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Chương ĐỀ CƯƠNG BÀI GIẢNG VĂN HÓA DOANH NGHIỆP Phần I CÁC QUAN NIỆM ẨN TỪ VĂN HÓA DÂN TỘC Deeper assumptions Nội dung Những quan niệm ẩn từ văn hóa dân tộc theo Shein; Hofstede Trompenaars Những quan niệm ẩn bắt nguồn từ giá trò văn hóa Đông –Tây Những loại hình văn hóa doanh nghiệp chủ yếu Trompenaars Schein Relationship with nature Relationship with nature Relationship with people Human activity Universalism/particularism Human nature Individualism/collectivism Relationship with people Neutral/affectivity Time Diffuse/specific Truth and reality Achivement/acription Kluckholn and Strodtbeck Relationship with time Relationship with nature Human activity Human nature Adler Human nature Relationship with nature Relationship with people Time Individulist/collectivist Human activity ( being/doing) Hall Space( private/public) Time ( past/present/future) Space: personal/physical Hofstede Time: monochronic/polychronic Uncertainty avoidance Language: high context/ Power distance low context Individualism/collectivism Friendships Masculinity/fermininity Hình: Key dimmensions of culture Internal Internalintegration integration External Externaladaptation adaptation Relationship Relationship with with nature nature Basically Basically good/ good/ basically basically evil evil Control Control Uncertainty Uncertainty avoidance avoidance Nature Nature ofof human human relationships relationships Social/task Social/task orientation orientation Nature Nature ofof human human activity activity Particularism/universalism Particularism/universalism Doing/being Doing/being Hierarchical Hierarchical Achievement/ascription Achievement/ascription Human Human nature nature Individualism/collectivism Individualism/collectivism Nature Nature ofof reality reality and and truth truth Linking Linking asumptions asumptions Space Space Personal/physical Personal/physical Language Language High/low High/low context context Time Time Monochronic Monochronic and and polychronic polychronic Past/present/future Past/present/future Nguoàn: Nguoàn:Managing Managing across across culture culture Hình: Hình:underlying underlyingcultural culturalassumptions assumptions Susan Susan C.C Schneider Schneider and and Jean-Louis Jean-Louis Barsoux.p Barsoux.p 3535 • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Quan niệm ẩn từ văn hóa dân tộc Dimiension 1: How we relate to nature Dimension 2: uncertainty avoidance Dimension 3: assumption about human nature Dimension 4: assumption about human relationships 4.1 Power distance • nhiên • • 4.4 Specific and diffuse Tránh bất đònh Quan niệm chất người • Quan niệm mối quan hệ người người 4.2 Individualism-collectivism 4.3 Universalistic- particularistic Quan hệ người với tự • • • • Tính tôn ti Cá nhân- tập thể Trọng giá trò chung- trọng giá trò riêng Rạch ròi- nhập nhằng Quan niệm ẩn từ văn hóa dân tộc 4.5 Affective- neutral 4.6 Achievement- ascription 4.7 Masculinity- feminity Dimension 5: assumptions about the nature of reality and truth Dimension 6: assumption about time • • Lộ cảm kìm nén cảm xúc Quyền tự tạo –quyền ban tặng • • Dimension 7: assumption about space Dương tính - âm tính Quan niệm ẩn chất thật chân lý • • Quan niệm ẩn thời gian Quan niệm ẩn không gian • • ỨNG XỬ- QUAN HỆ CỦA • • DIMENSION 1: CON NGƯỜI VỚI MÔI TRƯỜNG TỰ NHIÊN (How we relate to nature) • Controlling nature or letting it take its course PHƯƠNG TÂY Có thể kiểm soát thiên nhiên…… Thái độ bắt thiên nhiên phục vụ ý chí Được gọi “inner-directed” “just it” “can-do PHƯƠNG ĐÔNG Con người phần thiên nhiên phải hòa hợp với Được gọi “outer-directed”: “người tính không trời tính” attitude” Được gọi “outer-directed”: “người tính không trời tính” Đặc trưng văn hóa trọng tónh ( static-centered) Đặc trưng văn hóa trọng động (Dynamic centered) Gốc du mục, văn hóa du mục Nghề chăn nuôi Du cư Gốc nông nghiệp, văn hóa nông nghiệp