Because learning changes everything.

Chapter 4
Global
Communication
and Diversity

© 2021 McGraw Hill

 Learning Objectives

4.1 Describe characteristics of cultural intelligence, its importance for global

business leaders, and approaches to developing it.
4.2 Explain the major cultural dimensions and related communication
practices.
4.3 Name and describe key categories of business etiquette in the intercultural
communication process.
4.4 Identify how generational, gender, and other aspects of diversity affect
workplace communication.

© 2021 McGraw Hill 2

Table 4.1 Top Trading Partners of Canada
Country/Region Total Trade (exports) Total Trade % (exports)
Source: 2019 Canada's Top United States $336.8 75.4%
Trading Partners, World's
Top Exports. Retrieved China $17.5 3.9%
March 23, 2020 from
[Link] United Kingdom $14.9 3.3%
[Link]/canadas-top-
import-partners/. Japan $9.4 2.1%

Note: reported in USD. Mexico $5.5 1.2%

(billions) per original
source on global trade.
Germany $4.7 1.1%
South Korea $4.1 0.9%
Netherlands $3.9 0.9%
India $3.6 0.8%
Hong Kong $3.0 0.7%
France $2.7 0.6%
Italy $2.4 0.5%
Belgium $2.3 0.5%
Saudi Arabia $2.1 0.5%
Australia $1.7 0.4%
© 2021 McGraw Hill 3
Developing Cultural Intelligence

Cultural Intelligence (CQ)

• A measure of your ability to work with and adapt to
members of other cultures.
• Can be developed and improved over time.
Culture
• Shared values, norms, rules, and behaviors of an
identifiable group of people who share a common history
and communication system.
• There are many types of culture, such as national,
organizational, and team.

© 2021 McGraw Hill 4

Table 4.2 Cultural Intelligence in the
Workplace

Characteristics of High Cultural Intelligence

Respect, recognize, and appreciate cultural differences.
Possess curiosity about and interest in other cultures.
Avoid inappropriate stereotypes.
Adjust conceptions of time and show patience.
Manage language differences to achieve shared meaning.
Understand cultural dimensions.
Establish trust and show empathy across cultures.
Approach cross-cultural work relationships with a learner mind-set.
Build a co-culture of cooperation and innovation.

© 2021 McGraw Hill 5

Respect, Recognize, and Appreciate
Cultural Differences
Cultural Intelligence
• Built on attitudes of respect and recognition of other
cultures.
• Viewing other cultures as holding legitimate and valid
views of and approaches to managing business and
workplace relationships.
Diversity
• Presence of many cultural groups.
• Leads to better decision making.

© 2021 McGraw Hill 6

Be Curious about Other Cultures

Study abroad.
Learn a language.
Develop friendships with international students
on your campus.
Take an interest in culture and routinely learn
about it.

© 2021 McGraw Hill 7

Avoid Inappropriate Stereotypes

Projected Cognitive Outgroup

Similarity Homogeneity Effect
• Tendency to assume • Tendency to think
others have the same members of other groups
norms and values as your are all the same.
own cultural group.

© 2021 McGraw Hill 8

Adjust Your Conceptions of Time

Culture Impacts
Conceptions of Time
• People high in CQ show
patience.
• Cultures differ in priorities
as related to time.

© 2021 McGraw Hill 9

Manage Language Differences

Working with Non-Native English Speakers

• Avoid quickly judging that others have limited
communication proficiency.
• Articulate clearly and slow down.
• Avoid slang and jargon.
• Give others time to express themselves.
• Use interpreters as necessary.

© 2021 McGraw Hill 10

Understanding Cultural Dimensions

GLOBE Group’s Cultural

Dimensions
1. Individualism and collectivism
2. Egalitarianism and hierarchy
3. Performance orientation
4. Future orientation
5. Assertiveness
6. Humane orientation
7. Uncertainty avoidance
8. Gender egalitarianism

© 2021 McGraw Hill 11

Individualism and Collectivism

Individualism Collectivism
• A mind-set that prioritizes • A mind-set that prioritizes
independence more interdependence more
highly than highly than independence.
interdependence. • Emphasizes group goals
• Emphasizes individual over individual goals.
goals over group goals. • Values obligation more
• Values choice more than than choice.
obligation.

