-
第
4
章
文化价值观比较
Chapter 4
Comparing Cultural
Values
?
Contents of
Chapter Three
Comparing
Cultural Values
?
1. Cultural Values
?
1.1 Comparison
Between Chinese Values and Western Values
?
1.1.1
Differences in expressing gratitude
?
1.1.2
Differences in symbolization
?
1.1.3
Differences in attitudes toward women
?
1.2 Comparison
Between Chinese Values and American Values
?
1.2.1
Differences in friendship
?
1.2.2 Differences in time consciousness
?
1.2.3
Differences in conception of the self
?
1.2.4
Differences in approaches to tasks
?
1.2.5
Differences in social relationships
?
2. Cultural
Dimensions
?
2.1
A Brief Introduction of Influential Cultural
Patterns
?
2.2
Geert Hofstede and His Value Dimensions
?
2.2.1 A Brief
Introduction of Geert Hofstede
?
2.2.2 Geert
Hofstede’s Values Dimensions
?
2.2.2.1 Power
Distance
?
2.2.2.2 Individualism Versus
Collectivism
?
2.2.2.3 Masculinity Versus Femininity
?
2.2.2.4
Uncertainty Avoidance
?
2.3 Hall’s High
-Context and
Low-Context Cultures
?
2.3.1 High-Context Cultures
?
2.3.2 Low-
Context Cultures
?
2.4 Other
Dimensions
?
2.4.1 Formality Versus Informality
?
2.4.2 Time:
Polychronic Versus Monochronic
Warm-
up:
Read the following
sayings aloud, and think it over: what do they
mean to you?
?
Human beings draw close to one another
by their common nature, but habits and
customs keep them
apart.
性相近，习相远
--
论语
----
Confucian saying
God gave to
every people a cup, cup of clay, and from this cup
they drank life… They all
dipped in the
water, but their cups were different.
---- Ruth Benedict
上帝给了每个人一个杯子、
一杯粘土
，
并且人们从这个杯子里面啜饮人生
...
他们都是浸在水
里面的，
只是他们的杯子不一样而已
----
本尼
迪克特
al
Values
文化价值观
?
Groups,
societies, or cultures have values that are
largely shared by their members.
The
values identify those objects, conditions or
characteristics that members of the
society
consider
important;
that
is,
valuable.
In
the
United
States,
for
example,
values
might
include
material
comfort,
wealth,
competition,
individualism
or
religiosity(
笃信宗教
,
虔诚
) . The values of a
society can often be identified by noting
which people receive honor or respect.
In the US, for example, professional athletes
at the top levels in some sports are
honored (in the form of monetary payment) more
than
college
professors.
Surveys
show
that
voters
in
the
United
States
would
be
reluctant to elect an atheist as a
president, suggesting that belief in God is a
value.
?
Values are related to the
norms
of a culture, but they
are more global and abstract
than
norms. Norms are rules for behavior in specific
situations, while values identify
what
should
be
judged
as
good
or
evil.
Flying
the
national
flag
on
a
holiday
is
a
norm, but it reflects the
value of patriotism. Wearing dark clothing and
appearing
solemn
are
normative
behaviors
at
a
funeral.
In
certain
cultures
they
reflect
the
values
of
respect
and
support
of
friends
and
family.
Different
cultures
reflect
different values.
1.1 Comparison Between Chinese Values
and Western Values
中西价值观比较
?
1.1.1
Differences in expressing gratitude.
?
1.1.2
Differences in
symbolization(
象征，符号表现
)
?
1.1.3
Differences in attitudes toward women
“Elders First” Notion
China
“Ladies First”
Notion
Western Countries
?
1.2.1
Differences in friendship
?
1.2.2 Differences in time consciousness
1.2.3 Differences in conception of the
self
?
1.2.4
Differences in approaches to tasks
How
to classify different cultures?
Cultural patterns
Kluckhohn
and Strodtbeck’s
Value Orientation
Human
Nature
Man-nature
Time
Activity
Social
Relationship
Hof
stede’s Dimensions
Edward T Hall’s
of Cultural Variability
Context - Culture Theory
Individualism Vs
Collectivism
Uncertainty
Avoidance
Low-
Context
Power Distance
Masculinity Vs
Femininity
High-Context
Exhibit 1
2. Cultural
Dimensions
文化维度
?
