OLEAD 410: Leadership in a Global Context

Cultural Leadership blog

Archives for October 2018

“Gave us back our businesses, got the English out.”

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I’m catching up this week. I have always been interested in Juan and Eva Peron. I’ve read lots of biographies and history books about them. Plus, who doesn’t love Evita? (The title of this blog comes from the song She’s a Diamond from the musical.) Juan Peron became president of Argentina in February of 1946, winning 56% of the popular vote. (Mc, Ghann, T., 2018) Peron came to power with a vision of industrialization and nationalization. (McGhann, T., 2018) Peron’s idea was to run the Argentinian economy somewhere between capitalism and communism. (McGhann, T., 2018) The centerpiece for Peron’s nationalist movement was to purchase all of the railroads in Argentina that were owned by foreign investors. Some of the investors were French, but the bulk of the investors were English. (Columbia University, 2018)

Peron knew that Argentina was in a good position to purchase the railroads. Argentina had remained neutral during World War II. None of Argentina’s abundant resources went to a war effort, plus Argentina accumulated a large foreign trade balance with Great Britain, totaling about $1.6 billion in 1946. (Columbia University, 2018) With the backing of most Argentinians, Peron purchased and nationalized the railroad in Argentina in March 1947 for $600 million. (Columbia University, 2018) This purchase nationalized 65% of Argentina’s rail lines. (Columbia University, 2018) In a proud spirit of nationalism, train cars were adorned with the Argentine flag. The railroad workforce grew by 60%. (Columbia University, 2018) Workers under Peron received a minimum wage, paid holidays, sick and maternity leave, disability pay, and low income housing. (Columbia University, 2018) Workers also had access to government owned resorts for very little money. (Columbia University, 2018) Students not only received a free education, they received paid time off during finals week. (Columbia University, 2018)

But things were not as good as they seemed. The railroads were in worse repair than Peron realized.  Most of the tracks had been laid prior to 1914. (Pahowka, G., 2005) By 1955, some trains were in such bad repair that they only ran at half the speed they should have. (Pahowka, G., 2005) As automobiles became more common, less people used the railroad and passenger travel stagnated. (Pahowka, G., 2005) The railroad was originally installed for $600, Peron bought it for $600 million, and by the early 1950’s it was estimated that the cost to update the nationalized railroad would be $1.2 billion. (Pahowka, G., 2005) The bulk of foreign reserves had been spent purchasing and running the railroad, leaving very little capital to update. (Pahowka, G., 2005) Peron had overmanned the workforce and offered too many social benefits. He put those loyal to him in charge of running the railroad operation instead of experienced businessmen. (Pahowka, G.,) Peron’s business model was completely upside down, it ruined the railroad, and had become a drain on government resources and the economy.

Inflation caused the cost of living to skyrocket under Peron. Under his leadership, inflation went from 3.6% in 1947, to 15.3% in 1948, to 23.2% by 1950. (Pahowka, G., 2005) The railroad union that had once put Peron in power turned on him and began to strike in 1950. (Pahowka, G., 2005) One striking worker, Arturo Echangue, said, “Peron has not done so much for the workers as he makes out that he has done…and insofar as wages are concerned, they may have gone up, but prices have gone up even faster, and so the worker is the loser.” (Pahowka, G., 2005) Any benefits the Argentine working class would have gotten from economic growth was thrown away on inflation. Peron pushed industrialization over agriculture. Agriculture was a huge source of export revenue for Argentina and the loss was huge. (Pahowka, G., 2005) Without agricultural export revenue, Peron was not able to maintain investment in industrialization and the railroad. (Pahowka, G., 2005) The Argentine economy suffered. In 1955 Peron was overthrown by the military. (Pahowka, G., 2005)

References

McGhann, T., (2018)  Juan Peron: President of Argentina. Retrieved October 20, 2018 from www.britannica.com.

Pahowka, G. (2005) A Railroad Debacle and Failed Economic Policies: Peron’s Argentina. Retrieved October 20, 2018 from www.cupola.gettysburg.edu.

The Legacy of Juan Peron. Retrieved on October 20, 2018 from www.columbia.edu.

