Influence of national culture on management. Business culture and national roots Heritage of ancestors

G. Hofstede43 concluded that the cultures of at least 66 countries share four principles that can be used as a basis for identifying, comparing and contrasting different national cultures and identifying market segments that are sensitive to external conditions.44 Perhaps you, being As a consumer behavior analyst, one day you will be responsible for developing global marketing strategies, and then you will need to pay attention to these values ​​when developing strategies corresponding to each country. Individualism versus collectivism. Individualism is characterized by the importance of the individual and such virtues as self-confidence and personal independence, and in some cases this means that the interests of the individual must be placed above the interests of the social group. In table. 11.3 lists the differences in attitudes and behaviors associated with individualism and collectivism. The desire to avoid uncertainty. Society responds to life's inherent uncertainty and ambiguity in a variety of ways. Some cultures have developed special rules or rituals for such situations, others find a way out in a more tolerant attitude towards the manifestation of dissent.
The definition of “Generation N” (“Generation Y”) is a summary of the data from Chap. 7. - Note. ed.

Distance from power. The distance between the government and the people reflects the degree of agreement of society with the high position of various power structures. This includes the centralization of power, the encouragement from the authorities accepted in society, the features of interactions between people of unequal status. Femininity (femininity) - masculinity (masculinity). This factor determines the degree to which a society supports values ​​that are traditionally considered masculine or feminine. Self-confidence, the desire to succeed, concerns about material well-being are associated with masculinity; in the public mind, concern for others, concern for the environment, support for losers are identified with the feminine principle.
Table 1 1.3. Individualism and collectivism: differences

For example, the US Southwest is known to be characterized by a "loose" lifestyle, which is expressed in the popularity of comfortable clothing, entertainment outside the home and active sports. In addition, the Southwest is characterized by its innovative attitude towards new products such as contemporary art and alternative therapies (compared to the more conservative, low-key attitude found in other US geographies). The formation of specific basic values ​​in a given geographical area is influenced by factors such as climate, religious affiliation of the population, ethnic influences and other variables. And according to research, culture can also spread across country, state, and region boundaries, incorporating the culture, climate, institutions, business organizations, and resources of each region.45 A recent 2013 study of respondents by Harris Interactive points to that money is a highly desirable value, but this value varies from region to region. In the West, 40% of respondents indicate that the object of their desire is other people's money, while in the Northeast, only 28% of respondents gave this answer. different regions.
Core values ​​of North America
The basic values ​​of Canada and the United States, somewhat similar, reflect the different national roots of the population of these countries. In the countries of North America, which are rather young compared to Asian and European ones, values ​​are less strict.
The Foundation of American Values
Just two generations ago, the US was an agricultural country. And, despite the highest level of urbanization today, many of the core values ​​of Americans have agrarian roots. Religious and ethical traditions stem from Calvinist (Puritan) doctrine, which is associated with individual responsibility and a positive work ethic. Anglo-Saxon civil law, the rule of law and representative institutions have English origins; ideas of egalitarian democracy and a secular spirit date back to the French and American revolutions. The period of slavery and its consequences, European immigration for three hundred years had a huge impact on the American character. It is not surprising that American values ​​are oriented towards the possessing society, since this country was founded by businessmen, and therefore entrepreneurial values ​​are an integral part of the culture of modern America.47 Although most people now become employees of large organizations, rather than farmers or owners of small shops, goods and services are bought rather than being manufactured, American values ​​are largely agrarian - meaning the ethic of good work, self-sufficiency, and the notion that one person can do a lot.
American values ​​and advertising
What core values ​​are most attractive to advertising and marketing programs? In table. 11.4 describes eight basic values ​​from the point of view of Americans. Sometimes advertisers are accused of appealing mostly to fear, snobbery or self-indulgence, but after reading the data in Table. 11.4, you will realize that in reality the approaches we have named are by no means the most common. Manufacturing companies that embrace core values ​​such as hard work, accomplishment and well-deserved success, optimism, and equal opportunity to achieve prosperity achieve much greater success. This set of values ​​explains why the most successful television commercial aired during the 2005 Super Bowl was a Budweiser beer advertisement in which the airport crowd cheered for American soldiers returning from the war.

In order not to offend the traditions or customs of the country, advertisers must have a good understanding of its values. Social issues are often raised in advertisements for Benetton, an Italian clothing manufacturer. But most Americans have never seen Benetton's most provocative ads. On one of them we see the outlines of multi-colored balloons, which, upon closer examination, turn out to be condoms. The ad was released as part of a safer sex blitz, where all visitors to Benetton stores were given free condoms. This advertisement, which some considered offensive to the feelings of believers, went all over Europe. Other advertisements were also shown throughout Europe, which, according to the creators, proclaiming interracial harmony, were also considered too provocative for the United States. This ad, which continues the theme of Benetton's "united colors", shows both a white and a black man's handcuffed in the same handcuffs. It was banned in the United States after minority groups saw it as suggesting that a black man was depicted as a criminal and accused Benetton of racism.49
Table 11.4. Adaptation of companies to the core values ​​of Americans Material well-being
Achievement and success are measured mainly by the quantity and quality of material goods. Items that other people can see are of high value - clothes from famous designers, luxury cars, large houses. And although social groups periodically rebel against such values, welfare remains the foundation of the American system. Americans place great value on comfort (convenient transportation, central heating, air conditioning, labor-saving technology) and consider it an unshakable “right” to have such things.
Poles of morality
Americans believe in a polarized ethic and judge actions on the basis of "good" or "bad." Polar judgments are the norm: legal or illegal, moral or immoral, civilized or primitive. Consumers apply this kind of judgment to government officials, politicians and companies, considering them either moral or not, and rarely give ambiguous assessments. Similarly, advertising that is "somewhat misleading" is rated as bad, even if the message as a whole is true. However, under certain conditions, the same behavior can be evaluated with a plus or minus sign, depending on the situation. Gambling is generally illegal or considered "improper" behavior, but in the form of a government lottery, part of the profits from which will go to charitable causes, it can be regarded as "correct" behavior.
Work is more important than play
According to the American value system, work is associated with purpose and maturity, while play is associated with frivolity, pleasure, and children. If in other cultures the most important events are holidays, vacations and recreation with children, then in the United States, even socialization is often associated with work.
Time is money
Americans view time differently than many other cultures. In the US, times are more precise, while in Mexico, for example, times are approximate. Americans are usually punctual, work according to a predetermined schedule, and expect others to value their time as well.

