Answer the questions. You come from a universalist culture, but you live and work in a particularist one

Situation 3

You come from a universalist culture, but you live and work in a particularist one. You have been asked to fill a vacancy in the division you manage, and you have been reviewing the qualifications of various candidates. You intend to select Mr. Chu, a man who has worked his way up through the organization. He scores the highest on all the criteria against which the candi­dates are being measured, namely, education, work experience, technical skills, and knowledge of the job and the organization.

You are surprised and disappointed to learn that your boss, who gives final approval, wants to hire the nephew of a certain well-connected family who may be in a position to steer a large government contract to your company. You believe this is very unfair with respect to Mr. Chu and that it is not good in the long run for the company to hire someone who does not have the skills to do the job. What do you do?

1. Why do you think your boss behaved this way?

2. Would you say anything to your boss in such a situation or prefer to keep silence?

3. What do you think about match-making? What are the advantages and disadvantages of this strategy?

4. What would you prefer – to hire Mr. Chu and make him responsible for the contract involved or not to interfere in this process?

Part 3. One of the most important and frequently troublesome work-related cultural differences involves the phenomenon known as power distance. The significance of power distance actually extends well beyond the workplace, having as its focus the attitude of a society toward inequality—how cultures deal with distinctions between people in their access to power and their level of status—but it manifests especially strongly in work-place relations. In its most conspicuous manifestation, it determines the proper role of managers and subordinates and thenature of their interactions. Brief descriptions of the two poles of this concept, high and low power distance, are given below.

High Power Distance: These cultures accept that in­equalities in power and status are natural or existen­tial. People accept that some among them will have more power and influence than others, in the same way they accept that some people are taller than oth­ers. Those with power tend to emphasize it, to hold it close and not delegate or share it, and to distinguish themselves as much as possible from those who do not have power. They are, however, expected to ac­cept the responsibilities that go with power, espe­cially that of looking after those beneath them. Subordinates are not expected to take initiative and are closely supervised.

Low Power Distance: People in these cultures see inequalities in power and status as man-made and largely artificial; it is not natural, though it may be conve­nient, that some people have power over others. Those with power, therefore, tend to deemphasize it, to minimize the differences between themselves and subordinates, and to delegate and share power to the extent possible. Subordinates are rewarded for taking initiative and do not like close supervision.

No culture, of course, will be exclusively high or low in power distance – all cultures will have elements of both poles—but cultures do tend to be more one than the other. As always, individuals in any given culture, because of personal differences, can be anywhere along the continuum, and may very well be at one spot in one set of circumstances and somewhere else in another set. On the whole, however, you should expect to find most individuals on the same side of the dichotomy as their culture in general.

Дата добавления: 2014-12-29