 

Morals and Ethics over Performance

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Image result for sun tzu and moral leadership

Which is most important to you, moral leadership or performance management? “Most Western models only consider management preferences in the form of performance objectives, or decision criteria related to what management hopes to achieve in a specific situation,” (Moran, Abramson, & Moran, 2014, p. 423). Sun Tzu, a Chinese General, military strategist, writer and philosopher argued that moral leadership is the missing piece of the puzzle. He based this on six basic principles, which I want to utilize in my own transformational leadership as I work my way up the corporate ladder. Of the six principles, there are three that I feel I can improve on morally.

The first principle is to share my employees’ trials and difficulties, not just successes. This is where performance management comes into play. If employees are constantly told what they are doing best, how will they ever improve on their weaknesses? Performance reviews are a great technique to accomplish this particular task. If the manager lays out a specific game plan for the employee in which they can fix an area where they are struggling, as well as provide a time period to do so, the leader is morally focusing on the employee’s contribution to the company as well as what they need emotionally and mentally. Examples may include communication with colleagues or exhibiting one of Geert Hofstede’s dimensions of culture and practicing behaviors of collectivism rather than individualism. This is useful to employee’s in any organization.

The second principle I would want to work on internally is to lead with actions, not just with words. This is something I feel I have been becoming better at over the past two years. In my method of leadership, I like to lead by example. I work hard every day at work and encourage my colleagues to do the same through action, rather than telling them what to do. Leading with words is necessary in some situations, but if done too often, my colleagues could mistake that for me try to be a dictator rather than a team player.

The last of the six principles I feel is important to discuss, is to make my strategy drive the organization, not vice versa. What does this mean exactly? This also plays on the idea of synergy, where the collective effort of everyone on the team is more beneficial than the individual effort. If my business strategy is improving sales for example, I would put most of my focus on clienteling and improving customer service in the store. I would encourage my team leading through action with consistent communication with clients via face to face interaction, email, etc., to try and get to know them better on a personal level rather than just a professional level. This would show my team members that if we take the extra mile to learn about the individual we are working with, they are more willing to maintain trust in us and come back to work with us. Creating a strategy whether it be for marketing, sales, leadership, etc., it should ultimately drive the organization as a whole. This strategy could be utilized throughout the company, or be specific to one location depending on the team involved.

Moral leadership and performance management are interrelated. If you work on your internal skills, such as the way you treat people and “…put the needs and expectations of others ahead of your own, and be willing to sacrifice,” (Moran, Abramson, & Moran, 2014, p. 423), the rest will fall into place. If I work on getting to know my colleagues on a personal level, they will be more willing to work with me on operational tasks or team-oriented tasks.

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge.

Made in CHINA

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Made in China is something that almost every American has seen on some product that has been purchased. From electronics to clothing, products that are manufactured in China and exported to America are a plenty. And there is no sign of this slowing down.

So what is behind China’s power? What is the driving force? According to Moran, Abramson, & Moran, the Chinese people see themseves as the “center of the world”.  And for centuries, “[the Chinese] expected that all other peoples and nations would pay tribute to the Chinese and their unique culture.” (Moran, Abramson, & Moran, 2014) It would seem that China from the very beginning is destined to be a powerful nation.

These attributes provide the Chinese with a sense of nationalism. It would seem that having nationalistic tendencies would also give rise to a collectivism attitude. And that is reflected in the Individualism ranking compared to the rest of the world. China scores a 20 with the rest of the world averaging 45.17. This “indicates a more collectivistic culture.” (PSU OLEAD410, 2018)

There are, of course the other aspects of Hofstede’s six dimensions of culture that are worth mentioning to round out that picture. Below is a summary to provide an overview (PSU OLEAD410, 2018) and a comparison to the United States Scores (Hofstede’s Insights, 2018):

Dimension World Score Average China Score US Score
Power Distance 59.31 80 40
Uncertainty Avoidance 67.64 30 46
Masculinity 49.53 66 62
Long Term Orientation 45.48 87 26
Indulgence Versus Restraint 45.42 24 68
Individualism 45.17 20 91

 

With this information and the history regarding the Chinese, it is easy to see that when conducting business with China, United States leaders need to be aware of these cultural differences. Without the understanding US businesses cannot make inroads and penetrate the Chinese markets. An understanding of the history and the influences that govern how the Chinese think and act are paramount to successful business partnerships.

