Culture Experiences - Mini Culture Shock Analysis - Coursework Example

Management across Cultures Introduction Most people from Asiatic countries may view Americans as rude. This perception is because of the individualistic nature of American citizens that is contrary to the culture governing most Asiatic countries. During our encounter with an American researcher from Syracuse University in New York, we encountered a cultural difference that resulted in culture shock. The communication style of individuals in America is largely attributed to their individualistic nature. During our brief encounter, the researcher approached us, greeted us and introduced himself. Immediately, the researcher enquired the location to the nearest food establishment. We were offended by his total disregard to our welfare. The researcher did not enquire about our wellbeing. Moreover, he failed to establish a conversation with us. We experienced feelings of anger, hatred and at first we were reluctant to help the stranger. The researcher was a Native American who arrived in the country for research purposes. The communication conflict we experienced is as a result of culture shock. Globalisation has brought about a plethora of changes in the business environment. The world is now a global village consisting of constant interactions between people of diverse cultures. Employees come and go with increased regularity and companies may plan to expand its operations abroad. As a result of these changes attributed to development, managers face a series of challenges. Today’s managers have to interact with local institutions, competitors and culture. Culture shock is a relatively new concept and a major challenge to the business environment because of its potential to inhibit job performance, create conflicts and disrupt business development. Definition of Culture In order to understand the issue of cultural shock, we need to understand the nature of culture. There are a number of complex and simple definitions of the term culture. According to Hofstede (1980) “Culture is the collective programming of the mind that distinguishes one individual or members of a group from another.” Herskovits in 1955 identified culture as a person-made part of the environment. Whereas, Parson and Shills in1951 defined culture as consisting of an establishment of rules, standards or values that are committed to the adherence of these standards (Luthans & Doh 2012). According to Joynt and Warner, culture is the collective programming of the mind and soul that is shared amongst a certain group of people and unifies them (1996). Culture in simple terms refers to a set of beliefs, customs and common values, shared by members of a particular community or society. The world is a multicultural environment consisting of diverse cultures and subcultures. Different parts of the world consist of different cultures. Factors such as history, ecology, biology, environmental and political issues result in cultural differences across societies (Luthans & Doh 2012). The interrelatedness of these factors contributes the culture governing a group. Members of a particular group share a similar language, customs, traditions and values. Culture consists of two parts. The material form of culture consists of physical objects or artefacts such as clothes, houses or cars. The immaterial part of culture consists of behaviours, beliefs and values (Mohanty 2005). Human beings tend to identify themselves with a particular culture. This culture is majorly the culture that governs their immediate surroundings the moment they are born. Culture is a pervasive concept that is highly important to every individual. People’s thoughts, behaviours and cultures are largely governed by culture. Cultural Identity and Culture Differences The term cultural identity denotes a sense of belonging, marked by a number of factors such as race, ethnicity, gender and class (Mohanty 2005). Cultural identity is based on a self-conception system of understanding one’s self. The notion of difference is an integral component of cultural identity. Whereas many people identify themselves with a particular National group, some may identify themselves as part of a particular group. For example, a person may identify himself as an American and in some instances he/she may identify themselves as a Latin American. Cultural identity varies across societies. The diversity in cultures can lead to cultural conflict when people from diverse cultures interact. People obtain cultural identity consciously or unconsciously. Conscious development of cultural identity majorly depends on societal interactions. This includes interactions between family members and other persons in the society. A person may also consciously search for cultural identity by asking themselves a series of questions. Questions individuals ask themselves include identification of their self-concept or how they define other people. Individuals can also achieve cultural identity. Moreover, people can identify themselves in a particular group, such as a religious group, in the society. Cultures are relatively stable and change gradually over time. However, globalization has resulted in rapid changes in cultures. Culture determines what is acceptable or unacceptable in the society. As a result, culture is a major determinant of the socialization process. How an individual perceives themselves also affects their normative behaviour. Moreover, culture defines the rules governing a society. Therefore, a foreigner in an unfamiliar environment may experience a