Archive for the ‘culture at work’ Category

Working in a Multicultural Environment “National and Family Influences” part 5

Tuesday, June 8th, 2010

Hofstede’s findings in full can be found on the web and I recommend them as a great way to start thinking about the differences you may encounter in a multicultural or international workplace.

In a particular it can explain why many around us (that come from high uncertainty avoidance societies) show anxiety about an uncertain future particularly in times of change and how change induces stress (and often aggressiveness) and why for some formal rules and structures are protected to reduce risk. New ideas on ways of doing things for some can be seen as little more than, not to be tolerated ‘deviant’ behavior. Uncertainty avoidance individuals who feel relatively threatened will strive to believe in a common set of absolute truths (“the way we did it in the past”), with time focus being the now and the past and the traditional hierarchy seen as determining their wellbeing. These individuals will constantly seek direction from a trusted leader in the hierarchy and avoid personal responsibility because mistakes are seen as ‘sins’ that will exact punishment.

Although here again I have been discussing societies in general some families I believe produce these types of individuals in all societies so when looking to influence others around us we must be conscious of these traits. Again it is best to ask (tactfully) to understand another’s motivation rather than assuming.

If we add to a work situation a “masculine society”, assertive, materialistic, quantity of life individual who is trying to lead/manage and associate with a; sensitive, relationship oriented, group-welfare valuing, ‘quality of life’ driven flock of people, you can see why difficulties occur. A great example; many hotel GM’s are Austrian, who rank as no 2 in the world in masculine orientation. Imagine an Austrian GM trying to deal with a Thai workforce that rank at no 44, i.e. have a more “feminine” or relationship approach to life.

Part 6 final and back to main orglearn blog

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Working in a Multicultural Environment Predispositions continued part 3

Friday, June 4th, 2010

As I mentioned a study by Hofstede perhaps it wise to at least look at his work on cultures. Although I think it is best to make judgments on individuals as individuals it is at least worth considering the issues that give each of us a propensity to behave in a certain manner. Again I caution on making sweeping generalizations based on assumed attitudes resulting from observations regarding race, colour, religion, age, sex, generation, socio economic background or appearance. “Ask don’t tell” is still the best strategy.

Hofstede’s research indicated four main areas of national culture; small or large power distance, individualistic or collectivist philosophy, high or low uncertainty avoidance and finally quantity of life (materialistic), versus quality of life (relationships and concern for each other). As managers/leaders Hofstede helps us understand what we may be dealing with when we are working in a multi-racial or international group. Remember, these are ‘clues’ to potential differences in doctrines, not facts and they should only be used to help us figure out what questions it might be worth asking to explore why one individual reacts to certain stimuli differently to another.

A few examples of small and large power distance are; inequalities among people should be minimized (small), v’s Inequalities among people are both expected and desired (large), parents and children are equal (small) v’s parents expect obedience and children show respect (large). In the classroom teachers are our equals (although experts) who transfer impersonal ‘truths’ and expect students to show initiative (small) v’s teachers are gurus that take all the initiative and transfer ‘personal’ wisdom (large). In organisations in small distance societies, decentralized hierarchies (which bring inequality) are established for convenience only, whereas in large power distance societies hierarchical inequality with power centralized is a reflection of ‘real’ existence and it is expected to maintain this ‘natural’ inequality. Again in small distance societies, moderately paid, resourceful democratic bosses are expected to consult with reasonably paid subordinates, versus (large) where highly paid benevolent autocrats are expected to be good ‘mums’ and ‘dads’ and tell poorly paid subordinates what to do. Importantly in small power distance societies, power is based on formal position, expertise, the ability to give rewards and its use should be legitimate and subject to the criteria of good and evil. Conversely in large distance societies power is based on association with powerful individuals, family or friends, charisma, the ability to use force, where might prevails over right, that is, whoever holds the power is right and good.

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

If you are looking for an overseas posting take a look at the free blank resume form and make sure you include some cross cultural abilities in your competencies!