Another critical understanding is that the Chinese business students are taught current United States strategic planning.  This provides them with the understanding of how US business is generally conducted. The Chinese however, do not stop here. “Chinese students… are also taught ancient Chinese military strategic thinking that has been adapted to business situations.” (Moran, Abramson, & Moran, 2018)  Is it any wonder that China has become a world power so rapidly? Perhaps it is time for US business schools to broaden their curriculums to more that the Western strategies and equip our new leaders with more information to enable them to be successful.

If leaders in the United States want to create partnerships with China they will need to understand where their counterparts are coming from and where they want to go instead on think where we want to go. With their being such cultural differences between the US and China, it is paramount to success that both sides understand the other.

 

References:

Canvas learning management system. (2018). Retrieved October 29, 2018, from https://psu.instructure.com/courses/1942644/modules/items/24935431

Country Comparison. (2018). Retrieved October 28, 2018, from https://www.hofstede-insights.com/country-comparison/the-usa/

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences. London: Routledge.

Pofeldt, E. (2015, September 21). Why US manufacturers are taking jobs to China. Retrieved October 28, 2018, from https://www.cnbc.com/2015/09/21/why-us-manufacturers-are-nixing-the-us-for-china.html

World’s Richest Countries. (2018). Retrieved October 28, 2018, from http://www.worldsrichestcountries.com/top_us_imports.html

What Individualistic Qualities Contribute to Building a Global Super Power?

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A compression of China and India’s Individualism

When reading over Hofstede’s concept of Individualism for China and India I was not surprised to say but a little shocked to see the score of 20  and India to see 48. The scores before had been so close this was the first time no pun intended that they were more individual. Individual, in this case, means more collectivist vs. more independent cultures.

Chinas individualistic score of 20 represents a more collectivist culture. This comes as no surprise. China has been a global powerhouse for centuries dating back to their dynasties. They still are today and it’s because of this collectivist power. China is a modern day communist country, the citizens of China have little freedoms with modern luxuries like freedom on the internet being taken away daily. However at the risk of getting to political we will focus on broad subjects and comparisons.

India individualistic score of 48 puts it about the average of 45.27 lending to an ideal indecent culture. India is almost a free market economy minus power and railways. This allows people to create and sell their own goods without regulation. A vast difference from China where there is over regulation. India also has freedom of religion where the most popular religion is Hinduism, but citizens are free to practice any belief.

When researching these countries a question came to mind, with these two countries being so different how do they remain so powerful, which one is a better structure to ensure one is a global power player? One would think a hardworking collectivist culture as we see in China. But if that’s what’s best for the people? In India, individualism and freedom can also ensure power but is it too deregulated? The middle ground is the United States where many areas are regulated in the world of business but that’s it and we are still a global superpower but we are still very very young.

With all of that being said, our country still is growing and the USA is still very young. We look back on the history of these great nations to see what works best for the nation as a whole and what is best for those residing in it.

References

Country Comparison. (n.d.). Retrieved from https://www.hofstede-insights.com/country-comparison/india/

Zimmermann, K. A. (2017, July 20). Indian Culture: Traditions and Customs of India. Retrieved from https://www.livescience.com/28634-indian-culture.html

Chinese Culture, Tradition, and Customs. (n.d.). Retrieved from http://elements.science.psu.edu/psu-pku/student-resources/resources-for-penn-state-students/chinese-culture-tradition-and-customs

Moran, R. T., Ph. D., Abramson, N. R., Ph. D., & Moran, S. V., MA. (2014). Managing Cultural Differnces(Ninth ed.). New York, NY: Routledge.

 

Uncertainty Avoidance and the Japanese

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There are certain cultural traits that are different depending on where in the world you go.  These traits are developed and shaped by families, schools, and society as a whole.  One of those cultural traits is uncertainty avoidance, which is defined as “the extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these” (Hofstede, n.d.).  This ambiguity or fear of the unknown results in different levels of anxiety and stress which have shaped the way different countries interact with each other and others.

One of the traits we sometimes can observe with uncertainty avoidance,  is a countries refusal of anything that is new or unusual.  This refusal can be of any ideas, concepts, and situations that are out of the norm, along with different types of people,or  lifestyles. Countries that show these traits tend to stay away from possible conflicts while “balancing optimal stability with minimal risk”(Hancıoğlu,Doğan,Yıldırım, 2014).  These countries are also known as high uncertainty avoidance countries meaning that the extent to which they feel threatened by unknown situations is high which interweaves through out their society as a whole.

