IAE Lyon

1
IAE Lyon

• Multicultural management
• September 27, 04
• Global management consulting
• André Guyard

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10. Managing and Communicating across cultures
His personality MBTI Situational interaction
dynamics
Interpersonal relationship barriers
His Language or competency in a common language

His National culture
His Corporate culture
She should take in account
Her interaction dynamics should adapt as much
as possible to his different human dimension
specifics
Myers-Briggs Type Indicators (Consulting
Psychologists Press, Inc. 1997) Strength
Development Inventory (Elias H. Porter - 1993)
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The Myers-Briggs Type Indicator (MBTI)
10. Managing and Communicating across cultures
Each person behave according to the following 6
preferences. all together, there are 16
combinations.
Introverts people focus on the inner world of
ideas and impressions Extraverts people focus
on the outer world of people and
things Judging planned organized
life Perceiving flexible and spontaneous
approach to life Sensing types focus on the
present and concrete information gained from
their senses Intuitive types focus on the
future, with a view toward patterns and
possibilities Thinking decision based on logic
and objective analysis Feeling decision based
on values and subjective evaluation
sensing
intuitive
Thinking Feeling
Feeling Thinking
Judging Perceiving


2
3
4
1
Introverted
5
8
7
6
Perceiving Judging
12
11
10
9
Extraverted
16
15
14
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For an individual assessment, please, refer to a
MBTI certified consultant. Consulting
psychologists press inc. 3803 E. Bayshore road,
Palo Alto, CA 94303.
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10. Managing and Communicating across cultures
Acknowledgements No work on cross cultural would
be done without influence of Geert Hofstede,
Edward T. Hall, Philippe d'Iribarne, Margaret
Nydell, Richard D. Lewis, Terri Morrison, Wayne
A. Conaway, George A. Borden to quote the most
important contributors to the understanding of
cultural diversity. See a set of recommended
book at the end of this package. Some key
statements Communication always takes place
between individuals, not cultures. Few
individuals are perfect representations of their
culture. A model can help you predict how people
in certain cultures will speak, act, negotiate,
and make decisions. Since in reality we deal with
individuals, there is a margin of error. Kiss,
Bow, or Shake hands - Terri Morrison, Wayne A.
Conaway, George A. Borden - 1994 By focusing
on the cultural roots of national behavior, both
in society and business, we can foresee and
calculate with a surprising degree of accuracy
how others will react to our plans for them, and
we can make certain assumptions as to how they
will approach us. When cultures collide -
Richard D. Lewis - 2000 By all means, check and
correct my work, but even better, apply it and
elaborate its lines of thought, making them
serve the understanding of cultural differences
and the improvement of intercultural
communication and cooperation, which the world
will inrcreasingly and for ever need. Cultures
consequences - second edition - Geert Hofstede -
2001 I am not an Athenian or a Greek, but a
citizen of the world Socrates
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10. Managing and Communicating across cultures
Major contributors to the cultural understanding
of countries and societies Margaret Mead -
Anthropology today - 1962 Edward and Mildred
Hall, Geert Hofstede for their concepts and
models. Glen Fisher for international
negotiation. David Rearwin and John Paul Fieg for
Asian countries. Yale Richmond, Margaret Nydell
and Joy Hendry for Russia, and Arab world and
Japan respectively.
Major principle All societies face the same
problems, only the answers differ - which makes
cultural diversity
Society balance
1967-1973 - 116 000 persons, 72 countries, 20
languages Geert Hofstede - 4 dimension model
time
National CULTURE the way people ARE, THINK and
ACT
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10. Managing and Communicating across cultures
Five dimensions to recognize a culture.
Individual Interests
Confucian Orientation
Life Orientation
Anxiety Reduction
Relation to Authority
The footprint of cultures
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10. Managing and Communicating across cultures
Exercise 10-1 Managing and Communicating across
cultures Capturing your own experience in
international environment
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08. Managing and Communicating across cultures
Capturing your international experience
Countries
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08. Managing and Communicating across cultures
Capturing your international experience
Countries
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08. Managing and Communicating across cultures
Capturing your international experience
Countries
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08. Managing and Communicating across cultures
Capturing your international experience
Countries
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10. Managing and Communicating across cultures
History 1975-Spain, WTO-China Religions
the more orthodox, the more anxious and
hierarchical Philosophies Confucian, Buddhism
Empires centralized, brings anxiety
hierarchy Languages German, Japan,
Arab Wealth the more wealthy, the more
individualist Corporation Corporate
nationality is a major root Latitude the
easiest environment, the more
hierarchical Earthquake develops more
anxiety area
Cultural maturity
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10. Managing and Communicating across cultures
History Geography
Cultural maturity
State
Workplace
School
Family
Parent-Child
Teacher-student
Boss-subordinate Civil servant-citizen
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Basic assembly meanings
10. Managing and Communicating across cultures
Ambiguous subordination
Subordination community
Strong commitment
Independence
Relation to Authority Individual
Interests Life Orientation Anxiety Reduction
Taking very calculated risk to succeed Looking
for ego satisfaction
Managerial Adult-adult
Parent-child Parent-teenager
Drive to achieve Relationships
Relation to Authority Individual
Interests Life Orientation Anxiety Reduction
Taking uncalculated risk to be successful Looking
for inclusion
Taking very calculated risk to be
successful Looking for inclusion
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88 countries split in 5 cultural families
10. Managing and Communicating across cultures
Honor Hierarchy
Community Loyalty
Contract Self-achievement
Expertise Order
Consensus Network
Relation to Authority Individual
Interests Life Orientation Anxiety Reduction
H H Centralized power and ambiguous relations
based on subordination Parent-teenager
relationships Social status comes first Honor
is most important feedback difficult to receive
or give. Tend to work to please the boss, not
the customer. C SA Contract and individual
development and self-achievement Adult-adult
relationships Role in a group and success most