© 2021 McGraw Hill 12

Figure 4.2
Individualism
and Collectivism
across Cultures

Text version of slide

© 2021 McGraw Hill 13

Table 4.4 Communication Practices in
High-Individualist and High-Collectivist
Cultures
High Individualism High Collectivism
Discuss individual rewards and goals Discuss group rewards and goals
Emphasize opportunities and choices Emphasize duties and obligations
Spend less time in group decision Spend more time in group decision
making making
Socialize infrequently with colleagues Socialize frequently with colleagues
outside of work outside of work
Network in loosely tied and temporary Network in tightly knit and permanent
social networks social networks
Communicate directly to efficiently deal Communicate indirectly to preserve
with work tasks and outcomes harmony in work relationships

© 2021 McGraw Hill 14

Figure 4.3
Individualism
and Collectivism
within
Companies
Text version of slide

© 2021 McGraw Hill 15

Figure 4.4 Variety in Individualist and
Collectivist Norms in the United States,
Canada, and China

Text version of slide

© 2021 McGraw Hill 16

Egalitarianism and Hierarchy

Egalitarian Cultures Hierarchical Cultures

• People tend to distribute • People expect power
and share power evenly, differences, follow
minimize status leaders without
differences, and minimize questioning them, and
special privileges and feel comfortable with
opportunities for people leaders receiving special
just because they have privileges and
higher authority. opportunities.
• Power tends to be
concentrated at the top.

© 2021 McGraw Hill 17

Figure 4.5
Hierarchy and
Egalitarianism
across Cultures

Text version of slide

© 2021 McGraw Hill 18

Table 4.5 Communication Practices in
Egalitarian and Hierarchical Cultures
Egalitarianism Hierarchy
Decision making is more decentralized. Decision making is more centralized.
Protocol based on status is less Protocol (use of titles, seating
important and is reserved for unusually arrangements) based on status is
formal business situations. extremely important.
Subordinates speak more openly with Subordinates defer to leaders during
leaders even during disagreements. disagreements.
Subordinates do not take responsibility Subordinates take blame for and save
for the mistakes of leaders. face for leaders at all times.
Leaders are approached directly. Leaders are approached through
intermediaries.

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Performance and Future Orientation

Performance Orientation Future Orientation

• The extent to which a • The degree to which
community encourages cultures are willing to
and rewards innovation, sacrifice current wants to
high standards, and achieve future needs.
performance
improvement.

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Figure 4.6
Performance
Orientation
across
Cultures
Text version of slide

© 2021 McGraw Hill 21

Table 4.6 Communication in High
Performance and Low Performance
Orientation Societies
High Performance Orientation Low Performance Orientation
Emphasize results over relationships Emphasize relationships over results
Prioritize measurable goals and Discuss goals and objectives casually
objectives in meetings and without mechanisms for measuring
communications them
View feedback as essential to View feedback as judgmental and
improvement uncomfortable
Explicitly talk about financial incentives De-emphasize financial incentives;
consider this motivation inappropriate
Value statements of individual Value expressions of loyalty and
accountability sympathy
Expect urgency in communications and Show a relaxed view of time and view
emphasize deadlines overemphasis on deadlines as pushy
© 2021 McGraw Hill 22
Figure 4.7
Time
Orientation
across
Cultures
Text version of slide

© 2021 McGraw Hill 23

Table 4.7 Communication Practices in
High and Low Future Orientation Cultures
High Future Orientation Low Future Orientation
Emphasize control and planning for the Emphasize controlling current business
future problems
Focus more on intrinsic motivation Focus more on extrinsic motivation
Frequently discuss long-term strategies Rarely discuss long-term strategies as
as part of business communications part of communications
Use flexible and adaptive language Use inflexible and firm language
Often mention long-term rewards and Often mention short-term rewards and
incentives incentives
Appreciate visionary approaches to Prioritize proven and routine
business problems approaches to problems

© 2021 McGraw Hill 24

Assertiveness and Humane Orientation

Assertiveness Humane Orientation

• The level of confrontation • Degree to which an
and directness that is organization or society
considered appropriate encourages and rewards
and productive. individuals for being fair,
altruistic, friendly,
generous, caring, and
kind.