One of these countries with a high uncertainty avoidance is Japan. Japan scored a 92 in the Hofstede’s Cultural Dimensions Model,  leaving them as “one of the most uncertainty avoiding countries on earth”(Hofstede, n.d.). One of the major reasons for this is because Japan lives in constant fear of natural disasters like earthquakes, tsunamis, typhoons, and volcanic eruptions. Due to these fears and uncertainties, the Japanese have learned not only to prepare themselves for natural disasters but for any type of situation. It is said that the Japanese, “from cradle to grave”(Hofstede, n.d.) have a ritual and ceremony for everything.  From school opening and closing ceremonies, weddings, funerals, social events, and even the do’s and don’ts of how people should behave behave are written in etiquette books in great detail.

When conducting any form of  business with the Japanese, one must go into the situation knowing that it is going to be time consuming, since a lot of time and effort is taken on their part to study, assess, and work out all the details every step of the way.  Something as simple as a business meeting (to us) will often follow “elaborate procedures”(Katz, 2005) such as, taking a long time scrutinizing  little details , and ending the meeting with all “parties signing detailed protocols”(Katz, 2005) so that no one  leaves the room with any misunderstandings. Another Japanese business characteristic is in the presentation of proposals.   This is another lengthy process since the Japanese need the time to perform their own “investigation , risk assessment, and clarification”(Katz, 2005) before discussing what the next steps will be.  Even though this can be frustrating and even be seen as a weakness in a culture like ours, it shows a strong cultural characteristic which is that in order for them to be effective the Japanese “first strive to eliminate all uncertainties” (Katz,2005).

This strong characteristic,  has been a strength for Japan,  in that it has helped them to be a leader in all aspects when it comes to product quality.  Their attention to detail and strive for perfection has made them very successful and the top in their game. There was a time that when you heard the phrase “Made in Japan”,  it symbolized cheap and poorly made products.  Today that image has totally changed, and now when you hear it it stands for “excellent product quality and reliability (Katz, 2005). Japan is a great example on how an  Uncertainty Avoidance mentality can shape a society as a whole as it infiltrates throughout every aspect of their culture.  This definitely can be seen throughout the way they conduct themselves in their everyday lives as well as their business practices and work ethics.  The Japanese truly live out what they believe.  This strong cultural trait is seen in the fruit of their labor and is really simple when you think about it,  a risk you do not understand, and cannot manage, is a risk you cannot tolerate (Katz, 2005).

 

References

Country Comparison. (n.d.). Retrieved from https://www.hofstede-insights.com/country-comparison/japan/

Crossroads, L. (n.d.). Article:  On Avoiding Uncertainty. Retrieved from http://www.leadershipcrossroads.com/arti_oua.asp

Hancıoğlu, Y., Doğan, Ü B., & Yıldırım, Ş S. (2014). Relationship between Uncertainty Avoidance Culture, Entrepreneurial Activity and Economic Development. Procedia – Social and Behavioral Sciences, 150, 908-916. doi:10.1016/j.sbspro.2014.09.100

 

 

And What Do We Mean by That?

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When we talk about whether a culture is more masculine or feminine, my mind immediately wants to take on sexism. If I hear about a “masculine culture” I imagine women as veritable slave labor in their homes, and I imagine scenarios in which men do not do the most basic things for themselves, yet they are considered superior to their uterus-bearing counterparts. I want to ask questions like, “Why can’t he make dinner? Is he lacking thumbs?” and, “He can’t do the laundry? Why not? He can’t figure out how to work the machines?”

I recently attended a wedding, here in America. It was officiated by a pastor who told us – the guests, wedding party, bride and groom – that he was going to give us the secret to a happy marriage. I was sure he was going to talk about respect, communication, and love. Instead he told us ladies to “remember you were made second,” as he discussed the creation story in Genesis. He told a joke, then: “Men, one thing to remember. Always hold your wife’s hand. Keep her close. Because if you don’t . . . she’s going to go shopping!”

