Samenvatting
Intercultural Management Samenvatting
- Instelling
- Haagse Hogeschool (HHS)
Een uitgebreide Intercultural Management
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Voorbeeld van de inhoud
Intercultural Management,Table of contents
Global competence (workshop 1) ................................................................................................................... 4
What makes a manager globally competent?......................................................................................... 4
International mindset .............................................................................................................................. 4
Multicultural Leadership ......................................................................................................................... 4
Comfort with dissonance ........................................................................................................................ 4
Meanings of culture ................................................................................................................................ 5
Mental software at 3 levels ..................................................................................................................... 5
International environments (workshop 1) ...................................................................................................... 6
Legal Systems .......................................................................................................................................... 6
Enforcing Intellectual Property rights ..................................................................................................... 7
Hofstede (workshop 1) .................................................................................................................................... 8
Hofstede: onion diagram............................................................................................................................. 8
4 levels of culture .................................................................................................................................... 8
Iceberg principle ...................................................................................................................................... 9
Hofstede’s 6 dimensions ............................................................................................................................. 9
Power distance ...................................................................................................................................... 10
Uncertainty avoidance .......................................................................................................................... 10
Individualism vs. Collectivism ................................................................................................................ 11
............................................................................................................................................................... 11
............................................................................................................................................................... 11
Masculinity vs. Femininity ..................................................................................................................... 11
Time orientation .................................................................................................................................... 12
Indulgence vs. Restaint.......................................................................................................................... 12
Hofstede and Marketing ........................................................................................................................... 13
Power distance and marketing.............................................................................................................. 13
Uncertainty avoidance and marketing .................................................................................................. 13
Individualism and marketing ................................................................................................................. 13
Masculinity and marketing .................................................................................................................... 13
Long-term orientation and marketing................................................................................................... 13
Criticism of Hofstede’s theory ................................................................................................................... 14
Trompenaars (workshop 2) ........................................................................................................................... 15
Trompenaars onion ................................................................................................................................... 15
Trompenaars dimensions ...................................................................................................................... 15
Universalism vs. Particularism ............................................................................................................... 15
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, Individualism vs. Communitarianism .................................................................................................... 16
Neutral vs. Affective .............................................................................................................................. 16
Specific vs. Diffuse ................................................................................................................................. 16
Achievement vs. Ascription ................................................................................................................... 17
Sequential vs. Synchronic ...................................................................................................................... 17
Internal vs. External............................................................................................................................... 17
Hall’s Model Communication styles (workshop 2) ........................................................................................ 18
Low context vs. High context ................................................................................................................ 18
Specific vs. holistic orientations ............................................................................................................ 18
Trust (workshop 3) ........................................................................................................................................ 19
Cognitive trust (brains) vs. Affective trust (heart)................................................................................. 19
Maslow’s hierarchy of needs (individualism) & Pinto’s hierarchy of needs (collectivism) (workshop 3) ..... 19
Maslow’s hierarchy of needs (individualism) ............................................................................................ 19
Pinto’s hierarchy of needs (collectivism) .................................................................................................. 20
Maslow vs. Pinto ....................................................................................................................................... 20
Wordlist ICM ................................................................................................................................................. 21
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, Global competence (workshop 1)
What makes a manager globally competent?
• Understand the importance of international trade to their home country’s economy
• Understand the multicultural nature (even if not multinational) environment of successful
corporations, and possess intercultural sensitivities preparing them to flourish in that
atmosphere
• Ask critical questions about diverse business practices
• Possess foreign language skills
• Thrive in diverse environments
• Eager for challenge, change, and life-long learning
• Awareness, understanding, and empathy for different ideas and ways of doing things and the
origins of racism
• Comfort interacting in multiple, often challenging contexts
International mindset
• Excellent intercultural communication skills
• Learn through listening and observing
• Thrive in multicultural settings with a diverse range of personalities and learning styles
• Establish rapport quickly
• Able to work effectively as a part of a multinational/multicultural team
• Effective and knowledgeable in working in cross-cultural settings
• Learn quickly
Multicultural Leadership
• Effective and cooperative team player who also works well independently
• Take initiative and risks
• Communicate despite barriers
• Understand cultural differences and similarities
• Handle stress
• Identify problems and utilize available resources to resolve them
• Highly developed cross-cultural communication skills combined with ability to motivate
others to excel
Comfort with dissonance
Figure 1: Comfort with dissonance
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