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Figure 4.8
Assertiveness
across Cultures

Text version of slide

© 2021 McGraw Hill 26

Table 4.8 Communication Practices in
High- and Low-Assertiveness Cultures
High-Assertiveness Cultures Low-Assertiveness Cultures
Emphasize direct and unambiguous Emphasize indirect and subtle language
language
Uncomfortable with silence and speak View silence as communicative and
up quickly to fill the silence respectful
Prioritize resolving issues over showing Prioritize showing respect over
respect to others resolving issues
Typically express more emotion Typically express less emotion
Use tough, even dominant, language Use tender and pleasant language
Stress equality and use competitive Stress equality and use cooperative
language language
Value unrestrained expression of Value measured and disciplined
thoughts and feelings expression of thoughts and feelings

© 2021 McGraw Hill 27

Figure 4.9
Humane
Orientation
across
Cultures
Text version of slide

© 2021 McGraw Hill 28

Table 4.9 Communication Styles in High
and Low Humane Orientation Cultures

High Humane Orientation Low Humane Orientation

Express greetings, welcome, Express greetings and welcome in
concern, and appreciation in most formal interactions
interactions
Consider taking time to talk about Consider taking time to talk about
feelings as critical feelings as inefficient
Volunteer to help others Help others when asked
Smile and display other nonverbal Smile and display other nonverbal
signs of welcome frequently signs of welcome infrequently

© 2021 McGraw Hill 29

Uncertainty Avoidance and Gender
Egalitarianism

Uncertainty Avoidance Gender Egalitarianism

• How cultures socialize • The division of roles
members to feel in between men and
uncertain, novel, women in society.
surprising, or
extraordinary situations.

© 2021 McGraw Hill 30

Figure 4.10
Uncertainty
Avoidance
across
Cultures
Text version of slide

© 2021 McGraw Hill 31

 Table 4.10 Communication Styles in High
and Low Uncertainty Avoidance Cultures

TABLE 4.10 Communication Practices in High and Low Gender-Egalitarianism

Cultures
High Gender Egalitarianism Low Gender Egalitarianism
• Provide equal professional • Provide more professional leadership
opportunities to men and women opportunities to men
• Expect men and women to have the • Expect men and women to
same communication and communicate in distinct masculine
management styles and feminine ways
• Avoid protocol that draws attention to • Prefer protocol that draws attention
gender to gender

© 2021 McGraw Hill 32

 Table 4.11 Communication Practices in
High and Low Gender-Egalitarianism
TABLE 4.11Cultures
Preferred Priorities for Work Cultures around the World
Canada China France
1. Uncertainty avoidance 1. Performance orientation 1. Performance orientation
2. Humane orientation 2. Assertiveness 2. Humane orientation
3. Performance orientation 3. Humane orientation 3. Collectivism
4. Future orientation 4. Uncertainty avoidance 4. Future orientation
5. Organizational 5. Collectivism 5. Organizational
collectivism collectivism
6. Collectivism 6. Future orientation 6. Uncertainty avoidance
7. Assertiveness 7. Organizational 7. Assertiveness
collectivism
8. Hierarchy 8. Hierarchy 8. Hierarchy
© 2021 McGraw Hill 33
 Table 4.11 Communication Practices in
High and Low Gender-Egalitarianism
TABLE 4.11Cultures
Preferred Priorities for Work Cultures around the World
Germany Hong Kong Italy
1. Performance orientation 1. Performance orientation 1. Performance orientation
2. Humane orientation 2. Future orientation 2. Future orientation
3. Collectivism 3. Humane orientation 3. Collectivism
4. Organizational 4. Collectivism 4. Humane orientation
collectivism
5. Future orientation 5. Assertiveness 5. Organization collectivism

6. Uncertainty avoidance 6. Uncertainty avoidance 6. Uncertainty avoidance

7. Assertiveness 7. Organization collectivism 7. Assertiveness
8. Hierarchy 8. Hierarchy 8. Hierarchy
© 2021 McGraw Hill 34
 Table 4.11 Communication Practices in
High and Low Gender-Egalitarianism
TABLE 4.11Cultures
Preferred Priorities for Work Cultures around the World
Japan Mexico Netherlands
1. Assertiveness 1. Performance orientation 1. Performance orientation
2. Humane orientation 2. Collectivism 2. Humane orientation
3. Collectivism 3. Future orientation 3. Collectivism
4. Future orientation 4. Uncertainty avoidance 4. Future orientation
5. Performance orientation 5. Humane orientation 5. Organization collectivism
6. Uncertainty avoidance 6. Organization collectivism 6. Uncertainty avoidance
7. Organization collectivism 7. Assertiveness 7. Assertiveness
8. Hierarchy 8. Hierarchy 8. Hierarchy