Sigh. I sat in that crowd, a female CEO, and I bit my tongue. I do like to go shopping . . . but now, having heard him speak, I’d never let that pastor know. Because, yeah, I like Pottery Barn and Nordstrom Rack, but I also run a sixty-year-old, statewide organization. I thank God every day my husband has thumbs, and knows how to use machines, because he rivals any professional chef in the kitchen. He’s a better cook than I am, even though I have the uterus. He keeps the laundry done for our family of seven, and it’s not because he’s lesser: he has a career, a Master’s Degree, and a full beard. He sees nothing wrong with pulling his weight in the home where he lives. I thank God every day I am married to a man who has never treated me as though the Genesis story means I should remember my place, because I was made second. (You know, in Genesis, all the animals were made before man . . . but I digress.)

There is proof all around us that sexism is alive and well all over the world, and even here in America, women feel the brunt of it on a regular basis. That wedding story is just one small illustration. When I hear a culture is “masculine” I will admit, my heckles go up. I have nothing against men – men in leadership, men in charge, men at the helm – as long as those men have nothing against women – women in leadership, women in charge, women at the helm. It appears we humans all have intelligence, capacity, ability, gifts, talents, drive, ambition, and something to give to the world and our fellow humans.

So when I read Hofstede’s definition of “Masculine” as it relates to culture, I was pretty surprised to know we weren’t talking about ratios of male to female leaders, or pay equity, or perceptions of women in the workplace, although those things matter A LOT. Hofstede (n.d.) says, “A high score (Masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational life. A low score (Feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A Feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (Masculine) or liking what you do (Feminine).”

I suppose we could still call this sexist. Masculine = competitive, driven by achievement and success, and Feminine = conforming (not standing out from the crowd), focusing on caring for others and quality of life. These definitions are inherently sexist, yes. BUT. But. When Hofstede says a culture is Masculine, that just means the culture is ambitious, and driven. If Hofstede says a culture is Feminine, that just means the culture is more focused on quality of life. So . . . I can appreciate that we’re looking at (stereotypical) perspectives that help identify an overall attitude, rather than boxes all females and all males must enter, and labels they must wear.

When I looked at two major nations in the East, India and China, and compared them with the United States, the Mother of all Western Nations, I was really surprised to see that the scores in the Masculine dimension were very close. On Hofstede’s Insights, the United States scored a 62, while India scored a 56 and China, a 66. The three very different nations were within a ten-point spread. All three are scored just over the middle, with a relative balance between the Masculine and Feminine.

I am guessing brides in China and India have to endure sexist jokes at their expense, and the assertion that they are lesser because of their anatomy. I wonder if husbands endure jokes and put downs if they do the laundry, or cook dinner, or run a vacuum, or have a wife who is a CEO. I hope not . . . I don’t wish those things on any brides, grooms, husbands, wives, on any women, men, or the young, developing women and men we’re raising. My daughter heard that nonsense from the pastor’s mouth at the wedding. No matter. We congratulated our friend, the bride, and had cake, and went home. Once there, I prepared materials for a board meeting. My daughter stripped off her pretty dress and put on jeans, and went outside to play basketball with her brothers.

We are each part of defining our culture, shaping it, choosing what we accept and what we reject. I am happy to see that China and India appear to be balancing Masculine and Feminine. Our score in America says we’re doing the same, and I see evidence of that every day in my home, and in my office . . . now if we can continue to see it grow as people become more educated, we will all benefit.

And for me, right now? I’m heading off to bed – the bed my husband made this morning – and tomorrow I’ll wake up and enjoy breakfast that he made. I will thank him solidly, because he is both my best friend and biggest champion. Maybe afterward, I’ll go do some shopping . . . don’t tell the pastor . . . I think he’ll take it as confirmation that he was right about women all along.

 

References

Hofstede, G. (n.d). Insights. Retrieved October 28, 2018 from https://www.hofstede-insights.com/country-comparison/china,india,the-usa/

Power Distance in China

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I’m going to be discussing Hofstede’s concept of Power Distance and how this theory is portrayed in China. According to Hofstede Insights (n. d.) China has a score of 80 on the Power Distance scale. This scale is the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. China’s score represents the concept that their society believes that inequalities amongst people are acceptable. According to Hofstede Insights (n. d.) the subordinate-superior relationship tends to be polarized and there is no defense against power abuse by superiors. This means that workers should not have aspirations beyond their rank. I find this interesting because I believe this is the opposite in the United States. In the United States, Power Distance is 40 (Hofstede Insights, n. d.). We mostly believe that everyone is equal along with there being many laws and regulations in place to make sure employers and organizations are not abusing their employees.

