Showing posts with label culture. Show all posts
Showing posts with label culture. Show all posts
Monday, April 16, 2012
Culture
5:43 PM
cross culture management, culture, definition, international culture, price and browaeys
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The word “Culture” has many different definitions. For some,
it is refers to literature, music, art and food. For other, it is the full
range of learning human behavior patterns. For me, the definition I like the
most is belonging to Hofstede (1980) “Culture is the collective programming of
the mind with distinguishes the members of one human group from another”.
Culture determines the way we see ourselves and the world around. Culture is inheritable
and not constant. It can be change due to time or the changing of surrounding environment.
There is no right or wrong in culture.
Each culture has three layers. First, the outer layer is the
behavioral
or explicit level. It is what you notice immediately when you go abroad for the
first time such as language, food, architecture, houses, building and so on. In
addition, it is also the communication style. For examples, in Latin culture,
people prefer touching each other when talking, while in Finland, people always
keep a private space around, and they don’t like someone touch them.
The second layer is the norms and values. Norms are the
rules of a society, determining what is good or bad with people of that
culture. It can be written or not. Values are things that are considered
important or unimportant, beautiful or not beautiful, right or wrong. A value
is something experienced inwardly and which is not up for discussion. For
examples, in Japan, the norm is younger people always have to bow lower than
older ones when greeting to show the value of respecting the older.
The third layer is the most inner which lies at the core of “culture”
and contains its assumptions and beliefs. This layer is hard to describe or
explain. For example, why people in some countries eat with fork and knife
while in other countries people eat with chopsticks?
Due to Ruano (2002), there are 4 categories of society
1. Traditional society, in which religion plays an important
role, large families are encouraged, conformity is rewarded and individualism
rejected. For examples: Arab countries.
2. Rational society, in which interests of individual come
first, birth control is encouraged and
the authority of the state is recognized. For examples: Germany
3. Society in which survival is the primary concern, people
are unhappy and intolerant, materialism is predominant. For examples:
ex-communist countries.
4. Post-modern society: tolerant and democratic, Scandinavia
countries.
According to Schein (1999), a culture starts developing in a
context where a group of people have a shared experience. In business context, culture can develop at
different levels, within a department or at the various ranks of a hierarchy.
There are 6 levels
For examples, the Celtic culture includes different
countries and part of countries. This culture distinction can have a bearing on
the way organization operate. It influenced organization in both macro and
micro level.
At macro level, it has influence in law and economic
situation. The nation must be considered by organizations going about their
business.
At micro level, organization is influenced by cultural
elements relating to employer-employee relationships and to behavior among
employees.
In national culture, the elements that contribute to the
creation of culture are physical environment and history
of nation
Due to Tayeb (2003) the institutions that contribute to the
establishment of a national culture are
-
Family/Religion/Education
-
Mass communication media
-
The multinational company
In organization, culture affects the way strategy is
determined, goals are established and how the organization operates. Furthermore,
the key personnel involved are influenced by their own cultural backgrounds and
shared experience since these have helped shape their own values and
perceptions.
Corporate culture is a combination of organizational culture
and national/region culture. The extent of the influence of corporate culture
is disputed among experts in the field. To be succeed, it is necessary to
clearly defined corporate culture and to be flexible culture.
There are three professional cultures in management. They
are operators (involve in production), engineers (design and monitor the
technology) and executives (senior managers). The questions for professional
culture is how they are co-exists. How they connect to each other to work
effectively.
Cross-culture management explains the behavior of people in
organizations around the world and shows people how to work in organizations
with employees and client populations from many different cultures.
Cross-cultural management describes organizational behavior within countries
and cultures; compares organizational behavior across countries and cultures; and
perhaps most important, seeks to understand and improve the interaction of
co-workers, managers, clients, suppliers, etc… from countries and culture
around the world.
Understanding cross culture management - Browaeys and Price
The Ethnic Theory of Plane Crashes
The Ethnic Theory of Plane Crashes
Inspired by The Outliers, Malcolm Gladwell
I’ve heard, that most airplane accidents take place during takeoff and landing. I’ve also heard that accidents occur more often because of pilot errors and less so because of mechanical problems.