The end of the table. 11.4
Hard work, optimism, enterprise
Americans believe that problems should be identified and efforts should be made to resolve them. If you work hard, you can count on success. Europeans sometimes chuckle at their American friends who sincerely believe that a solution to any problem can be found. This belief is based on the idea that a person is the master of his own destiny and can control it. American culture proclaims that hard work is rewarded, competition is strength, and individual achievement is paramount. Entrepreneurship is a reflection of the role of work, optimism and the importance of victory in the American value system.
Power over nature
Basic American values ​​give rise to a subordinating attitude towards nature - in contrast to Buddhism and Hinduism, which preach the unity and "cooperation" of man and nature. The attitude of Americans to nature as conquerors is based on three assumptions: the universe is mechanical, man is the master of the Earth, people are qualitatively different from all other forms of life. American advertising depicts people dominating their natural environment, such as men struggling with baldness or women who do not want to put up with wrinkles.
Equality
All people should have equal opportunities. And although American society is still not free from discrimination, the core values ​​enshrined in legislation proclaim the equality of all people, especially those who accept the values ​​and behavior of the majority of society.
philanthropy
American values ​​involve helping those to whom fate was not too favorable. Assistance is expressed in donations to unknown people and groups who find themselves in distress as a result of natural disasters, disability or any adverse circumstances. Organizations such as the American Lung Association or the American Cancer Society exist and operate successfully because of the faith of US citizens in humanity. For corporations, philanthropy means not only social responsibility, but is also an important communication "bridge".
Differences in the values ​​of the USA and Canada
Canada and the United States are similar in many ways, but the values ​​and institutions of these countries have significant differences. In particular, it is possible to speak about the existence of a Canadian ideology, in contrast to the American one, to a lesser extent. The emphasis on individualism and achievement goes back to the American Revolution; Canada did not have to endure such upheavals. What distinguishes Canada from its wealthy and rather aggressive neighbor is a more neutral, friendly face. Canadians know American media and institutions better than vice versa.
Canada and the US have different histories and are in different situations. For example, law and order in Canada is under the protection of the Royal Canadian Mounted Police, which began guarding the country's border much earlier than the US Border Patrol. Seymour Lipset, one of the most respected analysts of Canadian-American relations, believes that this is why Canadians generally have more respect for the law than American citizens.50 In Table. 11.5 lists other differences between the values ​​of the two North American countries formulated in the studies of S. Lipset.
Table 11.5. Differences in the values ​​of the USA and Canada

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The influence of national culture on management

Introduction

1. Theoretical aspects of national culture

1.1 The concept of national culture

1.2National culture and management

2. Models and features of national culture

2.1 Comparative characteristics of the national characteristics of the cultures of Russia, Germany and China

3. Influence of culture on organizational behavior in Russia

Conclusion

Introduction

National culture is a well-established set of value orientations, behavioral norms, traditions and stereotypes, adopted in a given country or group of countries and assimilated by an individual. An important component of any national culture is the national business culture - a manifestation of culture in the business sphere.

The national business culture determines the most important parameters of the management system: leadership style, motivation system, negotiating style, attitude to laws and regulations, communications and interpersonal relations in the organization.

Features of the national business culture depend on historical, religious, climatic, social and other factors, develop under the influence of the specific social environment of a given region (country). The national business culture determines the formation of various systems of values ​​and preferences, behavioral models and stereotypes. The most typical opposites of national cultures are individualistic, group and clan. Comparative characteristics of American, Japanese and Arab business cultures: patterns of behavior, The American model of business culture is based on an instrumental (technocratic) approach, the cultivation of individualism, and a focus on utilitarianism. The Japanese model of business culture most fully absorbed the achievements of the national culture, which is based on collectivism, identification of the individual with the group, striving for achievements and harmony.

The European model recognizes the need for rationalism in behavior and at the same time focuses on creative learning and self-development.

Different cultures show different models of organizational behavior, up to the opposite ones, in several ways.

Attitude to time: - monochronic - consistency, stage-by-stage organization of labor activity, concentration on one thing in a specific period, attitude to time as an important limited resource, accuracy and punctuality are valued. It is typical for representatives of business cultures in the USA, England, Germany, Scandinavia, etc.;

polychronic - the combination in time of several cases that are not always brought to completion, the attitude to time as to an unlimited, endless and inexhaustible resource. Typical for Asian, Latin American, Arab countries, southern Europe, Spain and Portugal. Obviously, Russia also gravitates towards polychronic culture.

Attitude towards nature (environment):

nature is regarded as an object subordinate to man, a source for satisfying needs. Interaction with nature is seen as a struggle to obtain certain resources or material benefits from nature. This approach is inherent in most developed countries; - man is a part of nature and must live in harmony with it (for example, Asian countries, Japan).

Russia was previously characterized by the first type, but now, due to environmental problems, we are moving to the second type.

Man's attitude to nature is reflected in stereotypes of behavior and assessments of current events.

Interpersonal relationships. Researchers from different schools identify up to 30 parameters related to the characteristics of interpersonal relations among representatives of different national cultures.

Managers operating at the international level must know and take into account the various nuances of business relations associated with the specific perception of individual components of culture and life: speech, demeanor, business correspondence and appearance, office interior, non-verbal means of communication (facial expressions, posture, gestures, personal space), gifts and souvenirs, exchange of business cards, appeals, greetings, tips, etc.

Knowledge of the cultural values ​​prevailing in Russian society is also necessary for foreign professionals who work in Russia and have business ties with its citizens, whose cultural values ​​and historical heritage differ from their own.