I believe that factories in China are a good representation of China’s score on the Power Distance scale. What I mean by this is that abuse in factories is not uncommon in China and many of the workers either have to deal with the abuse or will be without a job. According to Barboza (2008) some Chinese companies routinely shortchange their employees on wages, withhold health benefits and expose their workers to dangerous machinery and harmful chemicals, like lead, cadmium, and mercury. Workers are usually very poor whereas the companies that are paying for the goods they are producing are very wealthy such as Wal-Mart, Disney, and Dell (Barboza, 2008). China’s view on power distance is also demonstrated in factories by their management’s lack of honesty. According to Barboza (2008) these factories practice unfair labor procedures such as child labor, forcing employees to work 16-hour days on fast-moving assembly lines, and paying workers less than minimum wage. A study by the Shanghai Academy of Social Sciences revealed that factory workers lose or break about 40,000 fingers on the job every year (Barboza, 2008).

This is an image of a garment factory in Bangladesh after the building had collapsed (due to hazardous working conditions) and injured many workers in 2013.  

I believe that something that leaders in America need to remember when interacting with organizations from China is that Chinese leaders do not mind having inequality between the powerful and less powerful within their culture (Pennsylvania State University, 2018). If an organization from the United States is going to partner with an organization from China they need to make sure that employees at both companies are being treated fairly. Since the United States’ Power Distance score is 40, this means that Americans do not necessarily share this same view as the Chinese do. Companies that partner with Chinese organizations could really risk gaining a bad reputation if their partner company is abusing their workers. For example, in 2013 a factory building in Bangladesh collapsed and killed more than 1,000 workers. This was the deadliest disaster in the history of the garment industry (Yardley, 2013). Companies that were having their clothes made in this factory such as H&M, Wal-Mart, and Gap, pledged to improve the safety of workers in their factories (Abrams, 2016). Publicity about how organizations are not treating their workers fairly could result in a loss of profit for the American company due to customers perceiving them to be unethical.

Finally, I have a personal example of Power Distance that I have witnessed over the years. Part of my family is Chinese and so I have been able to experience the culture and values throughout my life. My mother’s brother married a Chinese woman and so whenever I would visit my uncle I would be able to interact with his wife’s family as well. Her family immigrated from China to the United States and so their culture is very much traditional Chinese but over the years they have incorporated more American values. From what I have seen is that they have a big power distance when it comes to the adults and their kids. Pretty much the adults have the only say when it comes to decision making. While in the majority of cultures parents make decisions for their kids, in Chinese culture there isn’t much consideration of what the kids want. What this shows is the same concept of how there is an inequality between those who are powerful and less powerful. My aunt’s brother and his wife (both from China) tell their kids what to do without caring about what their kids’ opinions/wants are, while in America it seems like parents take into consideration what their kids want and let them make more decisions on their own. Of course this isn’t the same as leaders in factory workers abusing their workers, but it shows that leaders or people with more authority in China and in the Chinese culture make decisions without regard to less powerful peoples’ opinions or regard.

Hofstede’s concept of Power Distance is very important to remember when doing business with people in China. Their views reflect the idea that there are some people who are powerful and some people who aren’t. Leaders shouldn’t be offended when Chinese leaders want a bureaucracy instead of an ambiguous social structure when doing business (Pennsylvania State University, 2018). In Chinese culture it is more acceptable to have someone in charge rather than multiple people equally in charge.

 

References

Abrams, Rachel. (2016). Retailers Like H&M and Walmart Fall Short of Pledges to Overseas Workers. New York Times. Retrieved from https://www.nytimes.com/2016/05/31/business/international/top-retailers-fall-short-of-commitments-to-overseas-workers.html

Barboza, David. (2008). In Chinese Factories, Lost Fingers and Low Pay. The New York Times. Retrieved from https://www.nytimes.com/2008/01/05/business/worldbusiness/05sweatshop.html

China. (n. d.). Hofstede Insights. Retrieved from https://www.hofstede-insights.com/country/china/

Pennsylvania State University World Campus (2018). OLEAD 410 Lesson 10: Asia: Focus on China and India. Retrieved from https://psu.instructure.com/courses/1942644/modules/items/24935431

