We considered global cultural values (collectivism–individualism, power dis- tance, and

so on) in Chapter 5. :
● Power distance. Power distance describes the degree to which people in a country
accept that power in institutions and organizations is distributed unequally. A high rating
on power distance means that large inequalities of power and wealth exist and are
tolerated in the culture, as in a class or caste system that discourages upward mobility. A
low power distance rat- ing characterizes societies that stress equality and opportunity.

● Individualism versus collectivism. Individualism is the degree to which peo- ple

prefer to act as individuals rather than as members of groups and believe in individual
rights above all else. Collectivism emphasizes a tight social framework in which people
expect others in groups of which they are a part to look after them and protect them.

● Masculinity versus femininity. Hofstede’s construct of masculinity is the degree to

which the culture favors traditional masculine roles such as achievement, power, and
control, as opposed to viewing men and women as equals. A high masculinity rating
indicates the culture has separate roles for men and women, with men dominating the
society. A high femininity rating means the culture sees little differentiation between
male and fe- male roles and treats women as the equals of men in all respects.

● Uncertainty avoidance. The degree to which people in a country pre- fer structured
over unstructured situations defines their uncertainty avoidance. In cultures that score
high on uncertainty avoidance, people have an increased level of anxiety about
uncertainty and ambiguity and use laws and controls to reduce uncertainty. People in
cultures low on uncertainty avoidance are more accepting of ambiguity, are less rule ori-
ented, take more risks, and more readily accept change.

● Long-term versus short-term orientation. This newest addition to Hofstede’s typology

measures a society’s devotion to traditional values. People in a culture with long-term
orientation look to the future and value thrift, per- sistence, and tradition. In a short-
term orientation, people value the here and now; they accept change more readily and
don’t see commitments as impediments to change.

Here our focus is a bit narrower: how is or- ganizational culture affected by a
global context? Organizational culture is so powerful it often transcends national
boundaries. But that doesn’t mean orga- nizations should, or could, ignore local culture.
Organizational cultures often reflect national culture. The culture at AirAsia, a
Malaysian-based airline, emphasizes informal dress so as not to create status differences.
The carrier has lots of parties, participative management, and no private offices,
reflecting Malaysia’s relatively collectivistic culture. The culture of US Airways does not
reflect the same degree of informality. If US Airways were to set up operations in
Malaysia or merge with AirAsia, it would need to take these cultural differences into
account.

One of the primary things U.S. managers can do is to be culturally sensi- tive. The
United States is a dominant force in business and in culture—and with that influence
comes a reputation. “We are broadly seen throughout the world as arrogant people,
totally self-absorbed and loud,” says one U.S. execu- tive. Companies such as American
Airlines, Lowe’s, Novell, ExxonMobil, and Microsoft have implemented training
programs to sensitize their managers to cultural differences. Some ways in which U.S.
managers can be culturally sensi- tive include talking in a low tone of voice, speaking
slowly, listening more, and avoiding discussions of religion and politics. The
management of ethical behavior is one area where national culture can rub up against
corporate culture.68 U.S. managers endorse the supremacy of anonymous market forces
and implicitly or explicitly view profit maximization as a moral obligation for business
organizations. This worldview sees bribery, nepotism, and favoring personal contacts as
highly unethical. Any action that deviates from profit maximization may indicate that
inappropriate or corrupt behavior may be occurring. In contrast, managers in developing
economies are more likely to see ethical decisions as embedded in a social environment.
That means doing special favors for family and friends is not only appropriate but
possibly even an ethical responsibility. Managers in many nations also view capi- talism
skeptically and believe the interests of workers should be put on a par with the interests
of shareholders. U.S. employees are not the only ones who need to be culturally sensitive.
Three times a week, employees at the Canadian unit of Japanese videogame maker Koei
begin the day by standing next to their desks, facing their boss, and saying “Good
morning” in unison. Employees then deliver short speeches on topics that range from
corporate principles to 3D game engines. Koei also has employees punch a time clock
and asks women to serve tea to top execu- tive guests. Although these practices are
consistent with Koei’s culture, they do not fit Canadian culture very well. “It’s kind of
like school,” says one Canadian employee.

Pertanyaan :

1. Bagaimana keterkaitan antara global culture & organizational culture?

Global culture dapat mempengaruhi organizational culture karena budaya
organisasi dapat melampaui batas-batas negara. Namun, bukan berarti organisasi
harus, atau bisa, mengabaikan budaya lokal karena tiap perusahaan belum tentu
memiliki budaya yang seragam.
1) Budaya nasional mencerminkan nilai-nilai budaya yang lebih luas di
tingkat global.
Contoh : Perbedaan antara AirAsia (Malaysia) dan US Airways (Amerika
Serikat) mencerminkan perbedaan dalam orientasi kolektivis dan
individualis di tingkat nasional.
2) Program pelatihan mencerminkan respons terhadap budaya global yang
beragam.
Contoh : Budaya AS membuat program pelatihan untuk m
3) Perpindahan antar negara mencerminkan interaksi dengan berbagai
budaya di tingkat global. Perlunya beradaptasi menunjukkan bahwa
organisasi harus responsif terhadap keragaman budaya yang lebih luas.
Contoh : Praktik “mengucapkan selamat pagi” secara serempak di
perusahaan Jepang, belum tentu cocok di Kanada karena merasa seperti
bersekolah.
2. Berikan contoh budaya organisasi Perusahaan asing yang diadopsi oleh
Perusahaan di Indonesia! Misal budaya Jepang