© 2021 McGraw Hill 35

 Table 4.11 Communication Practices in
High and Low Gender-Egalitarianism
TABLE 4.11Cultures
Preferred Priorities for Work Cultures around the World
South Korea United Kingdom United States
1. Future orientation 1. Performance orientation 1. Performance orientation
2. Humane orientation 2. Collectivism 2. Collectivism
3. Collectivism 3. Humane orientation 3. Humane orientation
4. Performance orientation 4. Future orientation 4. Future orientation
5. Uncertainty avoidance 5. Organizational 5. Assertiveness
collectivism
6. Organizational 6. Uncertainty avoidance 6. Organizational
collectivism collectivism
7. Assertiveness 7. Assertiveness 7. Uncertainty avoidance
8. Hierarchy 8. Hierarchy 8. Hierarchy
© 2021 McGraw Hill 36
Figure 4.11
Perceptions of
Trust across
Cultures

Text version of slide

© 2021 McGraw Hill 37

Building and Maintaining Cross-Cultural
Work Relationships

Establish trust and show empathy.

Adopt a learner mind-set.
Build a co-culture of cooperation and innovation.

© 2021 McGraw Hill 38

 Learning the Etiquette of Another Culture

Following the rules of etiquette in other cultures can gain favourable

first impressions and show respect.
There are rules for everything, including appropriate versus taboo
topics of conversation, conversation style, punctuality and meetings,
dining, touching and proximity, business dress, and gift giving.

© 2021 McGraw Hill 39

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Meeting and Shaking hands is Shaking hands with a Hearty welcomes are Shaking hands is
Greeting common. Men often slight nod is expected, with warm appropriate. Focus
give a slight bow common. A frequent smiles, handshakes, should be on the
when greeting greeting is “Selamat” and even a hand on most senior
women. Embraces (means peace). Some the shoulder. members first.
are common among people may greet by Greeting should be in
acquaintances. placing their hand the order of
over their heart or seniority.
bowing slightly.

© 2021 McGraw Hill 40

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Appropriate Small talk is Silence during Talking about sports Talking about politics
Topics of important. Talking conversations is (especially soccer), is often appropriate,
about family, health, appropriate. Talking food, and weather is although it’s
Conversation and your enjoyment about family, food, appropriate. important to speak
of Mexican music travel, and local diplomatically.
and food is communities is
appropriate. appropriate.
Private/Taboo Comparing how Government or Politics, ethnicity. Negative aspects of
Topics of things are done in military corruption; Turkish politics;
Canada versus in politics; negative Armenia; Kurdish
Conversation Mexico; negative aspects of Islam. separatism.
aspects of
Catholicism; drug
trafficking in Mexico.

© 2021 McGraw Hill 41

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Punctuality Loose with time: Foreigners are First meetings are Punctuality is very
and Meetings arriving 30 minutes expected to be on typically formal and important. Politeness
after a meeting time time, although polite. and respect are
may not be Indonesians are important in
considered late. typically fairly loose meetings. Social
Agendas are viewed with time when events start on time.
flexibly. working with one Avoid meetings
another. Social during Ramadan or
events rarely start on the Turkish summer.
time.

© 2021 McGraw Hill 42

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Dining Dining is important Usually the guest of When dining in Alcohol is less
to build relationships honour or the most homes, guests often common largely due
and often occurs in senior person starts a remove their to the Muslim
your counterparts’ meal. Some shoes. Honoured influence. Food
homes. Social events beverages and foods, guests are often should be handled
rarely begin on time. such as alcohol and served first. The right only with the right
Dinners generally pork, are avoided hand should be used hand.
include many dishes because of the to pass and eat food.
and last a long time. Muslim heritage.
Alcohol is common at Both hands should be
meals. Toasts are kept above the table
offered with the while eating.
phrase “Salud,”
which means health.