cultural barrier in terms of interaction with the members of this new society. When a person becomes exposed to an unfamiliar environment, they may experience culture shock. Cultural Analysis Two main theories can be used to identify cultural differences. The first cultural model is Hofstede’s 5-dimension. Hofstede identified five main dimensions that differentiate culture. The first dimension is PDI (Power Distance Index). This dimension focuses on the degree of equality or inequality between the individual’s in a country. For example, a lower a low PDI symbolises minor emphasis on the differences between citizen power and wealth. Therefore, there is equal opportunity in the society. The second dimension is Individualism (IDM). This dimension focuses on the degree a society reinforces individual or collective achievement and interpersonal relationship. For example, a high ranking indicates that individual rights are significant in the society. Masculinity is the third phenomenon. Masculinity-Femininity refers to the traditional concept in which men are regarded as main providers and sources of power in the society. The Uncertainty Avoidance Index analyses the level of tolerance for ambiguity or uncertainty in a given society. Lastly, the Long Term Orientation dimension focuses on the extent to which a society exhibits a pragmatic future rather than a short-term point of view (Hofstede 2007). Hofstede’s cultural analysis enables to identify the cultural differences between the Chinese society and the U.S. America scores highly in the Individualism dimension. This means that Americans are highly individualistic in nature. This is contrary to the collectivist nature that governs most Asian nations. According to Hofstede, individuals in an individualistic society are largely governed by personal achievement, individual rights and independence. Contrarily, in collectivist cultures, people identify themselves as a group and are more concerned with the welfare of others. Hofstede’s theory is widely used to explain cultural differences. However, there are limitations to this theory. Critics of this theory state that the five dimensions described by Hofstede are too few and therefore, these dimensions do not give sufficient information concerning cultural differences. Other researchers question the data utilized in the development of this theory. Moreover, other researchers perceive the timing of the assessment interferes with the accuracy of the collected information, due to the political instabilities at the time of the survey (Velo 2011). Some critics also reckon Hofstede’s theory as out of date and thereby unable to deal with the current structure of culture (Jones 2007). Regardless, Hofstede’s model is the most widely used in the identification of cultural differences (Velo 2011). Hofstede’s phenomena establish a framework for cultural analysis. For example, Individualism as a singularity describes the individual’s tendency to identify themselves as individuals. This phenomenon incorporates factors such as personal achievements, individual rights and independence. Cultural analysis can also be carried out using Trompenaar’s model. The seven-dimension model is another cultural model that seeks to explain cultural differences. This cultural model, by Trompenaar, categorizes the various cultural differences in the society. According to Trompenaar, cultural differences exist between nations. The author states “Cultural differences are as a result of matrix of presuppositions, categories, concepts and values that are the basis of peoples’ attempts to solve innumerable problems that constantly arise in individuals lives in business (Trompenaar & Hampden 2012).” Trompeenar classified societies into two categories. The first model is Universalism versus Particularism. In this category, Universalist societies highly observe societal rules. These societal rules come before relationships, and, therefore, govern their daily lives or workplace environment. Particularism refers to cultural categories where relationships govern normative behaviours and dictate attitudes and actions. The second group includes Individualism versus Communitarian. Individualistic societies value autonomy, truth and individual achievements. The communitarian societies, individuals identify themselves with a group. In these societies, loyalty to the family is an integral aspect to recognition and status. Other dimensions that Trompeenar identified are Specific versus Diffuse category, Achievement versus Ascription and Neutral versus Emotional groups. Culture Shock Culture shock is a relatively new concept and a major challenge to travellers and individuals in the business environment because of its potential to inhibit job performance create conflicts and disrupt business development. Many individuals experience culture shock when they find themselves in new environments. Earlier researchers’ viewed culture shock as a type of disease that resulted in temporary or permanent disability (Pendersen 1995). However, culture shock is a natural part of adapting into a new environment and can be effectively managed. It is a natural process that occurs when people are exposed to unfamiliar environment. Chinese people are collectivists in nature. We value the welfare of others in the society and individual modesty. In the Chinese society, individuals are mindful of others in the society and value relationships. However, this is largely different in the U.S. The U.S society is vastly individualistic in nature. Americans pay high regard attainment of financial