2.2 Geert
Hofstede and His Value Dimensions
?
2.2.1 A Brief
Introduction
of Geert
Hofstede
2.2.1 A Brief Introduction of
Geert Hofstede
?
Gerard
Hendrik
Hofstede
(born
3
October
1928,)
is
an
influential
Dutch
organizational
sociologist,
who
studied
the
interactions
between
national
cultures
and
organizational
cultures
.
He
is
also
an
author
of
several
books
including
Culture's
Consequences
and
Cultures and Organizations, Software of
the Mind
, co-authored
with
his
son
Gert
Jan
Hofstede.
Hofstede's
study
demonstrated
that
there
are
national
and
regional cultural groupings that affect
the behavior of societies and organizations, and
that
these are persistent across time.
Model by G
.
Hofstede (1984)
?
Hofs
tede’s
work
was
one
of
the
earliest
attempts
to
use
extensive
statistical data
to examine cultural values.
?
During
the
1980s,
he
surveyed
over
a
hundred
thousand
workers
in
multinational organizations in forty
countries.
?
Each
country was assigned a rank of one through forty
in each category,
depending on how it
compared to the other country.
Hofstede’s Four Cultural Value
System
?
Individualism-
Collectivism
?
Uncertainty Avoidance
?
Power Distance
?
Masculinity-Femininity
2.
Cultural Dimensions
文化维度
?
2.2.2 Geert
Hofstede
’
s Value Dimensions
?
2.2.2.1 Power
Distance
?
权力距离
Definition:
Power
distance
is
the
degree
to
which
power
differences
are
expected
and
accepted by society.
2.2.2.1
Power Distance
权力距离
The Boss
and
Work
2.2.2.1 Power
Distance
?
①
Low Power Distance Culture
?
低权力距离文化
?
Low power
distance culture values horizontal relationships
where everyone is
on a level playing
field.
The Characteristics of Low Power
Distance Culture
?
The characteristics of low power
distance culture are basically reflected in the
following facets:
?
Ⅰ
.Decision-Making
?
Ⅱ
.Readiness to Complain
about Violation of Personal
Freedom
?
Ⅲ
.Sense of Equality
?
Ⅳ
.Informality
?
Ⅴ
.Authority
Figures
’
Proneness
?
to Admit
Mistakes
2.2.2.1 Power Distance
?
②
High Power Distance Culture
?
高权力距离文化
?
High
power
distance
culture
emphasizes
the
unequal
distribution
of
power in institutions and organizations
in a hierarchy of privilege.
?
A few people
have a lot of power; the vast majority has little.
?
The
characteristics of high power distance culture are
basically reflected in the
following
facets:
?
Ⅰ
. The Maintenance of High-
Status and Prestige
?
Ⅱ
.Formality
?
Ⅲ
.Deference
?
Ⅳ
.
Authority Figures
’
Reluctance to Admit Mistakes
?
Case Analysis:
High and Low Power Distance Cultures
?
Different
power
distance
orientations
manifest
themselves
in
interaction.
In
the dialogue below, Jim Neuman is a
U.S. high school exchange student in
Guatemala(
危
地马拉
).
Coming from a lower power distance culture, Jim is
accustomed to interacting
with
his
teachers.
Raising
one
’
s
hand
in
a
U.S.
classroom
is
not
only
acceptable,
but
encouraged.
In
Guatemala,
a
higher
power
distance
culture,
the
classroom
is
teacher-centered. In Mr.
Gutierrez
’
s classroom, there
is to be strict order. Teachers are to
be treated with deference.
?
Mr.
Gutierrez:
This
morning
I
will
be
discussing
some
points
about
Guatemala
’
s
geography. Guatemala is the northernmost country
of Central America (Jim
Neuman
raises
his
hand).
To
the
north
it
borders
the
countries
of
El
Salvador
and
Honduras.
