文化的內(nèi)涵與維度國際企業(yè)與跨文化管理

1、The Meanings and Dimensions of Culture 文化的內(nèi)涵與維度文化的內(nèi)涵與維度chapter fourMcGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.4-2.Chapter Objectives學(xué)習(xí)目標(biāo)學(xué)習(xí)目標(biāo)DEFINE the term culture, and discuss some of the comparative ways of differentiating cultures.定義文化的概念，討論區(qū)分文化的一些比較方法

2、。DESCRIBE the concept of cultural values, and relate some of the international differences, similarities, and changes occurring in terms of both work and managerial values.描述文化價(jià)值觀的概念，并按照工作價(jià)值觀和經(jīng)理人價(jià)值觀來討論文華異同和變遷。IDENTIFY the major dimensions of culture relevant to work settings, and discuss their effec

3、ts on behavior in an international environment.識(shí)別與工作環(huán)境相關(guān)的主要文化維度，討論在國際環(huán)境中文化對(duì)行為的影響。DISCUSS the value of country cluster analysis and relational orientations in developing effective international management practices.討論國家群體分析方法的價(jià)值及 在開發(fā)有效果及管理實(shí)踐中的相關(guān)導(dǎo)向。4-3.The Nature of Culture文化的本質(zhì)文化的本質(zhì) Culture defined:

4、Acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavi or. 文化的定義：文化是已經(jīng)獲取的知識(shí)，利用這種知識(shí)，人類可以解釋各種經(jīng)驗(yàn)和產(chǎn)生社會(huì)行為。這些知識(shí)構(gòu)成了人們的價(jià)值觀，決定了人們的態(tài)度，影響了人們的各種行為。4-4.Characteristics of Culture文化的特征文化的特征 Learned 文化是學(xué)習(xí)形成的 Sha

5、red 文化是可以分享的 Trans-generational 文化是代代相傳的 Symbolic 文化具有象征性 Patterned 文化是模式化的 Adaptive 文化是適應(yīng)性的4-5.Priorities of Cultural Values4-6.How Culture Affects Managerial Approaches文化對(duì)國際管理的影響文化對(duì)國際管理的影響 Centralized vs. Decentralized Decision Making: 集中決策與分散決策 In some societies, top managers make all important o

6、rganizational decisions. 在一些社會(huì)中所有重要的決策都由高層領(lǐng)導(dǎo)人決定；， In others, these decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions.在其他社會(huì)中，這些決策被分散在整個(gè)企業(yè)，中層和基層管理者能夠積極參與到?jīng)Q策活動(dòng)中，并能夠做出一些重要的決定。4-7.How Culture AffectsManagerial Approache

7、s Safety vs. Risk: 安全與風(fēng)險(xiǎn) In some societies, organizational decision makers are risk averse and have great difficulty with conditions of uncertainty. 在一些社會(huì)中，組織決策這就厭惡風(fēng)險(xiǎn)，難以應(yīng)付不確定的環(huán)境； In others, risk taking is encouraged, and decision making under uncertainty is common. 在其他一些社會(huì)中，就鼓勵(lì)冒險(xiǎn)，在不確定的環(huán)境下決策也十分常見。4-8

8、.How Culture AffectsManagerial Approaches Individual vs. Group Rewards: 個(gè)人回報(bào)與團(tuán)隊(duì)回報(bào) In some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commissions. 在一些國家，獎(jiǎng)金、傭金等形式的回報(bào)主要給予那些做出杰出貢獻(xiàn)的個(gè)人； In others, cultural norms require group rewards, and individua

9、l rewards are frowned upon. 而在其他國家，文化的規(guī)范則要求團(tuán)隊(duì)的回報(bào)，不贊成個(gè)人的回報(bào)。4-9.How Culture AffectsManagerial Approaches Informal Procedures vs. Formal Procedures: 正式程序與非正式程序 In some societies, much is accomplished through informal means. 在一些社會(huì)中，許多工作都是通過非正式的方式完成的； In others, formal procedures are set forth and follow

