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  • 1.  R: Re: The value of stereotypes

    Posted 05-16-2006 18:05
    Just finished my lectures in inter-cultural communication (in the
    organizational context)! I think models are useful to highlight
    cultural differences and means (but may be, concerning
    Hofstede, we
    should also refer to "factors") are just analytical tools, as every
    kind of statistics. I agree with Romie, when he pointed out "nation"
    does not match necessarely to culture. I try to help students to be
    more aware of their prejudices, stereotypes, and so on. Cultural shock
    and "w" adaptation model is another theory i find very usefull (and
    students seem to be very impressed by this model). I told students that
    culture is dynamic and that expatriates or people working at
    multicultural organizations may not completely fit to theorical models.
    So, i agree with Jacob, when he wrote that students coming from abroad
    are supposed to not fit to means...Frankly speaking, i am much
    interested in ibridation processes, in the forming of the so called
    "third culture" in multicultural organizations, in intercultural
    communication. But, to help people to manage more effectively
    intercultural relations, we have to make them to be more aware about
    cultural differences. And so even models could be useful, if managed
    with "grano salis".

    Ciao ;-)
    fabrizio

    ----Messaggio originale----
    Da: littrellaom@yahoo.co.nz
    Data: 16-mag-2006 11.30 PM
    A: <MG-ED-
    DV@AOMLISTS.PACE.EDU>
    Ogg: Re: The value of stereotypes

    Jacob, in our
    business and culture paper/course I start with understanding
    ethnocentrism and then culture shock (fortunately in New Zealand I have
    classes with majorities of foreign students from up to 10 cultures who
    can personally relate to culture shock), then go to dimensions of
    culture from GLOBE, Hofstede, Inglehart, Schwartz, and E.T. Hall, all
    except Hall's reprsented by national mean scores, and then relate these
    dimensions to oral communication and then to negotiation behaviour.
    More if it's a 39-contact-hour paper, such as leadership, gender,
    expatriation issues, etc.
    Romie

    Jacob <Jacob.Eisenberg@UCD.IE>
    wrote: v\:* {behavior:url(#default#VML);} o\:* {behavior:url
    (#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url
    (#default#VML);} st1\:*{behavior:url(#default#ieooui)
    } Rusty and colleagues,

    Obviously, we all (or 99% of
    us) can identify with Einstein’s (or whoever was the one who really
    said it) statement. I also think that you will find very few people who
    will endorse “reducing a culture to a number all neat and tidy”; I
    definitely would not and neither, I believe, would Romie. So, let us
    depart from erecting feeble straw-men and let’s discuss these matters
    on a more serious, scholarly-based level.

    My personal dilemma, as
    a researcher and educator is this: if I have 10-30 contact hours with
    students, who know little of cross cultural issues, and given that this
    may be the only course they will take (say, during their undergraduate
    years) that deals with such matters and given that I wish to have them
    gain more understanding of the meaning of cross cultural differences at
    the end of this one-semester course, which approach do I take?
    Obviously, if we had unlimited resources of time and energy, we could
    go into depth into dozens of cultures and explore the intricacies of
    each such rich culture. But what can be done to optimize the cultural
    learning process given our limited resources? This is posed not as a
    rhetorical, but rather as an open question.

    Ciao,

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.
    UCD
    School of Business,
    University College Dublin,
    Belfield, Dublin 4,

    Ireland

    Tel: +353-1-716 4774
    Fax: +353-1-716 4762
    Email: Jacob.
    eisenberg@ucd.ie
    http://www.ucd.ie/busadmin/


    ---------------------------------

    From: Management Education and
    Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of
    rustyrae@comcast.net
    Sent: 16 May 2006 15:24
    To: MG-ED-DV@AOMLISTS.
    PACE.EDU
    Subject: Re: The value of stereotypes


    All -- I
    believe that it was Einstein who said and I am paraphrasing here:
    Sometimes what counts most can't be counted. I am not sure that you can
    reduce a culture to a number all neat and tidy.