Further globalization of world relations, openness of borders, interpenetration of national cultures necessitate the use of socio-cultural management technologies that make it possible to implement a new managerial socio-cultural paradigm

Due to the socio-cultural content, the organizational behavior of multinational companies can be based not only on respect for the individual, regardless of social origin, ethnicity and nationality, gender, age, religion, etc., but also on stimulating the cultural diversity of personnel, accumulating national potential, using mental models of work as a necessary condition for the sustainable development of an organization in a cross-cultural space.

1. Theoretical aspects of national culture

1.1 The concept of national culture

One of the biggest problems is to find an acceptable definition of national culture. There are over 160 definitions of culture. Perhaps this is due to the fact that national culture can be viewed from an anthropological or sociological perspective, as well as from the point of view of organization. Here are two good definitions of culture.

Culture is learned behavior, a set of beliefs, habits, and traditions shared by a group of people and assimilated by the people who make up that society. Culture can be defined as "the collective programming of thoughts that distinguishes one group of people from another. Culture, in this sense, includes value systems."

The most deeply rooted elements of a culture are a set of values ​​and fundamental, taken for granted assumptions shared by a group of people. Such values ​​and assumptions about a wide variety of phenomena, including what is considered "right" and "wrong", what is "good" and what is "bad", manifest themselves in people's attitudes and behavior. Often, superficial behavior is conditioned by deeply held values ​​or beliefs that are themselves a product of cultural conditioning. As we will see, cultural differences can be quite significant, and as a result, people can perceive the same phenomenon in completely different ways. For example, people in one country may highly value freedom of speech, while in another country they may believe that this freedom should be subordinated to the interests of society as a whole.

All of the above implies that culture includes some values ​​that are common to a group of people, determined by the environment in which these people grew up and which to some extent influences their behavior inside and outside the organization.

Culture is a collective phenomenon, but this does not mean that everyone in a certain culture thinks and acts the same way.

Individual differences are very important. When we describe cultures, we are talking about "typical" values, beliefs, attitudes, and "norms" of behavior. There may also be subcultures based on other criteria, geographical. In some countries, there are subcultures associated, for example, with belonging to social class, gender, religion, profession, age or ethnic group.

Religion also has a significant impact on culture. This influence can be especially pronounced in countries where the political system is closely linked to religion, such as Iran and Israel. But religion itself plays a big role, determining the types of values.

For example, collectivist views developed in Asia under the influence of Confucianism. The Protestant ethic has influenced many Anglo-Saxon countries to have individualism, while Catholic countries have a high level of power distance and a tendency to avoid uncertainty.

Numerous factors determine how we look at the world, how we see ourselves and other people. There are many specific factors in which cultures differ from one another, including:

manner of courtship;

Dream interpretation;

food bans;

Gesticulation;

Ways to greet friends and business associates;

Behavior while eating;

Use of personal names;

Religious rituals.

All this is of interest to ethnographers, but may also be of importance in the negotiation process. All these factors play a big role in the same way and on the behavior of a person in an organization, so it is necessary to take into account this kind of cultural differences.

1.2 National culture and management

The organizational culture of the public service is significantly influenced by the national culture. Attempts to qualitatively change the organizational culture within the framework of administrative reforms, without taking into account the peculiarities of the national culture, are programmed to fail. In modern sociological and managerial literature, typologies of organizational culture based on nationality, based on the recognition of the determining influence of the ethnic factor on the culture of the organization, have become quite widespread. For the first time, issues of national culture in management in the early twentieth century. raised by American social anthropologists R. Benedict (Ruth Benedict) and M. Mead (Margaret Mead). Later, the American sociologist A. Inkeles and psychologist D. Levinson determined the key parameters of national cultures - the attitude to power, the relationship between man and society, the individual concept of masculinity and femininity, means of resolving conflicts, including control aggression and expression of feelings. The following factors, in turn, influence the formation of national culture: the family system, the education system; economic system, political system; religious system, socialization system, health system; rest system.

The most significant research in this area was carried out by the Dutch scientist G. Hofstede, who conducted relevant research in the period from 1960 to 1980. in 40 countries of the world. After processing the collected data, G. Hofstede received indicators for each country on a scale, where 0 points mean the complete absence of the corresponding feature, and 100 points - its maximum manifestation. Based on this, he developed his own concept of organizational culture. Five "cultural dimensions", according to G. Hofstede's theory, distinguish one culture from another:

1) power distance (large - small). This criterion characterizes the degree of unevenness in the distribution of power, which is acceptable to the population of a given country. A low degree is characterized by relative equality in society, and a high degree causes tolerance for an authoritarian style of management. G. Hofstede's conclusions indicate that the "power distance" criterion affects the degree of centralization of power and leadership style (autocratic - collegial).

Table 1.Characteristics of cultures with high and low levels of power distance.

According to G. Hofstede, the highest power distance is typical for Latin American, Asian and African countries, and the lowest for German ones. An analysis of the national culture of Ukraine, despite the generally European level of the national culture of the Ukrainian people, allows us to attribute it to countries with a high level of power distance, which is confirmed by a number of studies.

2) individualism - collectivism. The value of the criterion characterizes the degree to which the population of a certain country gives preference to individual, rather than collective, group actions. A high value indicates that a person is motivated mainly by personal interests and the interests of family members. The core values ​​in individualistic societies are respect for human rights and the high value of privacy. The low value of the criterion characterizes the countries in which the individual feels psychologically more comfortable as a member of the team. In collectivist societies, each individual respects the interests of his group and does not have views and judgments that are different from those accepted in the group. In exchange for this, the group protects its members and deals with their problems.

G. Hovstede identifies the following criteria that characterize countries with a high degree of individualism in the management culture:

* people openly express critical remarks;

* hiring and career advancement is associated only with personal qualities;

* management is focused on the individual, not on the group;

* everyone focuses on personal rather than group success;

* society has a high standard of living.

Table 2.Characteristics of individualistic and collectivist culture.

