In this discussion we will be looking at three of the Six Dimensions model of national culture by Geert Hofstede between Mexico and its neighboring regions such as; the United States of America, Central and South America.  As Mexico more closely resembles its Southern regional partners, it is considered to be part of Latin America rather than North America (Pennsylvania State University, 2016).

In looking at Mexico and the Hofstede Power Distance Model, it means the higher the country scores the higher the chance that people will accept the difference in an unequal distribution of power.  They understand their place on the power scale and have realized that they don’t have the power to change their lot in life.  Conversely, a country with a lower score on the Power Distance Model will not accept someone or something that tries to determine their lot in life and will work and do whatever it takes to change their circumstances. They believe they have an equal right to succeed just as the people in power have.  For example, the world average is 59.31 with a standard deviation of 21.25.  As Mexico scored an 81 it is more than one standard deviation away from the world average.  This means that they are comfortable with those in power having more power and luxury in life while the lower class suffers and does without.  In fact, Mexico is more compliant than its Latin American cousins as Central America scored a 63.83 and South America a 68.56. In contrast, North America scored a 44.33 which means that they are uncomfortable with a difference between power and no power and have a tendency to believe that the average citizen is on par with their elected leaders.  (Pennsylvania State University, 2016).

Mexico and all of Latin America scored higher on the Avoidance scale and have a natural tendency to avoid vague circumstances. Whereas North America has a lower than average index on the Uncertainty Avoidance table.  The average score for Latin America is 79.28 where the mean global average is 67.64 and North America is 51.33.  This demonstrates Latin America’s uncertainty in doing things a new way as it may buck up against their notion of their being only one way of doing things. Whereas, North Americans are much more flexible in their thoughts and ways of going about life (Pennsylvania State University, 2016). Mexico and the balance of Latin America is more distrustful and uncertain which may be why it takes longer to close a business transaction in Mexico than in North America as it is slower to earn their trust and confidence that you will do what you said you will do (Hofstede 2016).

On Hofstede’s Individualism scale, Mexico prefers to work in groups for the betterment of their family or place in society than for the benefit of the individual. Whereas North Americans are more likely to work on their own for their own benefit and not the benefit of the group (Hofstede 2016) Mexico has a score of 30 where Central America is 17.67 and South America 26.56 putting Mexico much closer to its Latin American peer group than North America which scored 81.33 (Pennsylvania State University, 2016).

In reviewing these three dimensions, as a whole, Mexico while being part of the North American continent, resembles the other Latin American regions much more closely than they do the United States or Canada.  As a whole they accept their lot in life and perhaps because they feel unequal to their economic or political elite they bind themselves together in order to create a synergy that achieves more done as a group than they could ever accomplish on their own.  Moreover, their distrust of the political elite and newcomers is derived from the living conditions between the haves and the have nots. They have had the boot of the elite on their neck so long, that they are weary and cautious of those coming in and making promises that cannot be kept.

 

The Pennsylvania State University. (2016). OLEAD 410 Leadership in a Global Context. Retrieved from: https://psu.instructure.com/courses/1802572/modules/items/21179111

 

Hofstede, G., and G. J. Hofstede. “The 6 Dimensions Model of National Culture by Geert Hofstede.” The Six Dimensions Model of National Culture. http://geerthofstede.com/, n.d. Web. 23 Oct. 2016.

 

In paraphrasing Managing Cultural Differences (2014), communication across countries, languages, religious beliefs, genders and time zones is difficult and requires a special set of behaviors to be done so effectively. Over the last three years, a white, Anglo-Saxon, Christian, Female has built a solid business relationship with a Muslim, Male who lives in Malaysia. So, how is it possible that two people from such divergent backgrounds are able to go from “Hello” to a trusted business partnership?

It began by checking out each others pedigree.  Did they really have what they said they had? Could they do what they said they could do?  Are they who they say they are and do they really know the people with power or are they just another also-ran?

As all of our negotiations and conversations have been held over FaceTime at 9 AM EST and 9PM EST as Malaysia is 12 hours ahead of the US East Coast. The key to growing our understanding and respect for each other has been utilizing active listening, Managing Cultural Differences (2014).  At first, I was unsure of his English as I certainly did not speak Malaysian.  After he spoke, I would repeat what I thought I heard and then add the meaning behind what I thought I heard him say and vice a versa.  Once we had a common understanding of language, we were able to take our positive attitude toward one another and begin to trust each another.

