MANAGING ACROSS CULTURE

DUYGU NİCE TOKATLI

İBRAHİM KAAN UYANIK

SİNEM ARELİ

ALEKSANDRA KAPAŁA

CONTENT

1.What does culture means?

2. Body Language

3. How does the culture affects the way of managing

the company?

4. Articles, Examples

5. Conclusion

CULTURE

“CULTURE IS A WAY OF LİFE OF A SOCIETY.”

C.WEISLER

Deffinition;

Acquired knowledge that people use to interpret

experience and generate social behavior.

Norms Attitudes Values Influences Behaviors

CHARACTERISTıCS OF CULTURE

Learned

Shared

Transgenerational

Symbolic

Patterned

Adaptive

BODY LANGUAGE IN DIFFERENT CULTURES

Handshakes

Eye Contact

Greetings

Personal Spaces

Touching

Small Talks

Gestures

Personal Dress and Hygiene Lets see it in

video

http://www.you

tube.com/watc

h?v=MJcg_HE

fzgo

HOW THE CULTURE AFFECTS THE PATTERN OF

MANAGING THE COMPANY?

boss or team players

time and priorities approach

centralized or decentralized decision

making

stability or innovation, safety or risk in

decision making

formal or informal procedures

CENTRALIZED VS DECENTRALIZED DECISION

MAKING

In some societies top managers make all important

decisions. In others lower – level managers actively

participate in making decisions

STABILITY VS INNOVATION, SAFETY VS RISK IN

DECISION MAKING

Some countries value stability and resistance to

change, others put high importance on innovation

brought by changes. What is more some societies

are risk averse, in other managers have little

problem with making decisions in condition of

uncertainty.

FORMAL VS INFORMAL PROCEDURES

In some countries procedures are followed rigidly,

in others many things are accomplished on informal

basics.

CROSS-CULTURAL MOTIVATION

Individual vs. Group Rewards

High Organizational Loyalty vs. Low Organizational

Loyalty

Cooperation vs. Competition

INDIVIDUAL VS. GROUP REWARDS:

In some countries, personnel who do outstanding

work are given individual rewards in the form of

bonuses and commissions.

In others, cultural norms require group

rewards, and individual rewards are

frowned upon

HIGH ORGANIZATIONAL LOYALTY VS. LOW

ORGANIZATIONAL LOYALTY

In some societies, people identify very strongly with

their organization or employer.

In others, people identify with

their occupational group,

such as engineer or mechanic.

COOPERATION VS. COMPETITION

Some societies encourage cooperation between

their people.

Others encourage competition between their

people.

MANAGING INTERCULTURAL NEGOTIATIONS

Negotiation: Process of bargaining with one more

parties to arrive at solution acceptable to all.

Two types of negotiation:

Distributive

Integrative

NEGOTIATION TYPES AND CHARACTERISTICS

Characteristics Distributive

Negotiations

Integrative

Negotiations

Objective Claim maximum value Create and claim value

Motivation Individual self-benefit Group-cooperative

benefit

Interests Divergent Overlapping

Relationship Short term Long term

Outcome Win-lose Win-win

NEGOTIATION STYLES FROM A CROSS-CULTURAL

PERSPECTIVEElement U.S Japanese Arabians Mexicans

Group composition Marketing oriented Function oriented Comitee of specialists Friendship oriented

Number involved 2-3 4-7 4-6 2-3

Space of orientation Confrontational;

competative

Display harmonious

relationship

Status Close, friendly

Establishing rapport Short period: direct to

task

Longer period; until

harmony

Long period; until trusted Longer period; discuss

family

Exchange of

information

Documented: step by

step; multimedia

Extensive; concentrate

on receiving side

Less emphasis on

technology, more on

relationship

Less emphasis on

technology, more on

relationship

Persuasion tools Time pressure; loss of

saving/making money

Maintain relationship

references

Go-between; hospitality Emphasis on family

and on social

concerns

Use of language Open, direct, sense of

urgency

Indirect, appreciative,

cooperative

Flattery, emotional,

religious

Respectful, gracious

Decision-making

peocess

Top management

team

Collective Team makes

recomendation

Senior manager and

secretary

Decision maker Top management

team

Middle line with team

sonsensus

Senior manager Senior manager

Risk taking Calculated personal

responsibility

Low group

responsibility

Religion based Personally responsible

STEPS OF THE NEGOTIATION PROCESS

1. Planning

2. Interpersonal relationship building

3. Exchange of task related

information

4. Persuasion

5. Agreement

REFERENCES

http://www.samdiener.com/2009/10/body-language-

in-different-cultures/

http://www.everyculture.com/index.html

http://www.kwintessential.co.uk/

ANY QUESTION?