To
the
west,
its
natural
border
is
the
Pacific
Ocean.
In
the
east
is
another
natural border, the
Atlantic Ocean, as well as the country of Belize.
?
Jim
Neuman: (Raising his hand and waving it slightly).
Mr. Gutierrez?
?
Mr. Gutierrez: Guatemala is called the
“
Land of the Eternal
Spring.
”
There
are
all
of
the
same
kinds
of
natural
land
forms
as
in
Mexico,
but
are
…
(Jim
Neuman
interrupts)
?
Jim Neuman: Mr. Gutierrez, I have a
question.
?
Mr. Gutierrez: Jim, stop interrupting,
please.
?
Jim
Neuman: May I ask a question?
?
Mr. Gutierrez:
No! If you continue to disobey, I will punish you!
Be quiet!
Country
Region
Argentina
Australia
Austria
Belgium
Brazil
Canada
Chile
Colombia
Denmark
Finland
France
Germany
Great
Britain
Greece
Hong Kong
India
Iran
Ireland
Israel
Italy
or
Ranking
＊
25
29
40
12
7
27
15
10
38
33
9
30
31
17
8
4
18
36
39
23
Country
Region
Japan
Mexico
Netherlands
New
Zealand
Norway
Pakistan
Peru
Philippines
Portugal
Singapore
South
Africa
Spain
Sweden
Switzerland
Taiwan
Thailand
Turkey
U.S.A
Venezuela
Yugoslavia
or
Ranking
＊
22
2
28
37
34
21
13
1
16
6
24
20
35
32
19
14
11
26
3
5
＊
A
low
score
means
the
country
can
be
classified
as
one
that
prefers
a
high
power
distance; a high score is associated
with cultures that prefer a low power distance.
Source:
Adapted
from
Geert
Hofstede,
Culture
’
s
Consequences:
International
Differences in Work-Related
V
alues
?
①
Individualistic
Culture
个人主义文化
God
helps those who help themselves.
(Benjamin Franklin) (self-reliance)
Pull
yourself
up
by
your
own
bootstraps(
长统靴的拔靴带
).
靠自己的努力出
人头地
Do your own thing. (Independence)
The squeaky wheel gets the grease.
(Individual Expression)
A
man
’
s home is his castle.
(Privacy)
?
In
cultures that tend toward individualism, an “I”
consciousness prevails:
?
⑴
competition rather than
cooperation is encouraged;
?
⑵
personal goals take
precedence over group goals;
?
⑶
people
tend
not
to
be
emotionally
dependent
on
organizations
and
institutions;
?
⑷
every individual has the
right to his or her private property, thoughts,
and opinions.
?
Case study:
At
the
negotiating
table,
differences
in
this
dimension
can
clearly
cause
serious conflict. Americans too often
expect their Japanese counterparts to make
decisions
right at the negotiating
table, and the Japanese are constantly surprised
to find individual
members
of
the
American
team
promoting
their
own
positions,
decisions,
and
ideas,
sometimes openly contradicting one
another.
America
—
individualism
Japan
—
collectivism
?
②
Collectivistic
Culture
集体主义文化
?
Collectivistic
culture places greater emphasis on
?
⑴
the
views,
needs,
and
goals
of
the
in-group(
内部集团
)
rather
than
oneself;
?
⑵
social norms and duty
defined by the in-group rather behavior to get
pleasure;
?
⑶
beliefs shared with the in-
group rather than beliefs that distinguish self
from in-group;
?
⑷
great readiness to
cooperate with in-group members.
The
Nail that sticks up will be pounded down.
(Japanese Proverb)
突出来的钉子会被敲下去。
< br>（日本谚语）
It is the duck
that squawks that gets shot.
叫得最大声的鸭子最先
被打下去。
（日本谚语）
枪打出头鸟。
（中国谚语）
The highest
blade(
叶片
) of grass is always
the first to be cut.
(
长得最高的一片草叶总
是最先被剪掉。
)
(
前苏联谚语
)
?
C
ase
One:
?
