Samenvatting
Summary Business across cultures F. Trompenaars
- Instelling
- Hogeschool Utrecht (HU)
A summary of chapter 2, 3 and 4 of this book.
[Meer zien]Voorbeeld 3 van de 7 pagina's
Voorbeeld 3 van de 7 pagina's
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Voorbeeld van de inhoud
Business across culturesFons Trompenaars - Peter Woolliams
Inhoudsopgave
Chapter 2 .............................................................................................................................................1
7 dimensions Tormpenaars: ................................................................................................................... 2
1) Universalism versus Particularism (general rules) .................................................................. 2
2) Individualism versus Communitarianism .................................................................................... 3
3) Neutral versus Affective (emotions) ............................................................................................... 3
Chapter 3 .............................................................................................................................................3
4) Specific versus Diffuse (work relationships) ............................................................................... 3
5) Achieved versus Ascribed status ...................................................................................................... 3
6) Sequential versus Synchronic ........................................................................................................... 4
7) Internal versus External control ...................................................................................................... 4
Chapter 4 .............................................................................................................................................5
4 extreme stereotypes:.............................................................................................................................. 5
Chapter 2
Corporate Identity:
■ Visible elements (logo, slogan, behaviour, etc.) refer to deeper – invisible – personality,
starting points, values.
■ Instrument for management to influence Corporate Image (& culture).
■ Top-down.
Corporate Culture
Visible elements (cloths, food, language, behaviour) refer to deeper – invisible –Norms & Values,
and even deeper laying Key Beliefs.
■ Result of group of people living/ working together.
■ Bottom-up.
Culture consists of three main layers:
1. The outer layer: the visual reality (food, clothes etc.)
2. The middle layer: refers to the norms (what is considered right and wrong) and values
(what is considered good and bad) that an organization holds. Values is what people
define as things they like, norms is what people believe should be done (more standard,
we forget about it easily because it is normal to us).
3. The deepest inner layer: the basic assumptions, the level of unquestioned culture. These
actions have become so basic that we no longer think about how we do it. For an
outsider it is hard to recognize. These are based on the seven dimensions model.
5 dimensions Hofstede:
1. Power Distance
2. Uncertainty Avoidance
3. Masculinity vs. Femininity
4. Individualism vs. Collectivism (2)
, 5. Long vs. Short Term Orientation (6)
7 dimensions Tormpenaars:
1) Universalism vs. particularism
- universalism - general rules follow them always
- particularism - particular circumstances are more important than rules, every case is
different
2) Individualism vs. communitarianism
- Individualism - Individuals needs and wants prevail
- Communitarianism - Needs and wants of the group/org prevails
3) Neutral vs. affective (showing emotions)
- Neutral - keep emotions to yourself, poker face
- Affective (emotional) - express emotions (USA)
4) Specific vs. diffuse (How separate we keep our private and working lives)
- Specific - What a relationship is about? specifically where you are depends on how
people address you (prof. life vs. priv. life) (USA)
- Diffuse - Status is valid everywhere. Consistent. Mixed-> no 9 to 5 mentality
(GERMANY)
5) Achievement vs. ascription
- Achievement - Status is result of achievement (USA) what you do?
- Ascription - Status is result of age, class, gender, education (ASIA) What you are?
6) Sequential vs. synchronic
- sequential time - Punctual. Time management is important - short term orientation
(NED)
- synchronic time - Idea about future and memories of past shape present actions - Long
term orientation (SPAIN)
7) Internal vs. external control
- Internal control - People form their will upon nature (DIJKEN NEDERLAND)
- external control - Environment determines what people have to do (ARUBA/CHINA)
1) Universalism versus Particularism (general rules)
More Universalist cultures tend to feel that general rules and obligations are a strong source of
reference; dealing fairly with all cases. Particularistic societies find bonds of particular
relationships (family, friends) are stronger than rules. (North Americans and Northern
Europeans; universalists. Africans and Asians; particularists.) The bounding outcome behaviors
in intercultural encounters can be identified as:
- Ignoring other cultures: one type of behaviour is to ignore the other orientation, sticking
with your own (cultural) standpoint.
- Abandon your own orientation: abandoning your orientation. You can look like an
amateur; people from the other culture will mistrust you.
- Compromise: sometimes your way, sometimes give in to the others. Compromise does
not lead to a solution in which both parties are satisfied.
- Reconciliation: what is needed is an approach where the two opposing views can come
to blend. This approach leads to more effectiveness. An organization needs to reconcile
the single universalistic approach with the multi-local particularistic approach. To
achieve reconciliation, each nation should be specializing in what it does best and
become a source of leadership within the global corporation. Clockwise helix: that you
start at the horizontal (particular) axis and work your way to reconciliation by
accommodating the vertical axis involvement of senior managers is sometimes
needed. Anti-clockwise helix: the alternative approach, you begin from the vertical axis
, and accommodate the horizontal value. (Blz. 44!) Low competence: rejecting other
orientations. High competence: successfully reconciling opposite orientations.
2) Individualism versus Communitarianism
The conflict between what each of us wants as an individual, and the interests of the group to
which we belong. The manager will recognize that individualism finds its fulfilment in service to
the group, while group goals are of demonstrable value to individuals, only if those individuals
are consulted and participate in the process of developing them. Judaism and Protestantism
score most individualistic and Hinduism and Buddhism the most communitarian.
3) Neutral versus Affective (emotions)
In relationships with people, reason and emotion play a role. Which one dominates? In how far
we display our emotions, whether we are emotionally neutral or display our emotions a lot in
our approach. When using a highly emotional approach we are seeking a direct emotional
response, otherwise indirect response.
Overly affective and neutral cultures have problems in relating. When they do meet , the first
tast for the international manager is to recognize the differences and not make decision using
emotions.
Chapter 3
4) Specific versus Diffuse (work relationships)
The degree of involvement in relationships; the degree to which we engage others in single
levels of personality, or diffusely in multiple areas of our lives at several levels.
Specific-oriented cultures: a manager splits the task relationship she or he has with a
subordinate (ondergeschikte) and isolates this from other matters. A culture where they believe
in shareholder value. Specific peach model: they are open but retain a privacy they keep to
themselves. In a specific relationship you share public space, in a diffuse relationship you share
public and private space. Kurt Lewin called specific the ‘U type’ and diffuse the ‘G type’. In Europe
and Asia, privacy is important.
In business, example: R&D give idea to Marketing and they think it’s lousy. This offends R&D
because it is a diffuse culture, so they take it personally, whereas Marketing is specific and take
nothing personally losing face: making public what is perceived as being private. A diffuse
culture is recognized by indirect communication. Research on age shows that older managers
become more specific. The younger the more diffuse.
Specific: Don’t take it personally its just work
Diffuse: Offended because they do not separate
5) Achieved versus Ascribed status
All societies give some members a higher status than others. Some accord status on achievement
(doingachieved status), whereas others accord it to age, class, gender, education etc.
(beingascribed status).
In achieved status people with authority will feel a sense of accountability (verantwoording) for
the accomplishments of an organization. In these organizations your positition comes from your
performance. In ascribed cultures, long-term loyalty is more important (Asia).
Hierarchal level: achievement orientation increases with age. When putting them together, those
who start by ascribing, usually exploit their status to get things done. Those who start by
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