1. How to succesfully work across Countries, Languages, and Cultures
1.1. McKinsey Global Institute report.
1.1.1. the number of people in the global labor force will reach 3.5 billion by 2030
1.1.2. In Asia, Europe, and South America spoke a mixture of native languages.
1.1.3. The Japanese employees in the Tokyo headquarters communicated in Japanese
1.2. Embracing positive indifference
1.2.1. It’s about adapting to work practices that may at first seem culturally foreign
1.3. Seeking commonality between cultures
1.3.1. The commonalities you find may be different from anyone else’s and not initially obvious.
1.4. Identifying with the global organization rather than your local office
1.4.1. term for when an individual feels at one with the organization, is crucial for fostering job satisfaction
1.5. Seeking interactions with other, geographically distant subsidiaries
1.5.1. when interactions are high, there is a greater ability to develop trust and shared vision among international coworkers.
1.6. Aspiring to a global career
1.6.1. the global market demands for English-speaking workers makes a global career quite attractive.
2. How to corporate cultures differ around the world
2.1. collaborators: Jeremiah Lee y Jesse Price
2.1.1. They lunched an online assesment to allow HBR readers
2.1.2. shared, pervasive, enduring, and implicit behaviors and norms that permeate an organisation
2.1.2.1. two dimensions:
2.1.2.1.1. Flexibility vs stability
2.1.2.1.2. Independance vs interdependance
2.2. The 8 styles of company culture
2.2.1. How people interact
2.2.1.1. Learning
2.2.1.2. Enjoyment
2.2.2. Flexibility
2.2.2.1. Porpuse
2.2.2.2. Caring
2.2.3. Independence:(how people respond to change)
2.2.3.1. Results
2.2.3.2. Authority
2.2.4. Independence:(Stability)
2.2.4.1. Order
2.2.4.2. Safety
2.3. Differences across regions
2.3.1. Caring:ranked highly across all regions.
2.3.2. Authority:Ranked about the least silent culture attributes.
2.3.3. Ranking of culture styles by Region
3. Hofstede’s Cultural Dimensions Theory
3.1. History and Overview
3.1.1. sociologists can describe the effects of culture on the values of its members, and how these values relate to the behavior of people who live within a culture.
3.1.2. Later research from Chinese sociologists identified a fifty dimension, long term or short term orientation (Bond, 1991).
3.1.3. cultural dimensions
3.1.4. Power-Distance Index: The power distance index describes the extent to which the less powerful members or an organization or institution — such as a family — accept and expect that power is distributed unequally.
3.1.5. Collectivism vs individualism
3.1.5.1. Individualistic societies stress achievement and individual rights, focusing on the needs of oneself and one's immediate family.
3.1.5.2. Those from collectivist cultures put more emphasis on relationships and loyalty than people from individualistic cultures. They tend to belong to fewer groups, but are defined more by their membership in them.
3.1.6. Uncertainty Avoidance Index
3.1.6.1. This dimension reflects the extent to which members of a society attempt to cope with their anxiety by minimizing uncertainty.
3.2. Short-Term vs. Long-Term Orientation:The long term and short term orientation dimension refers to the degree to which cultures encourage delaying gratification or the material, social, and emotional needs of its members (Hofstede, 1980).
3.2.1. Short-term orientation in a society, in contrast, indicates a focus on the near future, involves delivering short-term success or gratification, and places a stronger emphasis on the present than the future.
3.3. Femininity vs mascunility
3.3.1. This dimension looks at how much a society values traditional masculine and feminine roles.
3.3.2. A masculine society values assertiveness, courage, strength, and competition; a feminine society values cooperation, nurturing, and quality of life (Hofstede, 1980)