According to G. Hofstede, individualism dominates in developed and Western countries, while collectivism dominates in less developed and Eastern countries. A number of studies conducted in Ukraine show that the Ukrainian organizational culture is closer to the culture of the collectivist type.

3) perception of uncertainty (strong - weak). This criterion can be defined as the degree to which the people of a given country prefer structured situations as opposed to unstructured ones. Structured situations are situations with clear, formal procedures that are determined in advance by rules, codes, laws, or supported by traditions. Countries with a high degree of uncertainty avoidance are characterized by attempts to control the future, to avoid ambiguity in relations.

Table 3Characteristics of high and low yield cropsoutside of uncertainty avoidance

According to G. Hofstede, the uncertainty avoidance index is high in Latin American and German countries, and the lowest in English-speaking countries, Scandinavian countries and in Chinese culture. In our opinion, Ukraine as a whole belongs to the group of countries with a high level of uncertainty avoidance.

4) masculinity - femininity. This dimension classifies countries according to the degree of development of the social distribution of roles. Societies with a rigid social division are called “male” by G. Hofstede, and societies with a weak distribution of roles are called “female”. In "male" societies, social values ​​traditionally inherent in men dominate: performance, striving for success, competition. In "women's" societies, for both men and women, the values ​​traditionally associated with women's roles prevail: the priority of interpersonal relations, family values, social guarantees, the ability to reach consensus.

Table 4Characteristicsand "male" and "female" cultures

According to the conclusion of G. Hofstede, the highest indicator of masculinity is in Japan, Germany, Austria, Switzerland; a relatively high rate - in English-speaking countries; the lowest - in the Scandinavian countries, and relatively low - in some Asian and Latin American countries, as well as in France and Spain. In our opinion, it is confirmed by a number of studies for Ukraine to a greater extent the characteristic features of the female type of culture.

5) short-term - long-term orientation to the future. Long-term orientation is characterized by an attempt to determine plans for building the future, has a manifestation in perseverance and perseverance in achieving goals. Short-term orientation is characterized by a look into the past and manifests itself through respect for traditions, the fulfillment of social obligations.

Summarized data G. Hofstede are shown in table 5.

Table 5 Generalized regarding the measurement of organizational culture variables in different countries (data for Ukraine for Yu. M. Petrushenko and T. A. Char)

Thus, the modern concept of managing the organizational culture of public service is based on the fact that culture, including within public organizations, is an objectively existing category that is subjectively perceived by a person and determines the guidelines for his behavior in an organization. The organizational culture of a public authority is a unique system of values, norms and rules of conduct, which is shared by its team and determines both internal relations in the authority and its relationship with the external environment. The organizational culture of the public service is directly related to the national culture, which acts as an environment for the development of the former. On the other hand, the organizational culture of the public service significantly affects the values ​​and attitudes of the national culture.

2. Models and features of national culture

2.1 Comparative characteristics of the national characteristics of the cultures of Russia, Germany and China

The organization, being a social system, has all the characteristics of the human society in which it operates. People working in the organization carry all the features of the national culture. This influence is explained by the action of mental programs that people acquire in their social environment. leadership negotiation national culture

Features of national cultures that determine differences in the cultures of individual organizations began to be studied as early as the 1970s. Differences in mentality play an important role in interethnic, intercultural interaction and largely determine the effectiveness of the application of certain management methods. Therefore, we will consider the difference in national cultures based on the analysis of Russia, Germany and China.

It is rather difficult to characterize the Russian national culture. There are significant differences in cultural values ​​among representatives of different regions of our vast country, as well as different generations and social groups. The problem of the peculiarities of Russia and the choice of effective forms of management corresponding to them requires serious research that has yet to be carried out. However, some general conclusions about Russian cultural values ​​that are directly related to governance can be made.

There are a number of approaches to determine how different countries differ from each other. One of the most famous approaches to the analysis of differences between countries was proposed by G. Hofsteid. Examined in the 70s. over 116,000 employees employed by international corporations in 40 countries, G. Hofsteid came to the conclusion that representatives of these countries differ on the basis of four important criteria:

1) Individualism/collectivism;

2) Attitude to power;

3) Attitude to risk;

4) Attitude towards the role of women in society.

As you know, individualism is a tendency to take care of yourself and your family. Collectivism is characterized by unity, a cohesive social structure in which people distinguish their group from other groups. Power distance (attitude to power) is determined by the extent to which members of the organization with less authority accept an unequal distribution of power, in other words, the extent to which employees agree that their bosses have more authority than themselves. Risk attitude (uncertainty avoidance) determines how much people fear uncertain situations and to what extent they seek to avoid them.

In the early 90s. Several attempts have been made to determine the national characteristics of behavior in Russia. Based on Hofsteid's classification from these studies, they were characterized as follows:

Individualism / collectivism - the predominance of collectivist inclinations;

Attitude to power - "power distance" and the degree of authoritarianism is much higher than average;

Attitude to risk - a strongly expressed desire to reduce risk in society to a minimum;

The attitude to the role of women in society is only formal equality.

There are countries with predominantly collectivist and predominantly individualistic inclinations. G. Hofsteid revealed a high level of correlation between the degree of individualism and the gross national product per capita. Thus, individualist countries (for example, Germany) are characterized, as a rule, by the highest rates of gross national product per capita, while collectivist countries are relatively low. Richer countries tend to be more individualistic, while poorer countries are more collectivistic, with the exception of Japan and other Asian countries with rapid industrial development.

The individualism-collectivism parameter characterizes the degree to which citizens of a given country or employees of an organization prefer to act independently, rather than members of a particular group. Thus, having determined the value of this parameter, it is possible to determine the tightness of the socio-psychological connection between members of society or employees of the organization.

Using Table 6, you can clearly see the composition and difference of countries in terms of the individualism-collectivism parameter.

Table 6"The difference between countries with individualism-collectivism"

Russia, in accordance with G. Hofsteid's scale, can be classified as a group of countries with predominantly collectivist inclinations. In Russia, collectivism is more valued than individualism.