Nghề trồng trọt Đònh cư X-cultural Management The ‘Great Divide’ in Cultures • • • • Deal-focus vs relationship-focus cultures Informal vs formal cultures Rigid-time vs fluid-time cultures Expressive vs reserved cultures Source: R.R Gesteland (1996) Deal-focus vs Relationship-focus X-cultural Management Deal-focus Culture Deal-focus Culture Nordic and Germanic Europe Nordic and Germanic Europe Great Britain Great Britain North America North America Australia and New Zealand Australia and New Zealand South Africa South Africa • Making initial contact • Indirect approach • Face to face contact • The role of contract Moderately Deal-focus Moderately Deal-focus Latin Europe Latin Europe Easter Europe Easter Europe The Mediterranean region The Mediterranean region Hong Kong, Singapore Hong Kong, Singapore Source: R.R Gesteland (1996) Relationship-focus Relationship-focus The Arab world The Arab world Most of Africa Most of Africa Latin America Latin America Most of Asia Most of Asia Informal vs Formal X-cultural Management Very Informal Cultures • Status • Hierarchies • Power • Respect (status, Australia USA gender, youth…) More Formal Cultures More Formal Cultures Moderately Informal Moderately Informal Most of Europe Most of Europe Mediterranean region Mediterranean region Arab world Arab world Latin America Latin America Most of Asia Most of Asia Canada Canada New Zealand New Zealand Denmark, Norway Denmark, Norway Source: R.R Gesteland (1996) Rigid-time vs Fluid-time X-cultural Management Very Monochronic Very Monochronic Business Cultures Business Cultures • Punctuality • Agenda (fixed/flexible) • Schedules and deadlines Nordic and Germanic Europe Nordic and Germanic Europe North America North America Japan Japan Moderately Monochronic Moderately Monochronic Business Cultures Business Cultures Polychronic Polychronic Business Cultures Business Cultures Australia and New Zealand Australia and New Zealand Eastern Europe, Southern Europe Eastern Europe, Southern Europe Singapore, Hong Kong, Taiwan Singapore, Hong Kong, Taiwan China, South Korea China, South Korea The Arab world The Arab world Africa Africa Latin America Latin America South and Southeast Asia South and Southeast Asia Monochronic: Clock -and schedule worshipping cultures; polychronic: paying less emphasis on strict punctuality and deadlines (E.T Hall) Source: R.R Gesteland (1996) Expressive vs Reserved X-cultural Management Very Expressive Very Expressive Cultures Cultures The Mediterranean region The Mediterranean region Latin Europe Latin Europe Latin America Latin America • Low context • High context • Body language Moderately Expressive Moderately Expressive Reserved Cultures Reserved Cultures USA and Canada USA and Canada Australia and New Zealand Australia and New Zealand Eastern Europe Eastern Europe South Asia South Asia East and Southeast Asia East and Southeast Asia Nordic and Germanic Europe Nordic and Germanic Europe Source: R.R Gesteland (1996) Communication/Negotiation Pattern X-cultural Management The American Way Message All Spells it Confronts the cards all out Provokes A Concession FIGHT Conciliation Success Wants to close the deal as soon as possible on his terms (win-lose) on the table louder Sarcasm is Kidding communication Summary Communication/Negotiation Pattern X-cultural Management The Indian Way DominaSpells Few cards Message Provokes ting Conciliation is a only way of Wishes to business as soon as possible, but at his own way and pace on the table Partly Self- louder boasting communication Reassertion to prove his point Success Communication/Negotiation Pattern X-cultural Management The Chinese Way Eating Message Some of Spells Confronts and the cards it out Challenges Drinking Making friends Success Wishes to close the deal and establish long-term guanxi (win-win) on the table gently Considers is nice options communication Concession or long-term relationship