10、ed rigidly. 而在另一些社會(huì)中，提出并嚴(yán)格遵守正式的工作程序。4-10.How Culture AffectsManagerial Approaches文化是怎樣影響國際管理的文化是怎樣影響國際管理的 High Organizational Loyalty vs. Low Organizational Loyalty 較高的組織忠誠度與較低的組織忠誠度 In some societies, people identify very strongly with their organization or employer. 在一些社會(huì)中，雇員可以根據(jù)其所屬的組織或雇主加以區(qū)分 In o

11、thers, people identify with their occupational group, such as engineer or mechanic. 在另一些社會(huì)中，雇員主要依據(jù)其職業(yè)類別來區(qū)分，如工程師或機(jī)械式4-11.How Culture AffectsManagerial Approaches文化是怎樣影響國際管理的文化是怎樣影響國際管理的 Cooperation vs. Competition 合作與競(jìng)爭(zhēng) Some societies encourage cooperation between their people. 一些社會(huì)鼓勵(lì)人與人之間的合作 Others

12、encourage competition between their people. 另一些社會(huì)則更鼓勵(lì)競(jìng)爭(zhēng) 4-12.How Culture AffectsManagerial Approaches文化是怎樣影響國際管理的文化是怎樣影響國際管理的 Short-term vs. Long-term Horizons 短期視野與長期視野 Some culture focus most heavily on short-term horizons, such as short-range goals of profit and efficiency. 一些文化更強(qiáng)調(diào)短期視野，如利潤和效率的短期目

13、標(biāo) Others are more interested in long-range goals, such as market share and technologic developments. 另一些國家則更注重長期目標(biāo)，如市場(chǎng)份額和技術(shù)發(fā)展4-13.How Culture AffectsManagerial Approaches文化是怎樣影響國際管理的文化是怎樣影響國際管理的 Stability vs. Innovation 穩(wěn)定與創(chuàng)新 The culture of some countries encourages stability and resistance to chang

14、e. 一些國家更注重穩(wěn)定，反對(duì)變革 The culture of others puts high value on innovation and change. 在另一些國家更注重創(chuàng)新和變革4-14.A Model of Culture文化模型文化模型4-15.Business Customs in South Africa南非的商業(yè)習(xí)俗南非的商業(yè)習(xí)俗 Arrange meeting before discussing business over phone. 在討論業(yè)務(wù)前通過電話安排一次會(huì)議 Make appointments as far in advance as possible.

15、會(huì)面應(yīng)該預(yù)訂的越早越好 Maintain eye contact, shake hands, provide business card 保持眼神交流，握手并向每一位遞送名片 Maintain a win-win situation 維持一種雙贏的戰(zhàn)略 Keep presentations short 保持介紹簡短4-16.Values in Culture文化中的價(jià)值觀文化中的價(jià)值觀 Values價(jià)值觀 Learned from culture in which individual is reared 來自于人們所扎根的文化 Differences in cultural values m

16、ay result in varying management practices 不同的價(jià)值觀導(dǎo)致了不同的管理實(shí)踐 Basic convictions that people have about 人們所持的基本信念 Right and wrong 正確與錯(cuò)誤 Good and bad 好與壞 Important and unimportant 重要與不重要4-17.Values in Culture4-18.Values in Culture4-19.Values in Culture4-20.Value Similarities and Differences Across Cultur

17、es不同文化之間的價(jià)值觀異同不同文化之間的價(jià)值觀異同1.Strong relationship between level of managerial success and personal values 管理者獲得成功的層次與其個(gè)人價(jià)值之間存在明顯的相關(guān)關(guān)系.2.Value patterns predict managerial success and can be used in selection/placement decisions 價(jià)值觀體系預(yù)示著管理者的成功態(tài)度，可以作為挑選和配置管理者的決策依據(jù)。 3.Country differences in relationship b