O
ne
British
consultant
visiting
a
small
family-
owned
Saudi
Arabian
manufacturer investigating the
possibility of becoming a public company was both
impressed
and
exasperated
by
the
family
’
s
devotion
to
the
business
’
s
loyal
employees.
?
“
The
company’s
ownership
faced
some
hard
choices
if
they
wanted
to
go
public
and
tap
into
overseas
capital,
”
the
consultant
said.
“
The
workforce
was
terribly
bloated(
膨胀的，傲慢的
) and
inefficient. Output and revenue per employee
was
embarrassingly
low.
When
I
explained
this
situation
to
the
owners,
they
only
shrugged.
“
There
is not much we can do. Most of our employees have
been here for
many
years
，
’
they
said.
”
?
“
They
balked at
(
畏缩，
回避
) the idea
of layoffs and firings. Their solution: cut
pay across the board and reduce
everybody
’
s hours. The
workers understood. No
one
complained
and
many
even
thanked
the
owners
for
saving
their
jobs.
I
was
stunned. I mean could you imagine that
sort of idea flying with a German union or
an American
manufacturer?
”
?
T
he
lesson
learned:
when
dealing
in
a
highly
collectivized
culture
it
may
be
wiser to trim the pay of all workers in
a downturn rather than lay off individuals.
The
workers
themselves
may
actually
want
it
that
way.
The
case
is
an
excellent
example
of
how
a
different
cultural
mind-set
can
present
creative
solutions
to
universal business problems.
?
C
ase Two:
?
I
n
the
following
exchange,
Mr.
Patterson,
an
American
manager working
in
Korea,
is
meeting
with
his
supervisor,
Mr.
Wyman,
who
is
also
American.
The
United
States
is
considered
an
individualistic
culture
whereas
Korea
is
considered
collectivistic.
In
this
scenario,
Mr.
Patterson
reports
to
Mr.
Wyman
about
some
changes he has made within several of
his sales teams. Later, Park Young Sam, their
Korean counterpart, enters into the
dialogue.
?
M
r.
Patterson:
Good
morning
Mr.
Wyman,
thanks
for
meeting with
me
this
morning. As you know,
our division has been doing very well this
quarter. In fact,
our numbers are up
across the board.
?
M
r.
Wyman: Yes,
I’ve seen your quarterly
reports. Nice job!
?
M
r.
Patterson: Thanks. In order to recognize their
hard work, I’ve made some
changes in
our sales teams. I’ve created team leaders in each
group. In our product
group,
I
promoted
Lee
Y
oung-sam.
In
the
marketing
group,
I
promoted
Chun
Tae-woo, and in the
technology group, I promoted Choi Mino. All of
them have been
real leaders. I think
this idea will really motivate them. In fact, I
met with the groups
individually and
announced the promotions.
?
M
r.
Wyman:
Good
j
ob,
Patterson.
I
can
see
you’re
really
on
top
of
things.
Good work.
?
T
wo
Months
Later
Mr.
Patterson,
Mr.
Wyman,
and
Park
Young
Sam,
a
Korean
manager,
are
discussing
the
poor
performance
of
Mr.
Patterson’s
sales
teams.
?
M
r.
Wyman:
Well,
just
look
at
these
dismal
results.
The
numbers
for
this
quarter are way down
from last quarter. What’s happened?
?
M
r.
Patterson: I don’t know. Ever since I introduced
the team leader concept
the groups’
productivity has really plummeted. I thought it
was a great idea. I guess
I chose the
wrong people to lead the teams. I’ll assign new
leaders tomorrow.
?
P
ark
Young
Sam:
Well
…
you
may
select
new
leaders
if
you
desire,
but
the
men you chose were all very capable.
However, by elevating them you made them
stand out and disrupted the harmony of
each group. In Korea, we all work hard for
the group … not just one person.
?
M
r. Patterson: I guess I
should have just left things as they were.