The Asian Way of Negotiation X-cultural Management • • • • • • Treat people with courtesy Dress and behave in an acceptable way Punctuality Respect the local customs and practices Persuasion by honest heart Trustworthiness is the basis of negotiation not talk without full consideration not break your promises Source: MBA Research, AIT 1998, N=26 managers Difference between Japanese and American communication styles Japanese Ningensei style of communication Indirect verbal and nonverbal communication Relationship communication Discourages confrontational strategies Strategically ambigous communication Delayed feedback Patient longer term negotiators Ningensei: human beingness Us Adversarial style of communication More direct verbal and nonverbal communication More task communication Confrontational strategies more acceptable Prefer more to-the point communication More immediate feedback Short-term negotiators Difference between Japanese and American communication styles Uses fewer words Distrustful of skillful verbal communicators Group orientation 10 Cautious, tentative 11 Complementary communicatiors 12 Softer heartlike logic 13 Sympathetic, empathetic; complex use of pathos Favor verbosity Exalts verbal eloquence More individualistic orientation 10 More assertive, self-assured 11 More publicy critical communication 12 Harder analytic logic preferred 13 Favors logos, reason Difference between Japanese and American communication styles 14 Expresses and decodes complex relational strategies and nuances 15 Avoid decision-making in public 16 Makes decision in private venues, away from public eyes 17 Decision via ringi and nemawashi ( complete concensus process) 18 Uses go-betweens for decision making 14 Expresses and decodes complex logos, cognitive nuances 15 Frequent decision making in public 16 Frequent decision making in public at negotiating tables 17 Decision by majority rule and public compromise is more commonplace 18 More extensive use of direct person-to-person, player-toplayer interaction for decisions Difference between Japanese and American communication styles 19 Understatement and hesitation in verbal and nonverbal communication 20 Uses qualifiers, tentativeness , humility as communicator 19 May publicy speak in superlatives, exaggerations, nonverbal projection 21 Received/listening- centered 20 Favor fewer qualifiers, more ego-centered 22 Inferred meanings, looks beyond words to nuances, 21 More speaker and message- centered nonverbal communication 22 More face-value meaning, more denotative Shy reserved communicators 23 More publicy self-assertive 23 Difference between Japanese and American communication styles 24 25 26 Distaste for purely business transactions Mixes business and social communication Utilizes matomari or “hints” for achieving group 24 25 adjustment and saving face in negotiating 27 Pratices haragei or belly logic and communication Prefer to “get-down to business”or “ nitty gritty” Tends to keep business negotiating more separated from social communication 26 More directly verbalizes management’s preference at negotiating tables 27 Pratices more linear, analytical logic; greater reverence for cognitive than for affective Nguoàn: International Management : Helen Deresky Managing across borders and cultures.p 104 Cám ơn bạn lắng nghe ... Universalism-particularism; rules & relationship 4.4 Specific- diffuse 4.5 Affective-neutral 4.6 Achievement-ascription (doing-being) 4.7 Masculinity- femininity 4.1 Power distance KHOẢNG CÁCH QUYỀN... 4.2 Individualism-collectivism 4.3 Universalistic- particularistic Quan hệ người với tự • • • • Tính tôn ti Cá nhân- tập thể Trọng giá trò chung- trọng giá trò riêng Rạch ròi- nhập nhằng Quan... hệ phụ thuộc cha mẹ-con cái; thầy-trò; thủ trưởng-nhân viên P.D biểu đặc quyền đặc lợi khác: tiêu chuẩn dùng xe công; trang bò điện thọai di động, mức độ dễ, khó gặp lãnh đạo Ở nước có mức P.D