Chapter04_HodgettsRev

Chapter04_HodgettsRev - 1 PowerPoint slides by R. Dennis...

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1 PowerPoint slides by R. Dennis Middlemist, Professor of Management, Colorado State University
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Chapter 4 The Role of Culture The specific objectives of this chapter are: 1. DEFINE the term culture, and discuss some of the comparative ways of differentiating cultures. 2. DESCRIBE the concept of cultural values, and relate some of the international differences, similarities, and changes occurring in terms of both work and managerial values.
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Chapter 4 The Role of Culture The specific objectives of this chapter are: 1. IDENTIFY the major dimensions of culture relevant to work settings, and discuss their effect on behavior in an international environment. 2. DISCUSS the value of country cluster analysis and relational orientations in developing effective international management practices.
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4 The Nature of Culture Culture Acquired knowledge that people use to interpret experience and generate social behavior forms values creates attitudes influences behavior.
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5 Characteristics of Culture Culture Learned Shared Transgenerational Symbolic Patterned Adaptive
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6 United States Japan Arab Countries Priorities of Cultural Values Table 4-1 Priorities of Cultural Values: United States, Japan, and Arab Countries 1. Freedom 2. Independence 3. Self-reliance 4. Equality 5. Individualism 6. Competition 7. Efficiency 8. Time 9. Directness 10. Openness 1. Belonging 2. Group harmony 3. Collectiveness 4. Age/seniority 5. Group consensus 6. Cooperation 7. Quality 8. Patience 9. Indirectness 10. Go-between 1. Family security 2. Family harmony 3. Parental guidance 4. Age 5. Authority 6. Compromise 7. Devotion 8. Patience 9. Indirectness 10. Hospitality Note: “1” represents the most important cultural value, “10” the least. Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries
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7 How Culture Affects Managerial Approaches In some societies, top managers make all important organizational decisions. In others, these decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions. VS. Centralized Decision Making Decentralized Decision Making
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8 How Culture Affects Managerial Approaches In some societies, organizational decision makers are risk averse and have great difficulty with conditions of uncertainty. In others, risk taking is encouraged, and decision making under uncertainty is common. VS. Safety Risk
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9 How Culture Affects Managerial Approaches In some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commissions. In others, cultural norms require group rewards, and individual rewards are frowned on. VS. Individual Rewards Group Rewards
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10 How Culture Affects Managerial Approaches In some societies, much is accomplished through informal means. In others, formal procedures are set forth and followed rigidly.
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This note was uploaded on 03/22/2011 for the course MGT 4478 taught by Professor A during the Spring '11 term at Troy.

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Chapter04_HodgettsRev - 1 PowerPoint slides by R. Dennis...

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