Workers often expect their organization to take care of them and take care of them if they find themselves in a difficult situation, while in individualistic countries it is customary to rely more on their own efforts in such situations. Belonging to a group, a certain social stratum for many Russians is a fairly strong motivator, sometimes no less significant than material rewards.

It has already been noted that German culture tends to be individualistic, while Asian cultures are more collectivist. In some cultures, relationships in major groups (at work or in the family) can be very important. The Chinese have a concept of "guangxi" which means connection or relationship, and they spend a lot of time developing relationships within and outside the family and building bonds. Instead of relying on themselves, they can take advantage of these relationships and expect to be used in return. Such collectivism is found in many countries in Asia, although there are some changes in Asian countries more subject to Western influence.

A higher individualism index score indicates cultures with a higher degree of individualism. Unsurprisingly, the United States tops the list, while Germany and other countries score high. This aspect is important for managers choosing an appropriate management style for work abroad: they may run into problems if they try to force their subordinates to work not in groups, but on their own. In Korea, for example, people will not be happy if they are required to work independently and justify their independent actions; they will fear losing face if their boss criticizes them. Social interaction in China or Korea is done in a way that doesn't let people lose face, and the Western manager needs to be aware of that.

In general, culture significantly influences the Eastern value system, stress, group activities, participation in decision-making, reward systems and other categories of organizational behavior, all of which are subject to dynamic changes and influences in the attitudes and values ​​of any country, including China.

In Russia, the "power distance" is quite high. Whereas Germany is characterized by a small power distance.

Countries with high "power distance" recognize significant differences in the behavior of people within the organization, depending on their status and official position. Employees tend to show special reverence for their supervisors. Ranks and status carry a lot of weight. For negotiations in such countries, foreign organizations prefer to send (as well as receive) representatives whose status is at least not lower than that of the opposite side. Russia can be classified as a group of countries with a high "power distance" (such as the former Yugoslavia, India and Greece). According to a survey of a group of leaders in Moscow conducted in the early 1990s, 42% of the interviewed leaders gravitate towards the authoritarian type of management and 22% towards the paternalistic type. Among the managers surveyed, there was also a strong desire to maintain the stability of their current official position: 66% would like to continue their managerial work in the same company over the next 5 years or until retirement.

According to experts, the desire to control the situation and minimize risk in the economic and social life of society is an essential feature of the Russian mentality. This can be confirmed, for example, at all times by the proclaimed comprehensive policy of supporting the least protected and socially vulnerable groups of the population, the line for the redistribution of funds and incomes between efficiently operating enterprises and those who did not work very successfully, equalizing trends in wages and employment. In countries where the desire to minimize the risk is expressed, as a rule, special mechanisms are developed to minimize the risk, for example, many formal rules and procedures governing behavior. In such countries, there may be intolerance towards non-standard solutions and approaches, forms of behavior that differ from the generally accepted ones. The population in these countries usually exhibits a relatively low level of labor mobility, and the system of lifetime employment is a widespread practice, China can serve as an example of such a country.

Naturally, when characterizing the mentality of a country, assessments like “it is good” or “bad” are inappropriate. Another thing is that knowledge of the characteristics of behavior and management systems in different countries can be very useful in making the most optimal management decisions.

Recently in Russia there has been a significant interest in foreign experience, including in the field of management. However, its application will be successful only if it is modified to the conditions of Russian reality and the peculiarities of the Russian mentality. When studying the experience of management in another country and trying to use it in domestic practice, it is always useful to keep in mind the existing similarities and differences between Russia and this country. So, for example, the rich experience accumulated in Germany in the region cannot always be successfully used in the same form in Russia. From the point of view of the peculiarities of human behavior, our countries differ significantly. So, if individualistic inclinations prevail among Germans, then collectivist values ​​are more characteristic of Russians. Such a difference cannot be discounted. In Germany, as a rule, it is customary to encourage risk: the one who takes risks has big profits, but in case of failure, he also takes responsibility for losses and losses. In Russia, however, as a rule, it is customary to distribute the risk, and hence the benefits in the event of a successful completion of the case. At the same time, the reasonable use of foreign experience can be quite an effective means of solving economic and social problems. This is confirmed by the Chinese "quality circles". American experts argue that "quality circles" (a group of workers who meet regularly to discuss quality problems, identify their causes, propose ways to eliminate them and put them into practice) were originally born in America, and in the 50s. were exported to China. In the context of the Chinese collectivist mentality, quality circles have proved so effective that the question of the need to revive them and give them much more serious attention in America itself is now increasingly being raised.

Thus, knowledge of the cultural values ​​prevailing in Russian society, as well as in Germany or China, will be very useful for foreign specialists who work in these countries and deal with their citizens, whose cultural values ​​and historical past differ from their own. .

3. Influence of culture on organizational behavior in Russia

Barnes et al conducted a survey of the leaders of a number of Western firms that have entered into strategic alliances with Russian partners. Many of them developed cultural conflicts, and in some cases, when conflicts arose as a result of cultural incompatibility, alliances or joint ventures fell apart despite the opportunity to enter new markets or obtain raw materials at a low cost. The survey revealed several major cultural issues: hierarchy, national pride, blat, mutual protection, and lack of loyalty to the organization.

The emphasis on hierarchy is a holdover from previous economic and political structures that maintained a fairly high level of power distance in Russia. It is necessary to please people in positions of power. Knowledge and information are considered levers of power. Withholding information is a source of power in an organization, which is at odds with the practice in the West where people are more accustomed to sharing information in an organization. Lack of openness serves to avoid conflict with superiors, but makes negotiations and discussions more difficult.

The importance of national pride in Russia should not be underestimated. Jones points out that Russia has traditionally viewed foreign investment and alliances with suspicion and often hostility.

Western organizations must be careful not to hurt national pride, they will not get far if they demonstrate their superiority.

Blat is the provision of patronage based on personal, often family ties. Many business agreements can be concluded only thanks to the pull. Although connections are also being created in the West, business is still conducted more openly, so that blat causes confusion and misunderstanding among Western businessmen when they work in Russia.