© 2021 McGraw Hill 43

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Touching, Typically stand close People touch often Avoid using the left Typically stand close
Proximity, to one another and once they know each hand only. Eye to another. Direct eye
hold handshakes for other. Men and contact is less direct. contact is expected.
and Body longer. Gesture women typically do Lowering heads to Avoid putting hands
Language heavily and nod out not touch unless the more senior people is on hips or in pockets.
of respect. Expect woman initiates a appropriate. Heavy A single nod means
direct eye contact. handshake. Avoid use of gestures. yes. Smiling in public
extended eye contact. at strangers feels
Sit with good posture
strange. Shaking
and avoid crossing
head means “I don’t
legs. Beckon with the
entire hand. Avoid
understand,” not
using the left hand (it necessarily “no.”
is considered
unclean).

© 2021 McGraw Hill 44

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Business The quality of your Skirts and blouses for Formal, conservative Formal, conservative
Dress clothes is an women and suits for suits are appropriate. dress. Men generally
indicator of your men are appropriate. wear ties and women
status. Conservative, Modesty is generally wear suits
formal business important. or dresses.
attire is generally
expected.
Titles Most people are Common titles include Many titles are used, Professional titles
referred to by Doctor, Professor, and including architect such as Doctor,
professional titles Engineer. Indonesians and engineer. Professor, Lawyer,
such as Doctor, often use kinship and even Engineer
Accountant, or terms such as mother are common.
Engineer. or father for those
older than them.

© 2021 McGraw Hill 45

 Learning the Etiquette of Another Culture
TABLE 4.12 Etiquette and Customs in the MINT Countries
Mexico Indonesia Nigeria Turkey
Gift Giving Gift giving is not Gifts are fairly rare. When invited to When invited to
always necessary. When gifts are given, homes, snacks such homes, modest gifts
Items with corporate they are after as nuts or chocolates of flowers, candy, or
logos are business is are appropriate. Use chocolates are
appreciated. Flowers concluded. your right hand to appropriate. Business
are appropriate present gifts to gifts with corporate
when visiting homes. others. Generally, logos are appropriate
men do not give gifts but not common.
to women who are
not relatives.

© 2021 McGraw Hill 46

Generation, Gender, and Other Group
Identities

Working across Generations

• Traditionalists (Silent Generation)
• Boomers (Baby Boomers)
• Gen X
• Gen Y (Millennials, Digital Natives)
• Gen Z (Post-Millennials)

© 2021 McGraw Hill 47

Figure 4.12 Five Generations in the
Canadian Workforce
Canadian Workforce by Generations

Source: Statistics
Canada, 2016 Census
of Population,
Statistics Canada
Catalogue no. 98-
400-X2016001.

Text version of slide

© 2021 McGraw Hill 48

Tips for Working with Different
Generations

Focus on individuals and their

professional goals.
Recognize the similarities across
generations.
Pay attention to preferred
approaches to communicating.
Observe appropriate formality and
attire.

© 2021 McGraw Hill 49

 Gender and Communication Patterns

Differences still exist in the way men and women communicate.

• Women tend to be more relationship oriented, collaborative, and
interconnected in thinking.
• Men tend to be more independent, competitive, and linear in thinking.

© 2021 McGraw Hill 50

Figure 4.13 Gender in Individualist and
Collectivist Societies

Text version of slide

© 2021 McGraw Hill 51
Table 4.13 Speech Patterns More Common among
Women Than Men
Pattern More Benefits Risks
Common among
Women than Men
Asking Questions Asking lots of Opening conversations; Speaker appears to
questions others get to speak; know less than others
generating knowledge;
gaining answers
Apologizing Apologizing often Expressing sympathy Speaker appears to
for others; smoothing unnecessarily take
over awkward responsibility or
situations; admitting appears to lack
mistakes and taking authority
Text version of slide responsibility for them
© 2021 McGraw Hill 52
Table 4.13 Speech Patterns More Common among
Women Than Men
Pattern More Benefits Risks
Common among
Women than Men
Sharing Credit Using “we” rather thanAvoiding self- Speaker doesn’t get
“I” when talking aboutpromotion, recognizing enough credit for
accomplishments the contributions of individual
others; maintaining a accomplishments
team orientation
Giving Feedback Mentioning Buffering criticism, Person receiving
weaknesses only after maintaining high feedback doesn’t
citing strengths morale, and showing recognize importance
appreciation of improving

