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Differences in cultural values often result in
varying management practices.

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Learned from the culture in which the individual is reared, and they help direct the person’s behavior.

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Humane orientation is defined as the degree to which individuals in organizations or societies encourage and reward individuals for being fair, altruistic, friendly, generous, caring, and kind to others.

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Performance orientation refers to the extent to which an organization or society encourages and rewards group members for performance improvement and
excellence.

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Future orientation is defined as the degree to which individuals in organizations or societies engage in future oriented behaviors such as planning, investing in the future, and delaying gratification.

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Assertiveness is defined as the degree to which individuals in organizations or societies are assertive, confrontational, and aggressive in social relationships.

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Gender egalitarianism is defined as the extent to which an organization or a society minimizes gender role differences and gender discrimination.

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Collectivism II: In-group collectivism refers to the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families.

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Collectivism I: Societal collectivism refers to the degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.

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Power distance is defined as the degree to which members of an organization or society expect and agree that power should be unequally shared.

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Uncertainty avoidance is defined as the extent to which members of an organization or society strive to avoid uncertainty by reliance on social norms, rituals, and bureaucratic practices to alleviate the unpredictability of future events.

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The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program measures cultural differences.

•GLOBE extends and integrates the previous analyses of cultural attributes and variables published by Hofstede and Trompenaars.

•Phases one and two focused on middle management.

•Phase three examined the interactions of culture and leadership in upper-level management positions.

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5. Integrating Culture and Management:The GLOBE Project

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5. Integrating Culture and Management:The GLOBE Project

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Achievement culture & ascription culture

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Achievement culture & ascription culture

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Achievement culture
A culture in which people are accorded status based on how well they perform their functions.
Ascription culture
A culture in which status is attributed based on who or what a person is.

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Specific culture
A culture in which individuals have a large public space they readily share with others and a small private space they guard closely and share with only close friends and associates.
Diffuse culture
A culture in which public space 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.

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Neutral culture
A culture in which emotions are held in check.
Emotional culture
A culture in which emotions are expressed openly and naturally

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Communitarianism
Refers to people regarding themselves as part of a group.

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Universalism
The belief that ideas and practices can be applied every where in the world without modification.
Particularism
The belief that circumstances dictate how ideas and practices should be applied and that something cannot be done the same everywhere.

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Masculinity
A cultural characteristic in which the dominant values in society are success, money, and things.
Femininity
A cultural characteristic in which the dominant values in society are caring for others and the quality of life

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Individualism
The political philosophy that people should be free to pursue economic and political endeavors without constraint
Collectivism
The political philosophy that views the needs or goals of society as a whole as more important than individual desires

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The extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid these.

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The extent to which less powerful members of institutions and organizations accept that power is distributed unequally.

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Values are basic convictions that people have regarding what is right and wrong, good and bad, important and unimportant

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Culture can affect technology transfer, managerial attitudes, managerial ideology, and even business-government relations.

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Specific examples where the culture of a society can directly affect management approaches.

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Specific examples where the culture of a society can directly affect management approaches.

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•Centralized vs. decentralized decision making.

•Safety vs. risk.

•Individual vs. group rewards.

•Informal vs. formal procedures.

•High vs. low organizational loyalty.

•Cooperation vs. competition.

•Short-term vs. long-term horizon.

•Stability vs. innovation

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•Learned: Culture is acquired by learning and experience.

•Shared: People share culture; it is not specific to single individuals.

•Transgenerational: Passed down from one generation to the next.

•Symbolic: Culture is based on the human capacity to symbolize.

•Patterned: Culture is integrated; change in one part, changes another.

•Adaptive: Culture is based on the human capacity to change or adapt.

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Culture is the acquired knowledge that people use to interpret experience and generate social behavior.