United States. (n. d). Hofstede Insights. Retrieved from https://www.hofstede-insights.com/country-comparison/the-usa/

Yardley, Jim. (2013). Report on Deadly Factory Collapse in Bangladesh Finds Widespread Blame. The New York Times. Retrieved from https://www.nytimes.com/2013/05/23/world/asia/report-on-bangladesh-building-collapse-finds-widespread-blame.html?module=inline

Mexico-Mi Pais

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Central America is obviously the region of the world between North and South America.  It is comprised primarily of small nations and territories, many of which are islands in the Caribbean region of the Atlantic Ocean.  Like the rest of Latin American, it is primarily a Spanish-speaking region, but there are places that speak French and English (PSU WC, L.9, 2018). Mexico, a country located south of the United States and North of Central America, is known for its Pacific and Gulf of Mexico beaches and its diverse landscape of mountains, deserts, and jungles.  Ancient ruins such as Teotihuacan and the Mayan city of Chichen Itza are scattered throughout the country, as are Spanish colonial-era towns (google, nd). Unfortunately, Mexico has an ongoing, asymmetric conflict between the Mexican government and various drug trafficking syndicates.

Mexico is close and dear to me since my parent were born and raised in Leon, Mexico.  My parents migrated to the United States in the late 70’s and spent the next 12 years in Los Angeles, California.  At the age of 13, my entire family moved to Mexico and spent about 3 years living in Mexico City.  During my stay, I had the opportunity to experience the Mexican way of doing things.  In reviewing Hofstede’s six dimensions of culture, I could see how some of the scores were obtained since I experienced most of these cultural differences.

Culture Dimension Score
Power Distance 81
Uncertainty Avoidance 82
Individualism 30
Masculinity 69
Long-Term Orientation 24
Indulgence Versus Restraint 97

Of the six cultural dimensions, two of them stand out to me for personal reasons.  The first cultural dimension is power distance.  In this category, Mexico scored an 81.  This score is roughly 68% higher power distance than most countries around the globe.  This means that in comparison to about 2/3 of the world, the cultural norm in Mexico is to accept an unequal distribution of power (PSU WC, L.9, 2018).  I remember my dad being treated unfairly by superiors because they perceived him as a second-class person. My dad at the time worked with an organization where most of the employee had a college degree.  Because he lacked a degree others would talk down to him or exclude him from certain group activities. Having witnessed this type of behavior I was extremely upset and questioned my dad why he allowed this to happen.  His response was “That’s how things are.  We all have bosses who possess more authority and power than some of us.” His response shocked me, but I understood where he was coming from.

The second cultural dimension I experienced in Mexico was Masculinity.    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. Demonstrating your success, and being strong and fast, are seen as positive characteristics (mindtools, nd.). Mexico scored a 69 compared to the world average of 49.53 (PSU WC, L. 9, 2018).  Men are expected to assume roles in leadership whereas women typically work in administrative positions or non-authoritative roles. Similar to my dad, my mom also encountered challenges that prevented her from excelling at work.  In her case, she possessed a college degree along with other industry-specific certificates.  But because she was a “women”, she was never allowed to move into a leadership role.  Eventually, my mom gave up on her aspirations of assuming a leadership role and settled for a supervisor role within an administrative department.

It can be done…one woman at a time.

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After reading Hofstede’s five work-related values, in applicability to Indian culture, I found their concept of masculinity very intriguing. We have read how other cultures in Latin American countries are slowly opening their eyes to the idea of women becoming more involved in the workforce, with a decrease in gender inequality. In contrast, …” Indian culture values masculine assertiveness and traditionally consigns women into homemaker roles. Educated Indian women are now commonly found in business careers because of the cultural value placed on education, but are still expected to maintain traditional female roles,” (Moran, Abramson, & Moran, 2014, p. 378). Although there is nothing wrong with a woman taking on these traditional female roles, the expectation needs to dissolve.

As a society that is trying so hard to globalize the market to encourage women and men of all cultures to engage in the workplace and have an equal opportunity to move up the corporate ladder, this expectation becomes a barrier. When we are seen as equals, we are able to accomplish more than what is expected. For example, it is emphasized that there is a cultural value placed on education. This has a direct correlation with the success of a child’s future, including their own. Isn’t it important that women have the time of day to have a career while husbands switch the role? Even if it is impossible for the child to be taken care of because both parents are hypothetically at work, there is always the option of working from home as well! There is no excuse!