The value of mutual protection reflects the need to protect each other and reinforces the need to develop a relationship of trust. Trust arises as a result of personal contacts, it takes longer than usual in the West. This suggests that Russia has a more collectivist society compared to individualism in the West. In Russia, they prefer to work in groups rather than alone. Mutual protection may be related to business or personal matters, but may be related to corruption and crime.

Some Western or Asian managers find it difficult to understand the lack of loyalty to the organization. This is due to the old planning system, when devotion and effort were rarely rewarded. The workers did not consider themselves part of the organization and did not trust their managers, and this attitude persisted.

It can be seen that many cultural problems can be solved by creating good personal relationships, learning to work with a hierarchical system, avoiding an ethnocentric view of Russia, and developing loyalty to the organization. It may not solve all business problems, but it will help to avoid the conflict of cultures.

Conclusion

Thus, we can conclude:

1. Cultural awareness helps a manager prepare for foreign visits or work in international management teams. This reduces culture shock and helps build interpersonal relationships with those you work with.

2. Managers should be aware of cultural stereotypes and the influence they may have on relationships with foreign partners, customers and suppliers.

H. Managers need to be aware of effective both verbal and non-verbal communication when they work in different cultures.

4. Managers should consider taking a cross-cultural management training course before accepting a post abroad or negotiating with representatives from other countries.

5. Care must be taken when you attempt to apply theories of organizational behavior developed in one culture (most commonly Anglo-American) to individuals, groups, or organizations in other cultures.

6. Certain management structures, such as bureaucracy, may work better in some cultures than others, so international managers must take culture into account when they plan structural change in an organization.

7. International managers should develop communication and negotiation skills when dealing with other nationalities and pay special attention to non-verbal communication in cultures with a high context value.

It is dangerous to look at organizations from an ethnocentric perspective. Organizational behaviors exhibited in one culture may not be as common in another. Management recipes developed in the US, UK or European countries are not universal. With the intensification of the trend towards internationalization and globalization, these issues become more important for managers and employees of organizations developing contacts with people from other countries and cultures.

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The head of the International Public Association “Association of Belarusians of the World “Batskaushchyna”, one of the founders and coordinator of the campaign “Belarusians!” tells about the experience of successful implementation of projects in the field of national culture.

Can national culture be a fashion trend? For several years, Alena Makovskaya and her team of enthusiasts have done the impossible. The campaign "Be the Belarusians!", which she leads, in a relatively short time filled with modern content many Belarusian national phenomena. What seemed old, forgotten and archaic has become acutely relevant. "Be the Belarusians!" changed fashion. How did it happen? What mechanisms were used?

- A Lena, what to do if the national culture loses its relevance, does not correspond to the time, is associated with the past?

I believe that the national culture will not lose its relevance as long as there are people for whom this culture is native. Evidence of this is today's Belarusian independent culture, which lives and develops, even in the underground. It absorbs global trends, rethinks them, restores and modernizes our traditions.

- How to understand the phrase "national culture"? What is the most accurate definition in our "digital" world?

I think scientists should still give definitions. I prefer the definition of national culture, which we use in the campaign “Be Belarusians!”.For us, culture is a coordinate system, a set of values ​​common to the national community, which affect the assessment of certain events by society, the position of citizens, daily behavior and life.

A person is not a bearer of national culture from birth. It is the result of socialization. Throughout our lives, we comprehend, learn, master these common values ​​through the family, teachers, literature and art, political and social experience. Cultural values ​​shape our worldview, priorities and influence how we live.

- What is the essence of the project “Belarusian!”? Who is it intended for?

Campaign "Be the Belarusians!" created in 2008. There were a number of reasons for this. Since 1990, the NGO "Batskaushchyna" has been actively working with the Belarusian diaspora, which made it possible to see problems in the Belarusian diaspora. The causes of problems in the diaspora lie not there, abroad, but here, at home, in Belarus. And, accordingly, in the first place they need to be addressed here. In addition, we noticed an increase in the interest of the society in its own, national, cultural product. We responded to this trend and offered this product.

We couldn't do it alone - this is a very serious task. Therefore, we began to gather a circle of like-minded people and partners, first in our sector - public organizations in the field of culture, and then went beyond its borders. We began to negotiate with government agencies, look for partners in the media and business.

Our target audienceis very diverse: we work with children and youth, with leaders whose opinion is listened to by the public, business, the media and government agencies throughout Belarus.

- What are the goals set by the organizers of the campaign “Let's be Belarusians!”? What results do you expect?

Campaign "Be the Belarusians!" It is considered, of course, successful if our ideas, our projects are supported by society and continue to live their own lives. And not only the ideas themselves, but also the formats of our events, the methods of work and the tools that we use. We are ready to share.

We see how influential leaders from various fields (business and government agencies, culture and sports) take the campaign ideas as "their own" and disseminate them in their circles and the general public. This is also an indicator of the effectiveness and relevance of our ideas.

Belarus has a very complicated history of the last centuries: we have gone through great cultural losses, through attempts to replace our identity. And today, unlike many peoples, our interest in our national culture and history is often transferred not from parents to children, but vice versa.Modern youth was born already in independent Belarus. It becomes important for young Belarusians to feel their identity, pride in belonging to the Belarusian people, which is why they turn to their history and culture. Our audience is quite wide and has no age, social or language restrictions.

I will name some of the most successful formats of our cultural projects:

1. Literary meetings, concerts, lectures, excursions and exhibitions. This form of cultural events helps to "reach" the most different parts of Belarus, to acquaint the audience with contemporary artists.

2. Public discussions in talk show format. We use this format to allow different people to discuss important local, community and cultural issues.

3. "Project fairs" were conceived by us to increase the activity of people, to help them find associates and like-minded people.

4. Festivals.We initiated the festival of Belarusian-language advertising and communication “Adnak!”, which has been running for seven years now. The purpose of the festival is to draw the attention of businesses to the Belarusian language as a high-quality and effective means of communication, a source for naming and campaign branding.