important rather alone in society what counts
is what you deliver. Feedback highly necessary
to measure progress tend to work to fulfill
contract with the boss. C N Welfare and
consensus based society Adult-adult
relationships no hierarchical relationship at
all. Low profile and self-depreciation to some
extent Belonging to the group is important
wont rock the boat, tend to escape and
disconnect if too tough situation. C
L Community based on harmony and
self-depreciation Parent-Children relationships
working for sake of the harmony of the
community. decision based on consensus involving
all members the boss to have final decision.
Intermediaries (go-between) mostly important in
relationships. E O Competency and perfect work
Adult-adult relationships expertise is most
important in society Hierarchy based on
experts and managers roles distribution
according to a well documented process. Self-achi
evement for sake of the quality of work and
organization. What counts is the way you work
against fully defined and certified procedures.
Feedback direct and hierarchy less
communicated.
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Working with different national cultures
10. Managing and Communicating across cultures
Exercise 10-2 Managing and Communicating across
cultures Working with different national cultures
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10. Managing and Communicating across cultures
Exercise 10-3 Managing and Communicating across
cultures Cultural behaviors against the official
country scores
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10. Managing and Communicating across cultures
Exercise 10-4 Managing and Communicating across
cultures Positioning the EULER HERMES culture as
you perceive it today
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Bears Ducks Snakes Eagles
Position 0 9 10 19 20 29 30 39 40 - 49 50 59 60 69 70 79 80 89 90 - 99
Relations to authority The manager is perceived as a role in the group People expect coordination from the leader. The manager is perceived as a role in the group People expect coordination from the leader. The manager is perceived as a role in the group People expect coordination from the leader. The manager is perceived as a role in the group People expect coordination from the leader. The manager is perceived as a role in the group People expect coordination from the leader. The manager is perceived as a social status in the group People expect subordination from the leader. The manager is perceived as a social status in the group People expect subordination from the leader. The manager is perceived as a social status in the group People expect subordination from the leader. The manager is perceived as a social status in the group People expect subordination from the leader. The manager is perceived as a social status in the group People expect subordination from the leader.
Relations to authority
Individual interests People put group or community interests first. They look for harmony and loyalty. People put group or community interests first. They look for harmony and loyalty. People put group or community interests first. They look for harmony and loyalty. People put group or community interests first. They look for harmony and loyalty. People put group or community interests first. They look for harmony and loyalty. People put individual interests first. They seek achieving their own self. People put individual interests first. They seek achieving their own self. People put individual interests first. They seek achieving their own self. People put individual interests first. They seek achieving their own self. People put individual interests first. They seek achieving their own self.
Individual interests
Orientation of life People tend to take care of others. They seek quality of life first, including in workplace. People tend to take care of others. They seek quality of life first, including in workplace. People tend to take care of others. They seek quality of life first, including in workplace. People tend to take care of others. They seek quality of life first, including in workplace. People tend to take care of others. They seek quality of life first, including in workplace. People look for competition and recognition of their results. Success is most important. People look for competition and recognition of their results. Success is most important. People look for competition and recognition of their results. Success is most important. People look for competition and recognition of their results. Success is most important. People look for competition and recognition of their results. Success is most important.
Orientation of life
Anxiety reduction People are rather relaxed. Guide lines is sufficient. They are ready to take uncalculated risks. People are rather relaxed. Guide lines is sufficient. They are ready to take uncalculated risks. People are rather relaxed. Guide lines is sufficient. They are ready to take uncalculated risks. People are rather relaxed. Guide lines is sufficient. They are ready to take uncalculated risks. People are rather relaxed. Guide lines is sufficient. They are ready to take uncalculated risks. People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks. People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks. People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks. People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks. People are stressed. They look for rules to anticipate the unknown. They only take well calculated risks.
Anxiety reduction
Term orientation People seek absolute truth short term orientation comes first Stability is appreciated quick results are expected. Spending money for immediate return. People seek absolute truth short term orientation comes first Stability is appreciated quick results are expected. Spending money for immediate return. People seek absolute truth short term orientation comes first Stability is appreciated quick results are expected. Spending money for immediate return. People seek absolute truth short term orientation comes first Stability is appreciated quick results are expected. Spending money for immediate return. People seek absolute truth short term orientation comes first Stability is appreciated quick results are expected. Spending money for immediate return. Several truths may exist long term orientation is better Adapting to changes is normal perseverance is a virtue. Saving for tomorrow. Several truths may exist long term orientation is better Adapting to changes is normal perseverance is a virtue. Saving for tomorrow. Several truths may exist long term orientation is better Adapting to changes is normal perseverance is a virtue. Saving for tomorrow. Several truths may exist long term orientation is better Adapting to changes is normal perseverance is a virtue. Saving for tomorrow. Several truths may exist long term orientation is better Adapting to changes is normal perseverance is a virtue. Saving for tomorrow.
Term orientation
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10. Managing and Communicating across cultures
When dealing with another culture, managers have
basic questions !