18、etween values and success; however, findings across U.S., Japan, Australia, India are similar 盡管在管理者價(jià)值觀和成功的關(guān)系上，不同文化的國家之間存在差異，但是，美國、日本、澳大利亞、印度四個(gè)國家的研究結(jié)果十分相似4.Values of more successful managers favor pragmatic, dynamic, achievement-oriented and active role in interaction with others 成功的管理者趨于實(shí)務(wù)、活力、成就導(dǎo)向和

19、在與人交往的過程中扮演主動(dòng)積極的角色。5.Values of less successful managers tend toward static and passive values; relatively passive roles in interacting with others 成功程度低的管理者趨向于平穩(wěn)和被動(dòng)的價(jià)值觀，在環(huán)境中扮演相對(duì)被動(dòng)的角色。4-21.Hofstedes Cultural DimensionsPower distance 權(quán)力距離Uncertainty avoidance 不確定性規(guī)避Individualism/collectivism 個(gè)人主義Mascu

20、linity/femininity 剛毅性4-22.Hofstedes Cultural Dimensions霍夫斯泰德的文化維度霍夫斯泰德的文化維度 Power distance: Less powerful members accept that power is distributed unequally 權(quán)力距離：（組織或機(jī)構(gòu)中）權(quán)力較少的成員接受權(quán)力不平等分配的程度。 High power distance countries: people blindly obey superiors; centralized, tall structures (e.g., Mexico, Sou

21、th Korea, India) 高權(quán)力距離的國家：員工盲目遵從上司指令；集權(quán)式，擁有金字塔式的結(jié)構(gòu)。 Low power distance countries: flatter, decentralized structures, smaller ratio of supervisor to employee (e.g., Austria, Finland, Ireland) 低權(quán)力距離的國家：通常是分權(quán)式的，擁有更扁平化的結(jié)構(gòu)，只擁有少部分的監(jiān)督人員（例如：澳大利亞，芬蘭，愛爾蘭）4-23.Hofstedes Cultural Dimensions霍夫斯泰德的文化維度霍夫斯泰德的文化維度

22、Uncertainty avoidance: people feel threatened by ambiguous situations; create beliefs/institutions to avoid such situations不確定性規(guī)避：人們受到模糊不清的情境威脅的程度以及為規(guī)避這些威脅而形成的信念和機(jī)制。 High uncertainty avoidance countries: high need for security, strong belief in experts and their knowledge; structure organizational a

23、ctivities, more written rules, less managerial risk taking (e.g., Germany, Japan, Spain) 不確定性規(guī)避程度較高的國家：有較高程度的安全需求，相信專家和知識(shí)，擁有大量的組織活動(dòng)的結(jié)構(gòu)，較多的成文規(guī)則，較少的敢于冒險(xiǎn)的管理者。 Low uncertainty avoidance countries: people more willing to accept risks of the unknown, less structured organizational activities, fewer writte

24、n rules, more managerial risk taking, higher employee turnover, more ambitious employees (e.g., Denmark and Great Britain) 不確定性規(guī)避程度較低的國家：員工更愿意接受不確定的風(fēng)險(xiǎn)，組織活動(dòng)的結(jié)構(gòu)較少，成文規(guī)則較少，敢于冒風(fēng)險(xiǎn)的管理者較多，員工流動(dòng)率較高，富有野心的員工較多。4-24.Hofstedes Cultural Dimensions霍夫斯泰德的文化維度霍夫斯泰德的文化維度 Individualism: People look after selves and imm

25、ediate family only個(gè)人主義：人們只考慮自己和家庭的趨向。 High individualism countries: wealthier, protestant work ethic, greater individual initiative, promotions based on market value (e.g., U.S., Canada, Sweden) 高個(gè)人主義的國家：比較富裕的國家，贊同新教的倫理道德，強(qiáng)調(diào)個(gè)人創(chuàng)新，按市場(chǎng)價(jià)值進(jìn)行提升（例如：美國，加拿大，瑞典）。 High collectivism countries: poorer, less supp