“THE ONLY VALID REASON TO SEEK POWER IS TO CREATE SOMETHING POSITIVE” (Ric influenced by Blanchard)

part 4

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Working in a Multicultural Environment: Continued part 2

Thursday, June 3rd, 2010

NATIONAL PSYCHE EXISTS… MAYBE

Admittedly it is dangerous to comment or make judgments regarding another’s culture however sometimes I believe it is necessary.

With that said did I once have the misfortune to listen to a young American professor while he advised a willing audience of ‘expats’ and ‘locals’ on the intricacies of dealing across cultures and how they should approach their life and work assignments in this case in Taiwan. He eagerly gave a broad brush explanation of how the Taiwanese behave and why, based on the studies of the renowned G. Hofstede. This professor (cultural consultant) was obviously selling his wares and insisting that cross-cultural training was essential for those being posted overseas. In my view cross-cultural training is often unless carefully selected and moderated represent nothing more than help you (and I) try to break the rules of good human relations. However there are some handy practices and behaviors that can at least bring a civilized approach to dealing with others of a different persuasion or those whom have a different perspective on what is a priority or on what constitutes

GOOD IDEA: NEVER TELL SOMEONE ABOUT THEIR CULTURE… ASK

So what is a reasonable starting point when thinking about or dealing with cross-cultural relations? Perhaps the following can be used as basic ground-rules for those interacting with different cultural groups? We must believe and act as if the following where true (as it is)…

No-one is an expert on any culture – not even their own
Another’s culture is not better or worse than our own – just different (well maybe see part 3)
Stereotyping or generalizing is inept, stupid and intellectually unsound
We must be flexible and able to accept a lack of clarity and a differing view
Always ask about another’s ways and never tell someone about their culture
And of course… DO NOT assume anything… ever!

If you are going to invest (or perhaps waste) your money on cross cultural training check very carefully that it will not create non-thinking individuals or worse, a bunch of inflexible experts that can clearly stereotype ‘lesser beings’ (or greater gods). Don’t let your staff become users of a bunch of unsound generalizations that will relieve them (and/or us) of the responsibility of asking what motivates those they (or we) associate with and manage.

part 3

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Working in a Multicultural Environment: An Introduction

Thursday, June 3rd, 2010

With the fluidity of borders and the rapid migration of workers from country to country there is today more than ever a pressing need in many organizations for us to work effectively with people from many cultural, ethnic and religious backgrounds. Even if we work with those from similar backgrounds professional and personal characteristics mean that cultures in organization can differ between disciplines, divisions and even departments. For example the culture that exists in the sales department will differ dramatically to that of the accounting or production departments. These cultural differences can and often do lead to misunderstandings and disputes.

To begin lets look at what a culture is and how it manifests itself in our behavior. According to a variety of dictionaries the key words are “type of civilization”, “manners & tastes”, “ideas and customs” and “beliefs, way of life and art”. Again to look at a simple example the ideas, values and customs of the accounting department will very really differ from those in the sales and marketing department.

Why you should take my observations and opinions on culture at least as reasonable.

Having lived in and/or worked in seven ‘foreign’ Asian countries, being in a cross cultural marriage, having a son in a cross cultural marriage and having friends from diverse national and religious backgrounds hopefully qualifies me to provide some accurate observations on culture. In addition at the basic level I have worked in debt collection, sales, advertising-creative, manufacturing, education and corporate training so my work with many corporate cultures has been pretty much part of my career.

At this point I would also like to state that many so called ‘cultural difficulties’ in international organisations where “expats” work with “locals” are often little more than a tactic by which ‘locals’ or ‘expats’ will try to justify a lousy attitude, unethical behaviour or worse, try to support an intellectually unsound work or business practice. The cry, “you don’t understand our culture” is often no more than a ploy to… dare I say it… avoid reality, ignore changes that may be being implemented or to and cop out of necessary activities or operational standards.