And we also carried out a number of communication campaigns, one of which is “Belarus is the land of Tsmoka”. The campaign led to the rebranding of the Minsk-2006 basketball club, which became known as Tsmoki-Minsk. Animated film "Belarusians!" gained more than a million views on various sites and became a guide to the study of the history of Belarus.

I really like our projects “Don’t speak in Belarusian» Our bags and T-shirts "Budzma!", created in the national style, can now be found everywhere. Products with our idea - a national ornament made up of pixel squares - are produced by a variety of enterprises, and these products are worn throughout the country, bought as a souvenir, as it has become fashionable.

We try to make our projects creative and innovative.

- In your opinion, what are the mistakes, shortcomings, what are the consequences of stereotypes in the implementation of projects in the field of national culture?

It's no secret that before 2008 visual national production was mostly politicized. National symbols were considered oppositional. We proposed a different solution, and now the national product does not force a person to declare his political position.

Secondly, for a long time the Belarusian-speaking culture was associated exclusively with the village, with straw hats and traditional chants. Today this trend is changing radically.The Belarusian language “moved” from the village to the city. It is no longer associated with something running or museum. According to the results of recent opinion polls, the majority of people believe that the Belarusian language is spoken not by the villagers, but by patriots and the national elite.

The problem of many projects in the field of culture now is a weak communication component. Initiators or developers devote a lot of time and effort directly to the product, and this is very good! However, informational and marketing work remains unattended. As a result, this product "reaches" only a limited circle of people.

For projects in the field of national culture in Belarus, the questions are still relevant: “How to get out of the “underground”?”, “How to stop being a subculture?”, “How to become your own for all Belarusians?”. To respond to these challenges, it is necessary to unite the efforts of public activists and organizations, creators, media, business and the state. So far in Belarus it is impossible to use all these tools together. Therefore, you need to look for creative approaches.

In 2008, the International public association "Association of Belarusians of the World "Batskaushchyna" launched the campaign “Be Belarusians!”, within the framework of which many initiatives arose aimed at supporting and popularizing the national culture, including a communication program"Culture of pale zhytstse!" ("Culture improves life!"), project "Creating a culture" ("Creating a culture"), within which users have access to an online library of texts, videos, interesting experiences in creating a cultural product, etc.

1. Business culture- the values ​​that exist in the organization. They are the ones who define the way we do business. The concept itself is very broad. So, under the culture of business, we can consider business etiquette, negotiation, documentation, work with fiscal authorities, social responsibility of business, and so on. Most often, business culture is understood as corporate social responsibility. Others believe that corporate social responsibility is only a way to attract attention to your company and develop a positive image. There is also internal indicator culture. This caring for your employees. After all, if an enterprise has a social responsibility to the team, then we can say with confidence that this company carries a business culture in its environment. One of the important factors influencing the activity of the enterprise is organizational business culture. It not only allows you to improve relations between employees, but creates a specific atmosphere that turns the company into a single whole, which allows you to achieve your goals much faster and more efficiently. Structure of business culture: - Firstly is a continuous development business ethics, respect to all employees, partners, suppliers and even competitors without exception. The head of the company must always comply with the terms of the concluded contracts, create excellent working conditions and pay. Also, it is important not to use dirty methods in competition, which can lead to good results, but in the future negatively affect the reputation of the company; - Secondly business culture is corporate spirit, fruitful communication between all employees both inside and outside the enterprise. You can bring people with different interests together by going to conferences, seminars, exhibitions or various entertainment events. Quite often, to maintain the corporate spirit, trainings, whose techniques are borrowed from the extensive experience of Western firms. Well-known specialists from abroad are also involved, who provide significant assistance in the implementation of corporate technologies. Such a serious approach can mean only one thing - entrepreneurs are well aware of the great importance of organizational culture in business, consider it one of the important components of the company's activities in the market.

2. One of the key elements of the corporate culture of Russian organizations that actively influence the processes of Russia's full entry into the global system of labor division is the business ethics (business ethics). Content of the concept "business ethics" comes down to a certain form of behavior, the basis of which is respect for the interests of both your corporation and partners, customers and society as a whole, not causing harm to them. The same rule applies to competitors. Ethical norms are aimed at obtaining benefits by the maximum number of market participants and providing equal opportunities for access to resources and results of management. The basis of modern business ethics is the social contract and social responsibility of the corporation. At the same time, the social contract is an informal agreement between the corporation and its external environment on uniform norms of behavior. Business ethics apply to three subordinate hierarchical levels: 1. world level (hypernorms). These are the highest-level norms based on universal human values ​​and fixed in the "Principles of International Business" - a global code of ethics adopted in 1994 in Switzerland by business representatives from the USA, Western Europe and Japan; 2. national regulations(macro level on the scale of an industry or national economy, for example, "The Twelve Principles of Doing Business in Russia"; 3. corporate level(micro level on the scale of an individual enterprise, firm and their clients). The main approach to the formation of a business culture at the corporate level is based on the fact that business ethics is one of the foundations of the globalization of economic processes. Mastering the ethical standards of business removes cultural barriers to the establishment of technological chains between companies from different countries. Control questions

1. What is the business culture? 2. How is business culture different from corporate social responsibility? 3. What is the structure of the business culture? 4. What is the basis of modern business ethics? 5. At what levels does business ethics operate? 6. Why is it important to observe business ethics in modern Russia?

Lecture 9 REGIONAL AND NATIONAL FEATURES OF BUSINESS

The most profound analysis of the influence of cultural values ​​on the production activity of an individual was undertaken by the American psychologist of the IBM corporation G. Hofstede22.

He has been collecting data characterizing the attitude of workers to their own activities since 1967.

to 1973. The database was formed on the basis of the analysis of more than 100,000 workers in 40 countries on three continents. This made it possible to identify 4 main characteristics that make it possible to assess the impact of country stereotypes in the socio-cultural sphere on the interpersonal relations of employees. The so-called "Hofstede Model" includes the following components:

1. The degree of hierarchical distancing or differentiation of people (power distance), determined by their physical and intellectual capabilities; society's attitude to the physical and intellectual inequality of people. In societies with a large degree of distancing, as a rule, physical and intellectual inequality develops into inequality of wealth, the power of wealth. Societies with a low degree of distancing try to reduce, as far as possible, the degree of this inequality. 2.