26、ort of Protestant work ethic, less individual initiative, promotions based on seniority (e.g., Indonesia, Pakistan) 高集體主義國家：比較貧窮的國家，不太贊同新教倫理道德，個(gè)人創(chuàng)新也比較差，且依據(jù)年資來進(jìn)行提升（例如：印度尼西亞，巴基斯坦）4-25.Hofstedes Cultural Dimensions霍夫斯泰德的文化維度霍夫斯泰德的文化維度 Masculinity: dominant social values are success, money, and things剛毅

27、性：社會(huì)主導(dǎo)價(jià)值觀是成功、金錢等類似東西時(shí)的情景。 High masculine countries: stress earnings, recognition, advancement, challenge, wealth; high job stress (e.g., Germanic countries) 剛毅性指數(shù)高的國家：注重收入、認(rèn)可、提升、挑戰(zhàn)、財(cái)富，高工作壓力（如德語國家） High feminine countries: emphasize caring for others and quality of life; cooperation, friendly atmosph

28、ere., employment security, group decision making; low job stress (e.g., Norway) 高柔弱性國家：強(qiáng)調(diào)關(guān)心別人和注重生活品質(zhì)：合作，友好的氛圍，雇用安全，集體決策，低工作壓力（如 挪威）4-26.Trompenaars Cultural Dimensions湯皮諾的文化維度湯皮諾的文化維度 Universalism vs. Particularism 普遍性和特殊性 Universalism: ideas/practices can be applied everywhere 普遍性：理論和實(shí)踐在任何地方都適用。 Hi

29、gh universalism countries: formal rules, close adhere to business contracts (e.g., Canada, U.S., Netherlands, Hong Kong) 高普遍性國家：正式的規(guī)則，嚴(yán)格遵守商業(yè)合同（例如：加拿大，美國，荷蘭，香港） Particularism: circumstances dictate how ideas/practices apply; high particularism countries often modify contracts (e.g., China, South Kore

30、a) 特殊性：受環(huán)境制約，應(yīng)用理論與實(shí)踐；高特殊性國家經(jīng)常修改合同（例如：中國，韓國） 4-27.Trompenaars Cultural Dimensions湯皮諾的文化維度湯皮諾的文化維度 Individualism vs. Communitarianism 個(gè)人主義和團(tuán)體主義 Individualism: people as individuals 個(gè)人主義：人們把他們自己看做個(gè)體 Countries with high individualism: stress personal and individual matters; assume great personal respons

31、ibility (e.g., Canada, Thailand, U.S., Japan) 高度個(gè)人主義國家：強(qiáng)調(diào)個(gè)人因素;承擔(dān)較多的個(gè)人責(zé)任（例如：加拿大，泰國，美國，日本） Communitarianism: people regard selves as part of group 團(tuán)體主義：人們把他們自己看做是群體中的一員。 Value group-related issues; committee decisions; joint responsibility (e.g., Malaysia, Korea) 團(tuán)體利益相關(guān)的問題：委員會(huì)做決策；共同承擔(dān)責(zé)任4-28.Trompenaar

32、s Cultural Dimensions湯皮諾的文化維度湯皮諾的文化維度Neutral vs. Emotional中立文化和情感文化中立文化和情感文化Neutral: culture in which emotions not shown在中立文化中，情感被抑制。 High neutral countries, people act stoically and maintain composure (e.g., Japan and U.K.) 在高度的中立文化國家中，人們行為堅(jiān)忍，始終保持冷靜形象。Emotional: Emotions are expressed openly and na

