INTERNATIONAL PERSPECTIVES ON ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENT CHAPTER 2 29 • A subculture may hold values that are in sharp contrast to those of the broader national culture. If a manager is interacting substantially with members of such a subculture, he orshe will need to appreciate and accommodate these differences. Sikh immigrants to Canada still maintain their cultural heritage and believe in the importance of wearing turbans. The Royal Canadian Mounted Police—Canada’s famed Mounties— found it wasnecessary to accommodate this cultural custom in order to attract and retain Sikhs in the force.• The values of a subculture can be more similar to a foreign manager’s own cultural values than those of the broader national culture. A manager might want to seek out members of this subculture in situations where similar values are desired. A manager from a largely Christian country such as the United Kingdom might find some similarity of values with the Christian minority in Japan and might seek out this group at certain times, particularly in times of personal grief.• Members of a subculture whose values are in conflict with the broader national culture may not be integrated into the workforce easily. Contrasting values may cause personal conflicts among employees from different groups. A manager must be sensitive to these potential conflicts and identify ways of dealing with them. The indigenous Malays and the Chinese in Malaysia have been described as exhibiting sometimes radically different values that can lead to conflicts at work. These are partially due to conflicting religious practices—the Malays, for the most part, are Muslims, while the Chinese are Confucians or Buddhists—and partially due to attitudes toward work—the Malays are seen as easygoing and working to live, while the Chinese are described as concerned with gettingahead and viewing work as more central to their lives.• Synergy can develop where employees with different values work together, because they may view the same situation from varying perspectives. Managers who can effectively control interactions among employees with different values can benefit from the development of new and innovative ways of thinking. The Bata Shoe Company has subsidiaries throughout the world and finds that by bringing its diverse marketing managers together in Canada, new ideas for products and marketing approaches can be developed.•
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