Over the next year and a half, the process of closing our transaction slowed and there were times of testing as to whether I was telling the truth or speaking like any other broker as opposed to a principal in a transaction.  This caused me to have some hard conversations with him about the status of the market and what was a realistic time-frame for the conclusion of one of our ventures. It was however, through this testing that he knew he could trust me to always tell him the truth and not fill his ears with “broker talk.”  This cemented our business friendship.

Now, I am his first choice to do business with and unless I cannot meat the criteria or the deadline, he will choose to work exclusively with me and my team. I look forward to the day that I am able to meet him face to face and walk through Malaysia with my head uncovered and under his protection as a businesswoman and treated with the respect of my profession and not my gender.

It is with respect, humility, honesty and hard work that one can successfully communicate with an individual or group from a divergent culture.  It is the foundation that has been laid down properly, that gives you permission to negotiate. This allows you to look forward to a long and prosperous business relationship.

 

Moran, R. T., Phd., Abramson, N. R., Phd., & Moran, S. V., MA. (2014). Managing Cultural Differences (9th ed.). New York, NY: Routledge.

 

 

 

 

Growing up in Houston, Texas, I saw the mechanisms of Ethnocentrism hard at work.  Ethnocentrism is loosely defined as my people are better than your people.[1]  Which can best be seen on bumper stickers in Texas stating “Texas Secede” or in Alaska, “Alaska and the Lower 48” and I even saw it between Houston and Dallas with the pride of the football teams and oil or no oil.  It may have looked like JR had oil in the TV show Dallas, but oil is synonymous with Houston. Which is why our football team was named the Houston Oilers! While this is Ethnocentrism at its finest, these were also our values and our culture. [2](PSU)

From Houston I moved to Naval Air Station Adak, AK.  Adak was the second to last populated island in the Aleutian Chain; approximately 3 hours by plane from Anchorage to Adak and halfway between Seattle and Tokyo. When I deplaned, I walked down a flight of stairs onto the tarmac and not onto a jet way that lead to marble floors.  Then I did a big circle and did not see a single building over two stories tall. Gone were my beautiful skyscrapers with nothing to replace them with but huge mountains as far as the eye could see.  I was scared and it was then I really knew I wasn’t in Houston anymore. It was shortly thereafter that my ego ran right straight into the US Navy, an entity with a culture all of its own.  They told me who I could make friends with, they spoke a funny language made up of acronyms and to make things worse, it was freezing cold outside.  The wind never ever stopped blowing! In fact, Adak was knick named “The Birthplace of the Winds.”

It was while in Adak and Anchorage that I found that Alaskans had a similar pride and Ethnocentrism as Texans.  For real Texans nothing else exists.  For Alaskans it’s Alaska and the Lower 48. Roughly translated, we’re up here and they are down there. Then I realized that Alaska is probably 50% Texan because what is in Alaska?  Oil! They also took a special pride in being able to work in any kind of weather.  Weather that stops major city’s from working in the Lower 48, was a mere trifle in Alaska. Not only did they work, their children went to school. That’s how tough Alaskan’s are. This is Ethnocentric pride as well.

From Alaska, we were relocated to Omaha, NE, then to Jacksonville Beach FL, where I spent two years on the beach.  We then moved up to Washington D.C. where at a networking event I called someone “dude” and then said something was “cool”, Goodness did they stare at me.  I needed to shake off the sand and do what people in D.C. do, get involved with politics.  After D.C. was our first move down to Atlanta, GA.  Over the course of 15 years, I grew to love each place we were transferred to and began looking forward to the new things that this culture and set of values would bring to me.  I finally realized that it wasn’t Texas and no place else but Texas and every place else.[3] (PSU)  It had taken all of the living, raising of children and reaching out to new friends that each place became home. Then, when it was time to leave, it was with sadness in my heart for I had come to love the people, their customs and what their traditions brought.

Now I call Atlanta, Georgia home and am so proud to be a “Georgia Peach.”  It took a long time for me to be able to call Atlanta home.  Ethnocentricity had been removed from me[4] (PSU) but now as I look over my life, I feel it creeping back into my heart, in Georgia.

[1] Drever, H. E. (1952). Hammonsworth, Middlesex: Penguin.

