CULTURA

L
EXCHANG
E BINGO
 ON TO
MULTICULTU
RAL
DIVERSITY
AND
CONCEPT OF
CULTURE
Learning Objectives:
• Discuss the concept of multicultural
diversity in workplace;
• Describe what culture is;
• Discuss the different features of culture;
and
• Identify the different dimensions of culture.
 Primary and Secondary Characteristics of
Diversity
Primary Secondary
characteristics characteristics
of diversity are are defined by
usually the way of
most visible experience
MULTICULTURAL DIVERSITY IN
WORKPLACE
STEPS TOWARDS MULTICULTURAL
DIVERSITY IN WORKPLACE
• First step is to recognize that one of the main goals of diversity is to
recognize people’s uniqueness.
This requires a three-step development procedure
1. Monolithic Stage- Characterized by a homogenous demographic and
cultural framework.
2. Stage of Plural Representatives- stage in which an organization, while
having a culturally varied rank and file, retains a culturally homogenous
leadership. Subcultures and groups are then expected to encourage to
embrace the leadership’s culture.
3. Extremely Diverse Model- at this point, multicultural accommodation is
visible across the company.
• Second, rather than being a purely technical endeavor to comply with
affirmative action or other legally required activities, diversity must be
a component of and organization’s intended business goal, including
outreach initiatives.

• Third stage, there should be a system in place to hold managers

responsible for achieving diversity objectives.

• Fourth, open communication channels must be established to enable

for the transfer of new ideas, complaints, and feedbacks.
• Finally, corporate rituals, and rites should allow for religious holidays,
dietary preference, and clothing styles that do not conflict with
organizational operations.
CONCEPT OF CULTURE
• Culture is derived from the Latin term “cultura”
which means “cult, worship, or civilization.”
Culture, in context of International HRM, is
acquired knowledge that individuals use to
understand experience and create social
behavior.
Features of Culture
1. Dynamic
2. Learned
3. Non-uniform
4. Patterned
5. Social
6. Shared
7. Transferable
Dimensions
of Culture
1. Edward Hall and Mildred Hall Model
2. Florence Kluckhohn and Fred
Strodbeck Model
3. Geert Hofstede Model
4. Fons Trompenaars Model
5. GLOBE (Globe Leader and
Organizational Behavior Effectiveness)
Project
1. Edward Hall and Mildred Hall Model
• Based on their business experience and numerous qualitative
research, anthropologists Edward Hall and his wife Mildred Hall have
defined the six aspects of culture as follow:
 Time language
 Space Language
 Language of Objects
Language of friendship
 Agreement Language
 Cultures of High and Low Context
2. Florence Kluckhohn and Fred Strodbeck Model
• Values Orientation Theory assumes that all people, everywhere and
through the ages, have to overcome a number of problems (universal
dilemmas) in order to survive.
What does a person think about the basic nature and beliefs about
the other person?
 What does a person think about his rights and
responsibilities towards nature?
What is considered more important by the people - past,
present or future?
What is the key form of activity in a society?
What is the duty of a person towards others?
How is space considered in a business organization?
3. Geert Hofstede Model
Hofstede’s Cultural Dimensions
Theory is a framework used to
understand the differences in
culture across countries, and the
ways that business is done
across different cultures. In
other words, the framework is
used to distinguish between
different national cultures, the
dimensions of culture, their
impact on etiquette and to
facilitate communication in
areas ranging from business to
diplomacy.
• This refers to the degree of inequality that
exists – and is accepted – between people
with and without power.

• A high PDI score indicates that a society

accepts an unequal, hierarchical
distribution of power, and that people
understand "their place" in the system. A
low PDI score means that power is shared
and is widely dispersed, and that society
members do not accept situations where
power is distributed unequally.
• This refers to the strength of the ties that
people have to others within their
community.
• Individualism refers to a loosely connected
social network in which individuals
prioritize themselves and their closest
family members.
• Collectivism indicates a closely knit social
framework in which individuals believe in
looking after each other in the group in
return for loyalty.
• This refers to the distribution of roles
between men and women.
• In masculine societies, the roles of men
and women overlap less, and men are
expected to behave assertively.
• In feminine societies, there is a lot of
overlap between male and female roles,
and modesty is seen as a positive trait.
Building strong relationships with
immediate supervisors is highly valued.
• This dimension considers how unknown
situations, uncertainty and unexpected
events are dealt with.
• A low score or value on the uncertainty
avoidance index indicates that the
organization's managers and employees
feel at ease in uncertain situations and are
thus more entrepreneurial, willing to take
risks, and less reliant on formal rules,
whereas a high score on the uncertainty
avoidance index indicates the opposite.
• Those with a short-term perspective
value traditional values and aim for
quick results. In contrast, those with
a long-term perspective believe that
truth depends on circumstances,
context, and time and are
determined to accomplish their
goals.
• The indulgence vs. restraint dimension
considers the extent and tendency for a
society to fulfill its desires. In other words,
this dimension revolves around how
societies can control their impulses and
desires.
• Indulgence indicates that society allows
relatively free gratification related to
enjoying life and having fun.
• Restraint indicates that society suppresses
gratification of needs and regulates it
through social norms.
4. Trompenaars and Hampden Model
5. GLOBE (Global Leader and
Organizational Behavior Effectiveness)
Project
• The Global Leadership and Organizational Behavior Effectiveness
project (GLOBE) is a multiphase, multi-method project designed in the
early 1990s by Robert J. House to explore the relationships among
societal culture, organizational culture, and leadership.
• The GLOBE study is truly global, expanding its reach across the entire
world’s cultures
• It explored key traits of successful leadership not only within each
society, but cross-culturally
9 Dimensions of Culture (GLOBE)
1. Performance Orientation: It reflects the degree to which society
encourages and rewards group members for improved performance.
2. Uncertainty Avoidance: It indicates the extent to which a society,
company, or organization attempts to reduce uncertainty about future
occurrences by depending on rules, social norms, and so on.
3. Humane Orientation: It assesses how much people are rewarded by
society for being generous, fair, compassionate, unselfish, and kind to
others.
4. Institutional Collectivism: It shows the degree to which organizations
reward and promote collaborative resource allocation and collective
action.
9 Dimensions of Culture (GLOBE)
5. In-group Collectivism: This refers to how much pride and
commitment people have in their organizations or families.
6. Gender Egalitarianism: It shows the degree to which the
community strives to reduce gender inequality.
7. Future Orientation: It reflects the extent to which the organization's
workers participate in future-oriented behaviors such as postponing
indulgence, planning, and investing in the future.
8. Power Distance: It denotes the degree to which members of society
anticipate equitable distribution of power.
9. Assertiveness: This metric measures how much self-confidence and
aggression workers display in their interactions with others.
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