Working in a Multicultural Environment “Back to Business” final

by rictownsend

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After Hofstede first formulated his cultural dimensions, work by Michael Bond convinced him that a fifth dimension was needed. Long-Term Orientation seemed to play an important role in Asian countries that had been influenced by Confucian philosophy over many thousands of years.

Hofstede and Bond found such countries shared the following beliefs: A stable society requires unequal relations, the family is the prototype of all social organizations and consequently, older people (parents) have more authority than younger people (and men more than women). When Hofstede and Bond developed a survey specifically for Asia and reevaluated earlier data, they found that long-term orientation cancelled out some of the effects of Masculinity/Femininity and Uncertainty Avoidance. They concluded that many Asian cultures are oriented to the search for (and practice the of) virtuous behavior. Virtuous behavior means NOT treating others as one would NOT like to be treated, (giving face and avoiding nastiness) and virtuous behavior in work means trying to acquire skills and education, working hard, being frugal, having a sense of shame, having patience and persevering for long-term gains.

Western countries, by contrast, have been found more likely to promote equal relationships and emphasize individualism. Focus is on ACTIVELY treating others, as you would like to be treated (open honest dealings?) and on finding fulfillment through creativity and self-actualization, with ‘now being the only time we really have’ and an orientation to personal belief and the search for truth.

So back to business and business culture itself

“The culture of business is the environment in which it operates; this includes its philosophy, values, shared assumptions, group standards, and the behavioral patterns of its employees. These cultural beliefs are taught to new employees as the correct ways to perceive, think and act within the business.” Ref 2

In addition to the subcultures associated with particular departments within the organization there are those based on power associated with leadership and allocation of resources, achievement, rewards, results and recognition, support placing value upon the employee and role dealing with rules and responsibility assigned to tasks performed. Ref 2

To understand what is happening with cultural influences perhaps the following ‘cultural iceberg’ will shed some further light. The iceberg is made up of the above factors and is shown below

Remember as a manger or employee (or for that matter as a human being) that you can only see what is above the waterline and that your actions and influence will only at best encourage or discourage behaviours. Perhaps if you are extremely effective you may (and should) change attitudes, however it is almost impossible and would be foolhardy to attempt to change another’s Cultural Assumptions, Beliefs or Values. You just don’t have the time to invest.