    best regards,

    Rusty



    -------------- Original message
    --------------
    From: Lmxlotus@AOL.COM


    HI ROMIE



    WHAT ABOUT YOUR DYSFUNCTIONAL STEREOTYPES THAT ARE ABUSED BY THE
    MASSES? IT IS BETTER TO UNDERSTAND THE REAL CULTURE THAN DEPEND ON
    SOUNDBITES OF BIGOTS I BELIEVE. OF COURSE, YOU MAY BELIEVE THE OPPOSITE



    GEORGE



    message

    dated
    5/15/2006 1:51:38 P.M. Central Daylight Time, littrellaom@yahoo.co.nz
    writes:


    Hello George, statistical analysis processes provide
    numbers to which we assign cognitive meaning. Using means to describe
    cultures is stereotyping them, to me at least. That's why whomever
    invented medians, modes, standard deviations, skewness, and kurtosis
    measures and bar charts, radar diagrams, smallest space analysis
    diagrams, and distribution curves invented them. We're still developing
    depictions of data and printing journal articles as if we're in the
    19th century. (Me too; I promise I'll do better.)
    Regards,
    Romie







    "Who dare to teach must never cease to learn."-John Cotton
    Dana
    Romie F. Littrell, BA, MBA,PhD, FIAIR, An fánaí fiáin
    Faculty of
    Business, Auckland University of Technology, N.Z.
    http://www.
    romielittrellpubs.homestead.com/
    http://www.crossculturalcentre.
    homestead.com/
    PARTICIPATE in a study of leadership & values:
    hppt:
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  • 2.  R: Re: The value of stereotypes

    Posted 05-19-2006 05:39
    Thanks very much!
    May i suggest also?:
    - Y. Paik, D.Y Choi, "The
    shortcomings of a standardized global knowledge management system: the
    case study of Accenture", Academy of management executive, 2005, vol.
    19, n. 2;
    - M. Javidan, G. K. Stahl, F. Brodbeck, C. P. M. Wilderom,
    "Cross-border transfer of knowledge: cultural lessons from Project
    Globe", Academy of management executive, 2005, vol. 19, n. 2.

    All the
    best
    fabrizio


    ----Messaggio originale----
    Da: littrellaom@yahoo.co.
    nz
    Data: 18-mag-2006 10.11 PM
    A: <MG-ED-DV@AOMLISTS.PACE.EDU>
    Ogg: Re:
    The value of stereotypes

    An interesting article related to this
    discussion:

    “The cultural transferability of business and
    organizational re-engineering: examples from South-east Asia”, by Steve
    McKenna, 1995, The TQM Magazine, Vol 07 Issue 3 (Emerald Library).


    Erwin Rausch <DidacticRa@AOL.COM> wrote: In a message dated 5/18/2006
    10:26:26 AM Eastern Daylight Time, M.P.Fenton-Ocreevy@OPEN.AC.UK
    writes:

    A cultural perspective can shed some light as we note
    differences between British, Chinese (in Malasia) and Bumiputra
    cultures. However it misses a lot as well. For example, the relations
    between these ethnic groups in the subsidiaries reproduce the social
    relations of wider Malaysian society, which is ethnically stratified
    (ethnic Chinese dominate business), there is a legal backdrop (eg
    restrictions on Chinese ownership in Malaysia and emerging patterns of
    commercial law and law enforcement. and an economic backdrop
    (especially the current stage of economic development in Malaysia).
    Finally, some of the patterns of management in these companies have
    roots in a period of British colonial rule.

    Fascinating example,
    Mark. Thanks for sharing it.

    To further enlighten it, could you
    provide one or two examples of the practical effect on institutional
    differences and managerial behavior patterns?

    Erwin (Rausch)



    "Who dare to teach must never cease to learn."-John Cotton Dana
    Romie
    F. Littrell, BA, MBA,PhD, FIAIR, An fánaí fiáin
    Faculty of Business,
    Auckland University of Technology, N.Z.
    http://www.romielittrellpubs.
    homestead.com/
    http://www.crossculturalcentre.homestead.com/
    PARTICIPATE in a study of leadership & values:
    hppt://www.
    leadershipvalues.homestead.com/
    Send instant messages to your online
    friends http://uk.messenger.yahoo.com