© 2021 McGraw Hill 53

Table 4.13 Speech Patterns More Common among
Women Than Men
Pattern More Benefits Risks
Common among
Women than Men
Avoiding Verbal Avoiding directly Allowing others to state Others conclude that
Opposition challenging others’ their ideas freely; speaker has weak
ideas; hedging when adopting flexible views ideas and lacks
stating one’s views of one another’s ideas confidence
Being Indirect to Speaking indirectly Placing everyone on the Subordinates
Subordinates rather than bluntly same level and not conclude that
when talking to coming across as manager lacks
subordinates commanding, assertiveness and
domineering, or bossy clear thinking

© 2021 McGraw Hill 54

Table 4.13 Speech Patterns More Common among
Women Than Men
Pattern More Benefits Risks
Common among
Women than Men
Complimenting Showing genuine Maintaining an Being known first and
appreciation for the enjoyable working foremost as “nice” at
actions of others relationship and the expense of being
showing others they’re considered results
valued driven

Text version of slide

© 2021 McGraw Hill 55
Tips for Communicating across Genders

Notice when professionals use

speech patterns for task-based
versus relationship-based reasons.
Purposefully and consciously adopt
your own style.
Do your part to overcome biases.

© 2021 McGraw Hill 56

Displaying Cultural Intelligence with Other
Groups and Appreciating Other Forms of
Diversity

Types of cultural groups include:

• People from certain regions.
• People from urban, suburban, or rural areas.
• Ethnic groups.
• Occupational groups.
• Companies.

© 2021 McGraw Hill 57

Displaying Cultural Intelligence with Other
Groups and Appreciating Other Forms of
Diversity
Diversity
• Gen Yers and Gen Zers are the most sensitive to issues
of diversity.
• More focus on:
• Neurodiversity.
• Physical disabilities.
• Mental illness.

© 2021 McGraw Hill 58

 End of Ch. 4

Because learning changes everything. ®

[Link]

© 2021 McGraw Hill 59

 REVIEW

1. In choosing a culture or cultures to learn about,

which do you think would be most helpful for your
career? Why?
2. Explain what cultural intelligence is. How is it similar
to and different from emotional intelligence?
3. What does it mean to embrace diversity in the context
of conducting business across cultures?
4. How can you learn about another culture? Map out a
plan for learning about a culture of interest.

© 2021 McGraw Hill 60

 REVIEW

5. How can stereotypes be productive and

counterproductive? How does popular culture impact
stereotypes of cultures?
6. What strategies can you use to overcome language
barriers?
7. Describe each of the cultural dimensions and related
communication practices.
8. Explain what is meant by a co-culture. Explain how a
co-culture of communication practices might take
form in a business setting.

© 2021 McGraw Hill 61

 REVIEW

9. Think of a culture and describe several things you

could learn from that culture to enrich your life,
deepen your business expertise, and improve your
communication skills.
10. Describe what you think are the defining events in
each of the generations. Explain how you think these
events had long-lasting impacts on members of each
of these generations.
11. Choose three of the speech patterns from the section
about gender. Explain how these speech patterns
may differ between individuals who view them
primarily as task based versus those who view them
primarily as relationship based

© 2021 McGraw Hill 62

Accessibility Content:
Text Alternatives for Images

© 2021 McGraw Hill 63

Figure 4.2 Individualism and Collectivism
across Cultures – Text Alternative
The countries and value rankings from collectivism to individualism in
society are China, South Korea, Mexico, Taiwan, Hong Kong, Brazil, Italy,
Japan, France, U.S.A., Germany, U.K., and Netherlands.

Return to parent slide

© 2021 McGraw Hill 64
Figure 4.3 Individualism and Collectivism
within Companies – Text Alternative

The countries and value rankings from collectivism to individualism in

organizations are Japan, South Korea, China, Netherlands, U.K., Taiwan,
U.S.A., France, Hong Kong, Germany, Mexico, Brazil, and Italy.