• how to motivate these people ?
• how much people stick to the rules ?
• should people expect me to share decisions ?
• how do I get feedback from people ?
• is my way to control work appropriate ?
• how do I evaluate people ?

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10. Managing and Communicating across cultures
Expertise Order
Honor
Hierarchy (H H) Introduction 1.
introducing oneself 2. objectives,
agenda Working session 3. team leader role
4. debate and influence 5. new ideas
6. conflict and problem resolution Decision
and task allocation 7. decision process
8. delegation 9. coordination Committed
actions 10. commitment to actions 11.
progress review , execution 12. access to
feedback Communication 13. effective
communication Evaluation of work 14. feedback
from the boss 15. performance evaluation
Community Loyalty
Consensus Network
Contract Self-achievement
Using the 15 lever checklist to adapt your
attitude behavior to the various cultures.
There is a checklist per cluster to rely on.
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Working on your own experience
10. Managing and Communicating across cultures
Exercise 10-5 Managing and Communicating across
cultures Working on your own obstacles in
communicating across cultures
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Multicultural management
List of literature
Geert Hofstede - McGraw-Hill 1991 Cultures and
organizations, software of the mind Edward T.
Hall - Anchor Books 1987 Understanding cultural
differences - Germans, French and American Kiss,
bow or shake hands - Terri Morrison How to do
business in 60 countries - ISBN - 1 - 55850 - 444
- 3 Passport to the world - USA, Germany, United
Kingdom, and 21 other countries World Trade
Press - worldpress_at_aol.com When cultures collide
- Richard D. Lewis Nicolas Brealey Publishing
ISBN 1 - 85788-087-0 Au contraire - figuring out
the French Gilles Asselin Ruth Mastron
Intercultural Press 2001 Oswald Neuburger and
A. Kompa Basel 1987 Wir, die Firma, Der Kult um
die Unternehmenskultur Nancy J. Adler - Kent
Publishing Co. 1986 International dimensions of
organizational behavior Jean-Louis Barsoux
Peter Lawrence - Cassell 1992 Management in
France Philippe dIribarne - Ed. du Seuil
1989 La logique de lhonneur Geert Hofstede -
Les Editions dOrganisation 1991 Vivre dans un
monde multiculturel
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Multicultural management consequences
Remote management
Business transformation
Organizational cultures
Multicultural management
Leadership development
Team development
Project management
Negotiation Across cultures
Strength Development Inventory