The relationship between individuals in the process of labor activity from the point of view of the ratio of individualistic or collectivist principles (individualism versus collectivism). In societies with a predominance of individualistic characteristics, there are no close ties between workers, the achievements and freedoms of an individual are more valued. In societies with collectivist tendencies, the ties between workers are closer, there is a mutual interest in each other's achievements. 3.

The degree of uncertainty avoidance is an indicator that determines the degree of avoidance from uncertain, unforeseen situations, the degree of non-adaptation of workers to changing economic conditions. In societies where the degree of uncertainty is high (generally, there is a higher degree of maladjustment), social benefits, job security, the use of career models (career schemes), old-age pensions, etc. are more valued. and subject to strict rules; managers need clear instructions; the subordination of initiative and enterprise is tightly controlled. Societies with a low degree of uncertainty are characterized by greater willingness to take risks and less resistance to change. 4.

The ratio of male and female principles in the framework of the relationship between the sexes in labor activity (Masculinity versus femininity). For societies with a low degree of feminization and a predominance of masculine principles, the role of the sexes is strictly differentiated, there are traditional masculine values, such as independence, achievement and demonstration of strength, which predetermine cultural ideals. In feminist cultures, gender roles are less segregated, and there is less differentiation between men and women in the same job.

For each of these four quantities, G.

Hofstede calculated an index ranging from 0 to 100 in order of increasing manifestation of these characteristics in the analyzed countries. The average figures for the 20 analyzed countries are presented below:

Country indicators of values ​​in G. Hofstede's model

Note. See: Hofstede G. Culture "s Consequences // Hill C.W.L. Global business today. N. Y .: McGraw-Hill, Irwin, 2003. ^ar. 3. P. 109.

Speaking about G. Hofstede's model, it is necessary to take into account the following assumptions, which cause a number of its shortcomings:

1) the presented model is built from the point of view of Western stereotypes about cultural differentiation. This is due to the fact that the studies were conducted by Americans and Europeans who belong to the Western type of culture and share its values; 2)

the model takes into account the links between workers of the same culture, while in many countries there are citizens belonging to different socio-cultural groups; 3)

research was conducted mainly at the enterprises of the company "IBM", which is known for its aggressive strategy and strict selection of employees. Therefore, it is quite possible that the value orientations of IBM employees differ from those that are characteristic of the society of which these employees are citizens; 4)

some social categories (for example, low-skilled workers) were not included in the number of analyzed subjects; 5)

Cultures do not stand still, they evolve and develop.

However, these assumptions do not reduce the significance of the presented study, which is one of the few works that analyze the relationship between sociocultural factors and international business.

1. Comment on the following situation using these indicators:

The GNP of India is twice the GNP of Germany, the population is 180 times.

2. How can the promotion of goods and services on the country's market be affected by such socio-economic indicators as inflation, interest rates, as well as the following data:

EU Japan

By 2025, the proportion of the population over the age of 65 of the total number of citizens will be (%): 3.

Justify some of the principles of international business:

"Unethical doesn't always mean illegal."

"National cultural characteristics cannot be good or bad, they are just different." 4.

Using the knowledge of G. Hofstede's model, comment on the degree of development of individual and group social characteristics in society using the example of US and Japanese companies: 5.

Justify the connection between the system of factors affecting the business of foreign companies and the presence of political, economic and legal risks in the country. 6.

Answer the test questions.

The proverb “When in Rome, do as Romans do”, in Russian translation meaning “When you are in Rome, act like the Romans”, perfectly reflects the basic principle of international business. Countries with long-standing cultural and ethical traditions dictate their own rules of conduct, which managers of international companies cannot ignore. It is impossible to be successful in international markets without knowing the following aspects:

features of local consumer tastes, specifics of etiquette and protocol events;

specifics of body language and other non-verbal communications;

expressions of gratitude (gifts);

choice of speech style: slang, jokes or silence.

The following test will allow you to evaluate some

knowledge of business etiquette: 1.

Imagine yourself at a business meeting in one of the Arab countries of the Persian Gulf. You are offered a small cup of bitter coffee with cardamom. After filling your cup several times, you decide that you have enough coffee. What is the best way for you to refuse the next offered portion?

a) Place your palm on top of the cup when the coffee is finished.

b) Turn the empty cup upside down.

c) Hold the cup and turn your wrist from side to side. 2.

Please indicate the sequence of the need for punctuality at business meetings in the following countries:

b) Hong Kong.

c) Japan.

e) Morocco. 3.

Gifts are extremely common in Japanese society. If you receive a business gift in a small sealed package, what should you do?

a) Open it immediately and thank the giver.

b) Thank the giver and open it later.

c) Wait until it is opened for you. 4.

In which of the following countries is tipping considered an insult?

a) Great Britain.

b) Iceland.

c) Canada. 5.

How long is a normal working week in Saudi Arabia?

a) Monday - Friday.

b) Friday - Tuesday.

c) Saturday - Wednesday. 6.

You are at a business meeting in Seoul. In keeping with tradition, the name on the business card is listed in the following order: Park Chul Su. How should you contact your partner?

a) Mr Park.

b) Mr. Chul.

c) Mr Su. 7. Which of the following topics is common in all meetings in Latin American countries?

b) Religion.

c) Local politics.

d) Weather.

e) Travel. 8.

In many countries, when invited to visit, flowers are often used as a gift to the hosts. However, both the type and color of flowers can have different meanings. Select the countries where this gift can be regarded as a false step:

a) Brazil 1) Red roses.

b) France 2) Purple flowers.

c) Switzerland 3) Chrysanthemums. 9.

The use of which hand allows you to refuse or, conversely, take food in the countries of the Middle East?