security and personal achievements. Interaction with individuals in the U.S contributed to our cultural shock. Consequences of Culture Shock Culture shock can inhibit business performance. This feeling can lead to a series of negative effects such as confusion, anxiety, frustration, inappropriate behaviour, depression and feelings of isolation (Marx 2011). For example; A Canadian company sends a young representative to China in order negotiate a multi-million business deal. The young representative arrived in China and was received warmly by the host company. However, days went by, and the young representative was unable to secure a business meeting with the managers of the Chinese firm. The young representative felt frustrated and confused. Luckily, some Chinese employers informed him that the company was not paying attention to him due to his young age. The young representative was anxious due to the unfamiliarity of the society. His inability to understand the importance of age and experience in the Chinese culture made him anxious and put the business deal at risk (Marx 2011). Managers face three main challenges in an unfamiliar cultural environment. First, managers have to cope with the stress resulting from the transition. Secondly, managers have to develop a way of thinking that is culturally effective to the new environment. Lastly, managers need to develop better social skills and international identity as global managers (Marx 2011). There are three levels of cultural shock managers have to face. Managers have to overcome the emotional shock that involves coping with mood swings. The second level involves cognition. Cognition entails understanding new colleagues in the unfamiliar environment. The third level involves the development of social skills and identity. Developing social skills is an integral part in combating cultural shock. In a multicultural environment, cultural differences can affect the socialization process. Socialization is defined as an organizational learning. According to Mohan, it is a process through which action-outcome relationships are developed. In order to reduce anxiety in the multicultural business environment, managers need to develop their social skills. Cultural knowledge is important prior to intercultural interaction. Hostede (2001) categorized culture into two categories. The two theories are the collectivist and individualistic theory. Researchers have identified differences between the two cultures. According to Triandis, people from individualistic cultures have an independent view of self. Collectivists are interdependent individuals and therefore, they have an interdependent view of self. Individualists indicate mastery of the environment, unlike collectivists. The majority of individuals from Europe and America have individualistic cultures. People located in East, South East Asia and Africa are majorly collectivists (Marx 2011). Understanding the cultural context in which communication occurs is important in intercultural communication. Differences in the spoken word are easy to identify. However, a global manager should understand that there are ‘silent languages’ of culture that are very significant. There are different ways in which members use their language. In low context cultures, most communication is in verbal or written forms, for example, In the U.S. In high context cultures, what is said or written is only part of the real language. Nonverbal signs such as body language and physical setting are also significant (Schermerhorn 2011). Time is an integral factor that influences cultures. The way people approach time varies across cultures. A monochrinic culture involves people who focus on one thing at a time, for example, In the U.S. Mangers in the U.S schedule one meeting at a time. Members of a polychronic culture can multitask. People in this culture are flexible and can operate a series of operations at a time, for example, the Egyptian culture. An American businessman would, therefore, be frustrated due to the interruptions occurring in an Egyptian office (Schermerhorn 2011). The attribution theory seeks to explain cultural differences in intercultural communication. This theory focuses on the underlying causes of behaviour. The attribution theory defines how people perceive information or outcomes in a particular environment (Asante & Gudykunst 1998). Attribution occurs at an interpersonal level, which is fundamental attribution error. Gudykunst states that individuals have a tendency to overestimate cultures and underestimate the consequences of situational factors in the environment. According to Gudykunst, People have an inherent ability to make judgments. These individual judgments describe whether an act is good or bad depending on the expectations of others. A global manager who is solely dependent on attribution may face challenges in the cultural environment. Gudykunst identifies five biases resulting from attribution. The first bias affecting a manager in a different environment is the fundamental error, where we base assumptions as a result of our own cognitive. The second bias is egocentric, where the sojourner views their behaviour as normal. The third bias is ego protective, where the individual attributes their success to personal dispositions and views the failures as a result of situational factors. The third bias is based on perception, where the individual adheres to their perceptions regarding a particular group resulting in premature closure (Asante & Gudykunst 1998). Solutions to Cultural Shock Cultural intelligence is a