactions.
(6) Important decisions usually are made in person,
not by correspondence or telephone. This is why an MNC’s personal presence
often is a prerequisite for success in the Arab World.
6.
Visit the site http://www.geert-hofstede.com /
and have a look at the cultural dimensions of india. http://www.geert-hofstede.com/hofstede_india.shtml.
Write a short note based on the observations.
Answer: If we explore the Indian culture through the lens
of the 5-D Model, we can get a good overview of the deep drivers of Indian
culture relative to other world cultures.
India scores high on this
dimension, 77, indicating an appreciation for hierarchy and a Top –
Down Structure in society and Organizations. If one were to encapsulate
the Indian attitude, one could use the following words and phrases : dependent
on the boss or the power holder for direction, acceptance of un-equal rights
between the power-privileged and those who are lesser down in the pecking
order, immediate superiors accessible but one layer above less so,
paternalistic leader, management directs, gives reason / meaning to ones work
life and rewards in exchange for loyalty from employees. Real Power is
centralized even though it may not appear to be and managers count on the
obedience of their team members. Employees expect to be directed clearly as to
their functions and what is expected of them. Control is familiar, even a
psychological security, and attitude towards managers are formal
even if one is on first name basis. Communication is top down and
directive in its style and often feedback which is negative is never offered up
the ladder.
India, with a score of 48 is a society
with clear collectivistic traits. This means that there is a high preference
for belonging to a larger social framework in which individuals are expected to
act in accordance to the greater good of one’s defined in-group(s). In
such situations, the actions of the individual are influenced by various
concepts such as the opinion of one’s family, extended family, neighbors, work
group and other such wider social networks that one has some affiliation
toward. For a collectivist, to be rejected by one’s peers or to be
thought lowly of by one’s extended and immediate in-groups, leaves him or her
rudderless and with a sense of intense emptyness. The employer/employee
relationship is one of expectations based on expectations – Loyalty by the
employee and almost familial protection by the Employer. Hiring and promotion
decisions are often made based on relationships which are the key to everything
in a Collectivist society.
India scores 56 on this dimension and is
thus considered a masculine society. Even though it is mildly above the
mid range in score, India is actually very masculine in terms of visual display
of success and power. The designer brand lable, the flash and bling that goes
with advertising one’s success, is widely practiced. However, India
is also a spiritual country with millions of deities and various religious
philosophies. It is also an ancient country with one of the longest
surviving cultures which gives it ample lessons in the value of humility and
abstinence. This often reigns in people from indulging in Masculine
displays to the extent that they might be naturally inclined to. In more
Masculine countries the focus is on success and achievements, validated by
material gains. Work is the center of one’s life and visible symbols of success
in the work place are very important.
India scores 40 on this dimension and
thus has a medium low preference for avoiding uncertainty. In India there
is acceptance of imperfection; nothing has to be perfect nor has to go exactly
as planned. India is traditionally a patient country where tolerance for
the unexpected is high ; even welcomed as a break from monotony. People
generally do not feel driven and compelled to take action-initiatives and
comfortably settle into established rolls and routines without
questioning. Rules are often in place just to be circumvented and one
relies on innovative methods to “bypass the system”. A word used
often is “adjust” and means a wide range of things, from turning a blind
eye to rules being flouted to finding a unique and inventive solution to a
seemingly insurmountable problem. It is this attitude that is both the
cause of misery as well as the most empowering aspect of the country. There
is a saying that “nothing is impossible” in India, so long as one knows
how to “adjust”.
The Indians score 61, making it a long
term, pragmatic culture. In India the concept of “karma” dominates
religious and philosophical thought. Time is not linear, and thus not as
important as to western societies which typically score low on this
dimension. Countries like India have a great tolerance for religious views
from all over the world – Hinduism is often considered a philosophy more than
even a religion; an amalgamation of ideas, views, practices and esoteric
beliefs. In India there is an acceptance that there are many truths and
often depends on the seeker. Societies that have a high score on Long
Term Orientation, typically forgive lack of punctuality, a changing
game-plan based on changing reality and a general comfort with discovering the
fated path as one goes along rather than playing to an exact plan.