33、turally情感文化中，情感是開放的，是自然流露的。 High emotion cultures: people smile a lot, talk loudly, greet each other with enthusiasm (e.g., Mexico, Netherlands, Switzerland) 高情感文化中：人們充滿了笑聲，大聲說話 ，近乎狂熱的互致祝福。4-29.Trompenaars Cultural DimensionsSpecific vs. Diffuse明確文化和擴(kuò)散文化明確文化和擴(kuò)散文化 Specific: large public space shared

34、with others and small private space guarded closely 在明確文化中：大多數(shù)人分享公共空間，而與親屬和朋友分享私人空間。 High specific cultures: people open, extroverted; strong separation work and personal life (e.g., Austria, U.K., U.S.) 在明確文化中：人是開放的、 外向的；公眾空間和私人空間嚴(yán)格區(qū)分 Diffuse: public and private spaces similar size, public space gu

35、arded because shared with private space; people indirect and introverted, work/private life closely linked (e.g., Venezuela, China, Spain) 在擴(kuò)散文化里,一般來說人們難以很快被他人邀請(qǐng)到他自己的開放的公共空間，因?yàn)橐坏┻M(jìn)入公眾空間，私人空間也容易進(jìn)入。這種文化中的人們顯得間接、內(nèi)向，公眾空間和私人空間往往緊密結(jié)合在一起。4-30.Trompenaars Cultural Dimensions Achievement vs. Ascription 成就與歸咎成

36、就與歸咎 Achievement culture: status based on how well perform functions (Austria, Switzerland, U.S.) 成就文化：人們因他履行職責(zé)的水平而獲得相應(yīng)的地位。（奧地利，瑞士，美國） Ascription culture: status based on who or what person is (e.g., Venezuela, China, Indonesia) 歸咎文化：人們的地位決定于他是誰或任什么職務(wù)（委內(nèi)瑞拉，中國，印尼）4-31.Trompenaars Cultural DimensionsT

37、ime 時(shí)間時(shí)間Sequential: only one activity at a time; appointments kept strictly, follow plans as laid out (U.S.) 連續(xù)的：人們傾向于一個(gè)時(shí)間內(nèi)只做一件事，嚴(yán)格遵守會(huì)面時(shí)間和地點(diǎn)，不偏離計(jì)劃。 Synchronous: multi-task, appointments are approximate, schedules subordinate to relationships (e.g., France, Mexico) 同步的：處于同步性途徑文化中的人們經(jīng)常中斷正在做的事情去會(huì)見或是歡迎別

38、人來到他們的辦公室 Present vs. Future: 現(xiàn)在導(dǎo)向和將來導(dǎo)向 Future more important (Italy, U.S., Germany) 將來比過去更重要（意大利，美國，德國）Present more important (Venezuela, Indonesia 現(xiàn)在是最重要的（委內(nèi)瑞拉，印尼）All 3 time periods equally important (France, Belgium 這三個(gè)不同的時(shí)段大致同等重要（法國，比利時(shí)）4-32.Trompenaars Cultural Dimensions The Environment 環(huán)境環(huán)境 I

39、nner-directed: people believe in control of outcomes (U.S., Switzerland, Greece, Japan) 內(nèi)部控制：人們傾向于控制結(jié)果（美國，瑞士，希臘，日本） Outer-directed: people believe in letting things take own course (China, many other Asian countries) 外部控制：人們傾向于任其自由發(fā)展（中國，其他一些亞洲國家）4-33.Integrating Culture and Management: The GLOBE Project整合文化和管理：全球項(xiàng)目整合文化和管理：全球項(xiàng)目 GLOBE: Global Leadership and Organizational Behavior Effectiveness. 全球：全球領(lǐng)導(dǎo)力和企業(yè)行為效力研究 Project extends and integrates previous analyses of cultural attributes and variables. 項(xiàng)目將前人對(duì)文化因素和變量的研究進(jìn)行了擴(kuò)展和整合 Evaluates nine different cultural attributes using middle manager