Part 2

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Be the Entrepreneur of Your Own Career

Saturday, March 27th, 2010

To develop an entrepreneurial spirit in yourself and others you must develop in yourself and encourage in others a desire to seek feedback on performance from external customers. This tends to come hard to those more attuned to seeking acceptance from organization members interested in systems and delivery issues (often, senior management). One way to expose yourself and your staff to progress is to engage in experiential learning (learning by doing) experiences. That means you and your staff need to get involved in new areas and “out of your comfort zone activities” such as cross-functional project teams.

To measure your performance from an entrepreneurial point of view  you need to conduct performance assessment based on personal (and team) customer satisfaction levels, rather than comparison to some pre determined performance management system. In addition non-managerial, professional career schemes will need to be available to ensure a motivating future with appropriate rewards that can be envisaged/embraced by all stakeholders.

In the “old days” as a traditional manager you were expected to control inputs and encouraged to reward those who learn and posses the best process skills. Functional responsibilities were to control the people, oversee organization roles and ensure the correct skills were applied to the task at hand.

As an entrepreneur will you need to manage outputs, reward achievement, develop market-focused competencies (knowledge and skills applied to the task at hand) and develop and lead an appropriate value system.

By the way…

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

While you’re here take a look at the free blank resume form!

Entrepreneurial Characteristics

Risk taker that can live with uncertainty

Adaptable to change and able to improvise

Can see how new innovations satisfy a market

Interested in effectiveness rather than efficiency

Either creative him/herself or able to utilize those who are

Has a desire to lead in his/her area of operation or market

A continuos learner willing to make and or tolerate mistakes

Flexible, willing to change direction as the circumstances dictate

Self possessed of a sense of urgency and stimulates that sense in others

Recognizes his/her shortcomings and empowers others who compensate

Finally you need to understand that as an entrepreneurial manager you need to develop a creative outlook on what is to be done in response to and as a result of interacting with a fast changing environment. You must be very conscious of the effect of your old paradigms (norms) on how you see things an overcome the need for stability and a reliance on systems. An ability and willingness to follow hunches is essential for an entrepreneurial manager.

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SUGGESTIONS FOR MANAGING CULTURE AT WORK

Thursday, March 4th, 2010

The difficulties with culture at work!

To continue from the last blog post… so what can (and should) we do to at least improve our workplace interactions and the state of sub-cultural understanding?

Cultural Management points:

• Train individuals to understand their own and others ‘Personal Work Style Preferences’ and ‘Personality Type’ through the use of such tools as DiSC Work-styles Analysis ® and Myers Briggs Type Indicator ®.

• Improve ‘Interpersonal Effectiveness’ buy training individuals on how to manage conflicts and negotiate successfully.

• Have people understand that their ‘Perceptions of Truth’ are less important than all the parties understanding of ‘Reality’. A bit like the story of the blind men trying to describe an elephant, one believed it was like a rope (the tail) one like a wall (its side) etc. The entire elephant is the only desirable understanding.

• Constantly develop and train all members in the organization on how to improve their Communication Skills, particularly the skill of listening.

• Implement a system (develop a company culture) that gives power and rewards those that contribute to the overall company result rather than one that attaches power and rewards to hierarchical positions.

Working on “Behavioural Norms”

A final few ideas on improving the state of sub-cultural understanding in the workplace?

• Positive ‘Behavioural Norms’ such as courtesy, professionalism and ethical behaviour need to be instilled in all by the organizations leaders. A great beginning is to have all be aware of the importance of preventing escalation of conflict rather than stimulating it in the belief that a little is ‘healthy’.

• Implement ‘Departmental Purpose Analysis’ (as used in TQM) and/or some form of workflow studies to remove ‘Structural Constraints’ that hamper interdepartmental effectiveness. Everyone needs to see himself or herself as a customer or a supplier to every other department.