But why? Why do pilots make errors? What kind of errors do they make?
According to Malcolm Gladwell’s book, The Outliers, a large number of plane crashes happen because of miscommunication and language issues.
There are two places where miscommunication occurs: among pilots in the cockpit and between air traffic controllers and pilots. And, there are two major reasons for miscommunication. The first one is cultural and is measured by a power distance index, driven by respect to authority and attitude toward hierarchy. The second one is driven by ranking and subordination on the job. It causes co-pilots to use highly mitigated speech and to avoid confronting the main pilot when necessary.
Here are 3 examples:
Example #1 (during landing):
A Korean Air plane flying from Korea to Guam was going through bad weather and stormy clouds. The captain had committed the plane to visual landing, which meant that he had to be able to see the airport runway. Here is some of the conversation among the pilots. Pay close attention to a couple of comments from the supporting crew to the captain and to how the captain responds to them, or doesn’t:
First officer: Do you think it rains more in this area?
Captain: (silence)
Flight engineer: Captain, the weather radar has helped us a lot.
Captain: Yes. They are very useful.
What the first officer is trying to do is warn the pilot that it may not be safe to do a visual approach without a backup plan for landing, in case the runway is not visible. Such communication of hinting from first officer to pilot is not uncommon in Korean culture. However, driven by respect to authority and fear of upsetting their superior, the co-pilots ultimately contributed to the plane crash as they allowed the pilot to start a visual landing without an alternative.
Example #2
The 2nd example of inadequate communication between the first officer and the pilot is illustrated by the two pilots of an Air Florida plane in 1982. Here is some of the chat in the cockpit prior to takeoff:
First officer: See all those icicles on the back there and everything?
First officer: Boy, this is a losing battle here on trying to de-ice those things, it gives you a false feeling of security, that’s all it does
First officer: Let’s check those wing tops again, since we’ve been sitting here a while?
Captain: I think we get to go here in a minute.
Later that plane crashed because of problems caused by ice on the wings. If the co-pilot had more strongly advocated his opinion and forced the pilot to de-ice the wings before takeoff, that incident would have been avoided. Although the co-pilot had hinted 3 times at the possible dangers of not de-icing the wings, the pilot ignored his comments as trivial and unimportant.
Example #3
The 3rd story is from a crash of an Avianca flight coming from Columbia to JFK. A backed up airport and miscommunication between the co-pilot and Air Traffic controllers caused the plane to run out of fuel while circling over New York waiting for landing clearance. Here is some of the exchange that took place between the pilots and the ATC:
Captain: Advise ATC we don’t have fuel.
First officer: Climb and maintain 3 thousand and, ah, we’re running out of fuel sir.
Air Traffic Control: I’m gonna bring you about fifteen miles northeast and then turn you back onto the approach. Is that OK with you and your fuel?
First officer: I guess so. Thank you very much.
Five minutes later the plane crashed because of fuel exhaustion. Later, the JFK air traffic controller testified that he took the co-pilot’s words about “running out of fuel” as a passing comment, instead of emergency signal.
Controllers hear such “running out of fuel” remarks all the time. In fact, it is absolutely normal for planes to be running low on fuel prior to landing. They are supposed to be lighter and not carry much fuel when they land.
The co-pilot had mentioned they were running out of fuel towards the end of the sentence, without saying the magic word “emergency”. The investigation concluded that the co-pilot’s cultural heritage of Columbia, which is a high power distance culture, was the main reason to feel intimidated by the dominant and snappy attitude of the JFK controller, and not communicate clearly the urgency of that alarming situation.
So what can they do? How can pilots improve communication and eliminate language problems causing fatal plane crashes? Airlines have started to combat mitigated speech. They make co-pilots address superiors by first name, teach them to be more assertive and get more comfortable with pushing back. In turn, main pilots try to be less dominant and operate as organizers, negotiators and facilitators, rather than as commanders, thus making it easier for first officers to speak up in order to correct any mistakes caused by the main pilot.
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