Country
Region
Argentina
Australia
Austria
Belgium
Brazil
Canada
Chile
Colombia
Denmark
Finland
France
Germany
or
Ranking
＊
23
2
18
8
25
4
33
39
9
17
11
15
3
27
32
21
24
12
19
7
Country
Region
Japan
Mexico
Netherlands
or
Ranking
＊
22
29
5
6
13
38
37
28
30
34
16
20
10
14
36
35
26
1
40
31
New Zealand
Norway
Pakistan
Peru
Philippines
Portugal
Singapore
South Africa
Spain
Sweden
Switzerland
Taiwan
Thailand
Turkey
U.S.A
Venezuela
Yugoslavia
Great Britain
Greece
Hong Kong
India
Iran
Ireland
Israel
Italy
＊
A
high
score
means
the
country
can
be
classified
as
collective;
a
lower
score
is
associated with cultures that promote
individualism.
Source:
Adapted
from
Geert
Hofstede,
Culture
’
s
Consequences:
International
Differences in Work-Related
V
alues
?
①
Masculine
Culture
男性气质文化
?
Masculinity
is
the
extent
to
which
the
dominant
values
in
a
society
are
male oriented and is
associated with such behaviors as ambition,
differentiated sex
roles, achievement,
the acquisition of money, and signs of manliness.
?
C
ase Study:
?
J
ane, an American, had a
very good Japanese friend Suki living in Japan.
Suki
was a talented designer working
for a famous company. Suki decided to get married
and
invited
Jane
to
her
wedding.
Thus,
Jane
flew
to
Japan
to
her
wedding.
Suki
wanted
to
introduce
her
fiancé
to
Jane,
so
they
all
had
dinner
together.
During
dinner, they began a
plea
sant conversation, and Suki’s
fiancé was nice and polite to
Jane.
Then
Suki
told
Jane
that
she
would
quit
her
job
and
be
a
housewife
after
marriage. Jane was surprised. She told
Suki that she should not waste her talent and
that
she
still
should
continue
to
work
even
after
marriage.
Suki
said
that
as
a
housewife
she would be very busy and that there would be no
time for work. Besides,
they
had
decided
to
have
a
baby,
and
this
would
increase
the
workload
for
Suki.
Jane suggested that
Suki could share the housework with her husband so
she could
have
time
to
develop
her
career.
Suki
seemed
embarrassed,
while
her
fiancé
remained
silent
for
the
rest
of
the
evening.
Jane
felt
that
his
attitude
toward
her
became cold.
?
W
hy
there was a change in the attitude of
Suki’
s fiancé
toward Jane?
?
F
eminine
culture
stresses
caring(
关
心
人
的
，
体
贴
人
的
)
and
nurturing
behavior. A female
world view maintains that men need not be assertiv
e(
坚定自信
的；坚决主张的
) and that they can assume nurturing
roles; it also promotes sexual
equality
and holds that people and the environment are
important. Gender roles in
feminine
societies
are
more
fluid
than
in
masculine societies.
Interdependence and
androgyn
ous(
兼具两性的
)
behavior
are
the
ideal,
and
people
sympathize
with
the
unfortunate.
Country
Region
Argentina
Australia
Austria
Belgium
Brazil
Canada
Chile
Colombia
Denmark
Finland
France
Germany
Great Britain
Greece
Hong Kong
India
Iran
Ireland
Israel
Italy
or
Ranking
＊
18
14
2
20
23
21
34
11
37
35
29
9
8
16
17
19
28
7
25
4
Country
Region
Japan
Mexico
Netherlands
New Zealand
Norway
Pakistan
Peru
Philippines
Portugal
Singapore
South Africa
Spain
Sweden
Switzerland
Taiwan
Thailand
Turkey
U.S.A
Venezuela
Yugoslavia
or
Ranking
＊
1
6
38
15
39
22
31
10
33
24
12
30
40
5
27
32
26
13
3
36
＊
A high score means the
country can be classified as one that favors
feminine traits; a
lower score is
associated with cultures that prefer masculine
traits.
Source:
Adapted
from
Geert
Hofstede,
Culture
’
s
Consequences:
International
Differences in Work-Related
V
alues
2.2.2.4 Uncertainty
Avoidance
不确定性规避
“The
future
is
called
‘perhaps’,
which
is
the
only
possible
thing
to
call
the
future.
”
American
playwright Tennessee Williams