[2] OLEAD 410: Leadership in a Global Context. (n.d.). Retrieved August 30, 2016, from https://psu.instructure.com/courses/1802572/discussion_topics/11373476?module_item_id=21179057

[3] OLEAD 410: Leadership in a Global Context. (n.d.). Retrieved August 30, 2016, from https://psu.instructure.com/courses/1802572/discussion_topics/11373476?module_item_id=21179057

 

 

Recognizing the “Differences Between Groups” is a method of examination that may be utilized to identify the differentiations in cultures between gender groups inside corporations or even countries.[1] With the recognition of dissimilarities in mind and the careful respect of them as you assemble, business meetings will be more successful by building partnerships with companies from other cultures based upon understanding and not stereo-types. In fact, when understanding begins, consideration builds which may lead to the creation of consensus that have the potential of opening doors to new international business sectors.

In pondering on the “Differences Between Groups”, I was reminded of a business fact finding trip that I took to Tel Aviv, Israel. Naturally, I was uncertain of what to expect when I arrived.  While on the plane, this gruff Israeli gentleman sat next to me.  After I asked him to teach me some common phrases that I should use while in Israel, the gruffness disappeared and the teacher emerged.  After the teacher, came the financial advisor, followed by the philosopher. It was a terrific flight and one that began to give me insights into the differences between American and Israeli cultures.  Paraphrasing the University of Winnipeg[2], this was a wonderful example of the “Israeli Sabra or prickly pair mentality of tough on the outside and soft of the inside.”

Other differences between our two cultures are, Americans like space and shaking hands while Israelis hug and slap backs and have no understanding of an American’s need for personal space.  According to the “Israel News Agency”[3] they view our need for space and shaking of hands as artificial and fake.  Also, where we view their directness as harsh and rude they see it as merely getting to the heart of the matter.

Additionally, while there, my host kept telling me about his relationship with this business owner or that vendor.  His emotional need to introduce me to his business associates was real. It was necessary for him to give me insight into his business reach, reputation and ability to sway decisions in his favor.  Israeli’s are inclined to do business based on emotion where American’s choose to be a bit more methodical and logical in their decision making[4].

The “Diversity Between Groups is something to be welcomed as each culture brings another strength to the table and once understood, strong alliances can be formed and new business sectors opened up for future top line growth and the opportunity for potential profits.

[1] Chapter 1. (2014). In Managing Cultural Differences (9th ed.). Routledge.

[2] Cultural Differences. (n.d.). Retrieved August 25, 2016, from http://ion.uwinnipeg.ca/~aappel1/iscultur.html

[3] The Cross-Cultural Do’s And Don’ts Between Israel And US. (n.d.). Retrieved August 25, 2016, from http://israelnewsagency.com/crossculturaltipsdosdontsdoingbusinessisraelus489051207.html

[4] Cultural Differences. (n.d.). Retrieved August 25, 2016, from http://ion.uwinnipeg.ca/~aappel1/iscultur.html

 

 

Hello Classmates,

My name is Barbara Faerber and I live in beautiful Atlanta, GA.  My husband and I have five children and 3 granddaughters. They are all the light of our life and we are ever blessed by them.  All of my interests are surrounded by faith, family, school and business.

Currently, I am a full-time student majoring in Organizational Leadership with a minor in Labor and Employee Relations.  Additionally, I have the wonderful opportunity to advise my husband on business strategies, solutions and the character of the people he is working with.  This is fun because as an International CPA, his business is truly global.  We start the day in the Far East and end in California.  There can be 5 people from all different time zones with different agendas on a call and the joy is ferreting out who really wants to close the deal and move it forward and who just wants to act like they want to get things done.

Over the years I have held positions from a Senior Sales Representative, District Sales Manager, to President and Member of the Board of Directors. My experience has primarily been in the printing sector which has given me the wonderful advantage of crafting solution based proposals for our customers while also living within the constraints of the company’s production and manufacturing schedules.

Looking to graduate in the Spring of 2018, or sooner, I will be seeking a senior leadership position within a growth sector that would allow me to work on their consolidation team after they have completed an M&A; as I would like to establish the new employment levels, training methods, and build a solid rapport and working relationships between the teams of the recent acquisitions.

There are so many leadership quotes that inspire me but there is only one that has stayed with me over the years of fantastic success and failure.  It is by Teddy Roosevelt, “It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better.  The credit belongs to the man who is actually in the arena,  whose face is marred by dust and sweat and blood; who strives valiantly; who errs who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

Thank you for allowing me the opportunity to share myself with you.  I look forward to learning about the rest of the class and wish you all a great semester!