Cross-Cultural Business Conference - scientific paper presentation - may 2015 - Ilkka Kurkela Laurea
Presentation 1 Cross Cultural
Transcript of Presentation 1 Cross Cultural
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Prepared by:Maha Barathi a/p Athanarian
GM03788
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` Time as a line of discrete events, minutes, hours,
days, months, years, each passing in a never
ending succession.
` Time is a circle revolving so that the minutes ofthe hour repeat, as do the hours of the day, and
the days of the week.
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` 1)Present-oriented-which is relatively timeless,
traditionless and ignores the future.
` 2) Past-oriented-mainly concerned to maintain and
restore traditions in the present.` 3)Future-oriented-focuses on a more desirable
future and how to achieve it.
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Past Present Future
1. Talk about history,
origin of family, business
and nation.
1. Activities and
enjoyments of the
moment are most
important .
1. Much talk of
prospects, potentials,
aspirations, future
achievements.
2. Motivated to recreatea golden age.
2. Plans not objected to,but rarely executed.
2. Planning andstrategizing done
enthusiastically.
3. Show respect for
ancestors, predecessors
and older people.
3. Show intense interest
in present relationship,
here and now.
3. Show great interest in
the youthful and in future
potentials.
4. Everything viewed in
the context of tradition or
history.
4. Everything viewed in
terms of its
contemporary impact
and style.
4. Present and past
used, even exploited, for
future advantage.
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` Tom Cottle created a circle test for measuring
cultural differences in relation to time.
` He asked people in different countries to think of
the past, present and future as being in the shapeof circles. They then had to draw and arrange the
three circles in the way that showed best how they
felt about the relationship between the past, the
present and the future. People were allowed touse any size circles they liked.
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Past and Present -oriented Future -oriented
1. Emphasis the history, tradition and
rich cultural heritage of those deal with
as evidence of their great potential.
1. Emphasis the freedom, opportunity
and limitless scope for that company
and its people in the future.
2. Discover whether internal
relationship will sanction the kind of
changes seek to encourage.
2. Discover what core competence or
continuity the company intends to
carry with it into the envisaged future.
3. Agree future meetings in principle
but do not fix deadlines for completion.
3. Agree specific deadlines and do not
expect work to be complete unless do.
4. Do homework and past glories of
the company; consider what re-enactments might propose.
4. Do homework on the future, the
prospects and the technologicalpotentials of the company; consider
mounting a sizeable challenge.
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Sequential /Monochronic/linear Synchronic/Polychronic /cyclical
1. Only do one activity at a time. 1. Do more than one activity at a time.
2. Time is sizeable and measurable. 2. Appointments are approximate and
subject to giving time to significant
others.
3. Keep appointments strictly;
schedule in advance and do not run
late.
3. Schedules are generally
subordinate to relationships.
4. Relationships are generally
subordinate to schedule.
4. Strong preference for following
where relationships lead.
5. Strong preference for following
initial plans.
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Sequential /Monochronic/linear Synchronous /Polychronic/cyclical
/1. Employees feel rewarded and
fulfilled by achieving planned future
goals as in MBO.
1. Employees feel rewarded and
fulfilled by achieving improved
relationships with supervisors/
customers.
2. Employees most recent
performance is the major issue, along
with whether their commitments for the
future can be relied upon.
2. Employees whole history with the
company and future potential is the
context in which their current
performance is viewed.
3. Plan the career of an employee
jointly with him or her, stressinglandmarks to be reached by certain
times.
3.Discuss with employee his/her final
aspirations in the context of thecompany; in what ways are these
realizable?
4. The corporate ideal is the straight
line and the most direct, efficient and
rapid route to the objectives.
4. The corporate ideal is the
interacting circle in which past
experience, present opportunities and
future possibilities cross-fertilise.
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` start and end meetings at flexible times.
` take breaks when it seems appropriate.
` be comfortable with a high flow of information.
` expect to read each others' thoughts and minds.` sometimes overlap talk.
` view start times as flexible and not take lateness
personally.
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` prefer prompt beginnings and endings.
` schedule breaks.
` deal with one agenda item at a time.
` rely on specific, detailed, and explicitcommunication.
` prefer to talk in sequence.
` view lateness as devaluing or evidence of lack of
respect