detrimental factor that enhances the adjustment process. Development of cultural intelligence is relevant in dealing with cultural shock as it prepares the individual prior to the culture exposure. Cultural intelligence involves the identification of cultural differences in the society and the adoption of strategies in order to adapt to these changes. Global managers should have high cultural intelligence in order to minimize conflicts and enhance the development of healthy relationships. A global manager should develop knowledge regarding the cultural differences in the unfamiliar environment. For example, a manager travelling to an Arabian country should be knowledgeable regarding the non-verbal cues that are considered offensive. In Arabic- speaking countries, the use of the left hand during meals is offensive. A manager with this knowledge will be able to adjust quickly in such an unfamiliar environment (Asante & Gudykunst 1998). A global manager should adopt an effective strategy suitable to the multicultural environment. Assumptions regarding management can have detrimental effects on the success of a business. Managers should comprehend that management can vary across cultures. One case example is the establishment of Hyundai in the American society. The Korean industry focuses on manufacturing and pays little attention to marketing. This management style is contrary to the American style of management. American managers tend to focus on the marketing aspect. These differences result in misunderstandings in the business environment. A global manager should ensure the strategy they adopt transcends to most cultures and minuses intercultural conflicts. Culture shock is a normal occurrence. The frequency of culture shock is greatly enhanced due to the globalization process. In the above example, the cultural difference between American societies and Chinese societies is identified. Therefore, a manager who is culturally sensitive would adopt different management styles in accordance to the prevalent cultural differences.. In a majority of the Asian nations, the relationship between the employee and the employer goes beyond the contractual agreement. Workers in Asian countries are loyal to their employers. The workplace environment, particularly in mid-sized companies consists of long tea breaks and chatting sessions. Work in Asian countries is majorly an ethnic and not a legal duty. In collectivist cultures, people identify themselves as part of a group. People from a collectivist society are more concerned about the welfare of a group than the individual. Global managers who can identify this difference can effectively adapt by changing their management and communication styles to suit the different cultural environment. Culture can disrupt the communication and negotiation process. Moreover, culture poses a major challenge in the leadership of an organization. Individuals in a country share a similar language, customs and traditions. Culture in turn affects the perception of current events and influences attitudes and behaviours. In conclusion, cultural conflicts can vastly affect intercultural communication. The technological advancements have contributed to the compaction of the world as a global village, resulting in increased interactions between cultures. This global village consists of people with diverse cultures that govern their way of life including their actions. Therefore, it is detrimental for a manager to adopt a management strategy that is adaptive to the multicultural environment. Cultural intelligence helps sojourners and managers to prepare for the cultural differences that they face in the business environment. A high cultural intelligence greatly contributes to the effectiveness of the adjustment process. It takes time to adapt to a particular cultural environment. Therefore, individuals should develop knowledge, skills, attitudes and abilities that will enhance the adaptation stage and thus facilitate interaction in the society. References Asante, MK, Gudykunst. W, Bella & Newmark (1989) Handbook on international and intercultural communication, Calif: Sage publications. Clarke S (2011) Culture and identity, Sage Publications Chapter 24, pp. 510-527. Hofstede .J.M (2007) culturally questionable? Oxford Business & Economics Conference. Joynt, P & Warner, M (Eds.) (2002) Managing across cultures: issues and perspectives, Cengage Learning. Luthans, F & Doh, J (2012) International Management: Culture, Strategy, and Behaviour Chapter 4: Published by McGraw-Hill Education. Marx, E (2011) Breaking through culture shock: what you need to succeed in international business, Nicholas Brealey Publishing. Mohanty, GS (2005) Modern sociology: cultural sociology, Gyan Publishing House. Pekerti, AA & Kwantes, CT (2011). The effect of self-construals on perceptions of organisational events, International Journal of Cross Cultural Management, vol. 11, no. 3, pp. 303-323. Pendersen, P (1995) The five stages of culture shock: critical incidents around the World, ABC-CLIO, Journal Article: Contributions in Psychology, pp. 1-26. Rafael, E & Sternberg, Y (2002) Identity, Culture & Globalisation, Brill. Robertson, R (1992) Globalisation: social theory & global culture, Sage publication. Schermerhorn, JR (2011) Exploring management, John Wiley and Sons. Steers, RM, Nardon, L & Sanchez-Runde, CJ (2013) Management across cultures: developing global competencies, Cambridge University Press. Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture: Understanding diversity in business. rev. and updated. Read More