An article I read through extensive research, supports this very idea. “While it is mostly the husbands who are breadwinners, the women generally take care of the household activities, besides bearing and rearing children. However, due to widespread educational programs and improvement of educational facilities for girls, women nowadays are accepting jobs outside the home, and thus contributing financially to the family budget. Also, because of constant efforts in making women aware of their rights and the importance of their involvement in day-to-day family matters, the status of women has increased significantly. Due to all these measures, women nowadays actively participate not only in their family affairs, but also in social and political activities in the communities,” (factsanddetails.com). What kinds of activities you may ask? The Better India showcases 15 women who have worked hard to break the stereotype.

Mehvish Mushtaq created an application called ‘Dial Kashmir’, to ease everyday communication efforts in a region of India called Kashmir. “Kashmir had no yellow pages or dedicated websites with reliable information unlike other regions of India. This meant that people faced a lot of problems trying to track down contact numbers of different departments and services… It provides users detailed information such as addresses, phone numbers and email ids of various essential services and relevant governments in Kashmir. It is a one-stop source for information on healthcare, education, transport, the police and so many other sectors and meant that no one needs to spend time and tedious effort surfing through the internet pages’ official websites and directories,” (thebetterindia.com). Mehvish also wants to create her own software company that would provide employment opportunities, to implement change in India. Her, along with many other women could encourage other countries to step up and do something about this.

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge.

Altaf, S. (2013). Young Kashmiri girl makes an app to bring Kashmir on the fingertips. The Better India. Retrieved from https://www.thebetterindia.com/8726/young-kashmiri-girl-makes-app-bring-kashmir-fingertips/

Being Change Adaptive What North American and Latin American Business Could Learn From One Another

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Celebrating Business What We Can Learn From Latin America

I have always been drawn to Latin American culture, a culture that puts people first celebrates family, and lives in the moment. A saying comes to mind that I learned back when I was younger that applies greatly to this mindset “work to live, don’t live to work”.

Latin American business people put people first, they see their business like people. They treat people as family and focus on making the best of every situation and seek out the best in others. While here in America we are taught to live to work, eat sleep and breathe business. This works in our favor of course but it costs us our life.

Latin America has adopted the ideals of southern European culture, that seeks to savor the moment, perform their best, and remember people are people and to treat them as such. In Brazil, it is ill form to speak negatively about another business in public, while in America it can be seen as a power move. In Argentina, it is expected that everyone to dress their best for meetings, men in a three-piece suit and women in a skirt and heels, however back here in the U.S. luxury athleisure and casual Fridays have turned into the normal business attire. Latin America still holds business a formal discourse, while in America we have taken a more casual and liberal stance, however, there is still much both cultures could learn from one another. Not all business operations are ideal in Latin America, in Argentina, it is extremely rare to see women in a senior position. This is because she is still expected to be at home with her children. In America, women have taken a seat in almost every high ranking office, from CEO of digital powerhouses like Yahoo to Seats in the nations highest courts of law.

The northern and southern European influence is still evident today in American and Latin America. There are ideals that we can adopt from one another. In America, we can adopt the familial respect for one another, and Brazil and Argentina could adopt a more modern perspective on women in senior positions.

There is still room for growth and ideas we should adopt from both cultures and we are beginning to do so. In America we need to learn not to take ourselves so seriously and remember what matters at the end of the day is family and each other. While in Latin America hopefully one day women will be taken more seriously and have a seat in the high offices.

References:

Lustig, N. (2017, July 19). 4 Lessons U.S. Entrepreneurs Can Learn From Latin American Startup Culture. Retrieved from https://www.entrepreneur.com/article/297227

Warburton, K. (n.d.). Women in Business in Argentina. Retrieved from https://www.worldbusinessculture.com/country-profiles/argentina/culture/women-in-business/

Home. (n.d.). Retrieved from https://www.todaytranslations.com/doing-business-in-brazil

Dawson, F. (2014, July 31). Growing Entrepreneurship in Latin America. Retrieved from https://www.forbes.com/sites/freddiedawson/2014/07/31/growing-entrepreneurship-in-latin-america/#308a17091af9

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