• Advocate open-mindedness and remind all that another’s sub-cultural perspective should not be seen as ‘good’ or ‘bad’ just… ‘different’. Combined with this the organization must ‘Educate for Understanding’ by defining and publicising each different department’s or ‘professional discipline’s’ cultural values

• Develop a focus on ‘potential achievements’ based on cooperation and constantly monitor for personal interests that are diametrically opposed to the company goals, as they will hamper progress toward the company vision and mission.

Before I finish…

If you need to move to a more an organization with a more enlightened culture perhaps you need to take a look at the free blank resume form!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Finally… Kill the management… A company where managers focus on…

* ‘in-company management’ that ignores outside advice and attitudes
* is building bureaucratic hierarchical structures with precise formalised decision-making power
* and is an organization of processes and strict activity control

…is doomed to constant bickering over the rightfulness of their cultural perspective and is a likely candidate to destroy its success through its narrow perspective and even its ‘bad’ cultural practices.

PS. TO LEAD WE NEED TO: INSPIRE, COMMUNICATE, STRATEGISE, SHARE THE VISION, FOCUS ON THE CUSTOMER MANAGE OUR CULTURE AND THINK OUTCOMES!

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LEADING AND MANAGING CULTURAL ISSUES AT WORK

Wednesday, March 3rd, 2010

As leaders we need to facilitate formal individual and structured interdepartmental interactions to provide different sub-cultures, which all organizations have, with a forum to learn of each other’s frustrations, priorities and core values. Interdepartmental teams formed to work together to develop interface understanding and solutions to cultural difficulties and opposing work priorities can be a great help. Also as the leader we must passionately discourage any behaviour that allows departments to blame each other for difficulties and insist that ‘collaborating on solutions’ is the only cultural norm that will be tolerated.

‘Cultural differences’ are not just a ‘locals’ and ‘expats’ or say an ‘Asian’ versus ‘Western’ problem; they are also a potentially destructive force between workgroups that have opposing ‘work-culture’ priorities and perspectives within the same organization.

As a priority all staff need to develop some overall ‘Business Competence’ and be encouraged to see their role as it relates to the ‘entire organization’ rather than see themselves as ‘a member of a department’ or as an individual that just swaps a narrowly focussed service based or a specific expertise for money. Individuals must develop ‘a customer orientation’, ‘industry knowledge’, ‘an entrepreneurial attitude’, ‘an operational development focus’, ‘sound company knowledge’ and particularly understand the ‘overall company financial result’ and the part they play in it.

Modern business complexity and customer demands mean modern organizations are more solutions driven than product driven. This complexity means more efforts are need to be undertaken by project teams made up of individuals from different functional backgrounds. Employees must buy into the idea that they must be able to switch rapidly from one task to another, to work with people with very different vocational training and mind-sets. Working in situations in which ‘the team’ is the responsible party, the manager only a coordinator, where all parties no longer have clear job descriptions and where all are required to work on several projects at the same time is today’s cultural norm.

Now you may not initially think this is a great problem however, imagine a meeting between R&D, who are interested in ‘long term visions, superior features, safety, the best product for the customer’ and the finance division who are interested in ‘cost minimization, immediate cash flow, long term profitability and the shareholders’. Add a representative of the sales department, ‘market share, need it now, the price has to be more competitive’ and perhaps a HR director, ‘they’re not trained, it’s too much of a stain on the staff and they’ll all leave’ and cultural issues will explode.

As leader/managers with an ever increasing mix of people from different backgrounds combined with ever increasing rates of change and the need for greater levels of specialisation, we all need to spend more time managing the cultural differences in our organisations. “It’s their fault,” is often heard in organizations where there is no individual or interdepartmental understanding. This divisiveness left unresolved will cause poor work relationships, lousy business interactions and will always translate into poor customer service.

YES YES THAT’S MY PLACE… WHAT DO I DO?

Read the next blog post coming soon!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Suffering in your career from a lousy culture or cultural management practices at work? Time to move on? Update your personal brand using the free blank resume form! Buy the way there are lots of career articles at orglearn management and career success!

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