Return to parent slide

© 2021 McGraw Hill 65
Figure 4.4 Variety in Individualist and
Collectivist Norms in the United States,
Japan, and China – Text Alternative
The U.S., Canada, and China are shown on a continuum from high
individualism to high collectivism. The U.S. has the most people who are
high in individualism and the least who are high in collectivism; Japan has
a middle range of people with high individualism and high collectivism;
and China has more people who are high in collectivism and low in
individualism. However, all three countries have a range of individualist
and collectivist norms.

Return to parent slide

© 2021 McGraw Hill 66
 Figure 4.5 Hierarchy and Egalitarianism
across Cultures – Text Alternative

The countries and value rankings from hierarchy to egalitarianism are

South Korea, France, Germany, Italy, U.K., Brazil, Japan, Mexico, China,
Taiwan, Hong Kong, U.S.A., Canada.

Return to parent slide

© 2021 McGraw Hill 67
 Figure 4.6 Performance Orientation across
Cultures – Text Alternative

The countries and value rankings from high to low performance

orientation to low performance orientation are Hong Kong, South Korea,
Canada, Netherlands, U.S.A., France, Germany, China, Taiwan, Japan,
U.K., Brazil, Mexico, and Italy.

Return to parent slide

© 2021 McGraw Hill 68
 Figure 4.7 Time Orientation across
Cultures – Text Alternative

The countries and value rankings from high to low future orientation are
the Netherlands, Germany, Canada, U.K., Japan, U.S.A., Brazil, South
Korea, Hong Kong, Mexico, France, China, Taiwan, and Italy.

Return to parent slide

© 2021 McGraw Hill 69
 Figure 4.8 Assertiveness across Cultures
– Text Alternative

The countries and value rankings from high to low assertiveness are
Germany, Hong Kong, U.S.A., Netherlands, France, South Korea,
Mexico, Brazil, U.K., Italy, Canada, China, Taiwan, and Japan.

Return to parent slide

© 2021 McGraw Hill 70
 Figure 4.9 Humane Orientation across
Cultures – Text Alternative

The countries and value rankings from high to low humane orientation
are Canada, Japan, China, U.S.A., Netherlands, Mexico, Taiwan, Brazil,
U.K, South Korea, Hong Kong, Italy, France, and Germany.

Return to parent slide

© 2021 McGraw Hill 71
 Figure 4.10 Uncertainty Avoidance across
Cultures – Text Alternative

The countries and value rankings from high to low uncertainty avoidance
are Germany, China, Netherlands, U.K., France, Canada, Hong Kong,
U.S.A., Japan, and Mexico.

Return to parent slide

© 2021 McGraw Hill 72
 Figure 4.11 Perceptions of Trust across
Cultures – Text Alternative

The countries and value rankings from high-trust to low-trust societies are
Netherlands, China, Germany, Canada, U.S.A., Japan, India, South
Korea, Spain, Mexico, and Brazil. Note: the number for each country
represents the percentage of adults who agree that most people can be
trusted.

Return to parent slide

© 2021 McGraw Hill 73
 Figure 4.12 Five Generations in the
American Workforce – Text Alternative

A bar graph showing the Canadian workforce by generations. The

horizontal axis lists the generations: Traditionalists, born between 1925
and 1945; Boomers, born between 1946 and 1964; Gen X, born between
1965 and 1981; Gen Y, born between 1982 and 1999; and Gen Z, born
between 2000 and the present. The vertical axis lists the amount of
people in the workforce, by millions: 0, 10, 20, 30, 40, 50, and 60.
The chart shows that there are about 3 million Traditionalists in the
workforce; about 42 million Boomers in the workforce; about 53 million
Gen X members in the workforce; about 55 million Gen Y members in the
workforce; and around 9 million Gen Z members in the workforce.
Generation Y (also known as Millennials) has surpassed Generation X as
the largest generation in the U.S. labor force.

Return to parent slide

© 2021 McGraw Hill 74
 Figure 4.13 Gender in Individualist and
Collectivist Societies – Text Alternative
Men and women are shown on a continuum from high individualism to
high collectivism. Men in both individualist and collectivist cultures show a
higher degree of these characteristics than do women in these cultures.
But there is significant overlap, as both men and women in both cultures
show some individualism and some collectivism.

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