跨文化交流外教14PowerDistance.ppt

Power DistanceBuilding Block #7Why study power distance?“One of the most important and frequently troublesome work-related cultural differences involves the phenomenon know as power distance.”It’s significance extends well beyond the workplace, because I focuses on the attitude of a society toward inequality - how society deals with different people(Storti, Figuring Foreigners Out, 1999)What is Power Distance?Power distance refers to the degree to which members of a culture idealize the distinguishing of social power among the members, "the extent to which the less powerful members of institutions and organizations within a community expect and accept that power is distributed unequally“Power Distance CharacteristicsLow Power DistanceLow Power DistanceHigh Power DistanceHigh Power DistanceEqualityEqualityIndependenceIndependence(Impersonal) Truth(Impersonal) TruthNegotiationNegotiationDiscussionDiscussionRespect/AuthorityRespect/AuthorityDependenceDependence(Personal) Wisdom(Personal) WisdomDecreeDecreeLectureLectureHigh Power DistanceThese cultures accept that inequalities in power and status are natural or existential (just part of our existence)People just accept that some among them will have more power and influence than others (like some people all taller than others)Those with power tend to emphasize it and hold it close (do not give their power over to others)High Power Distance (cont.)Power is rarely delegated or sharedThose with power try to distinguish themselves as much as possible from those who do not have powerThose with power are also expected to accept the responsibilities that go with power, specifically looking after those beneath themSubordinates are not expected to take initiative and are closely supervisedLow Power DistanceSee inequalities in power and status as man-made and artificialIt is not natural, though it may be convenient, that some people have power over othersThose with power tend to deemphasize their power (give it away, or try to act lower than their position)Low Power Distance (cont.)Those with power tend to minimize the differences between themselves and subordinatesPower is often shared and responsibilities are delegated as much as possibleSubordinates are rewarded for taking initiative and do not like close supervisionPart 1. High or Low?1.People are less likely to question the boss; students don’t question teachers2.Expressing your ideas openly could get you into trouble3.Expressing your ideas openly is encouraged4.The chain of command is mainly for convenience5.Workers prefer precise instructions from superiorsPart 1. High or Low? (cont.)6.Subordinates and bosses are interdependent7.Bosses are independent; subordinates are dependent8.Elitism is more common and more easily tolerated; those in power have special privileges9.The chain of command is sacrosanct (almost holy in its importance)10.Authoritarian and paternalistic management style is more commonPart 1. High or Low? (cont.)11. Consultative and democratic management style is more common12. Interaction between boss and subordinate is formal13. Interaction between boss and subordinate is more informalPower DistanceLowHighPositiveSkepticalAttitude Towards UncertaintyKey to ProductivityResultsHarmonyAchievementQuality of LifeAttitude Towards WorkAchievedAscribedSource of StatusU.S.A. vs. ChinaUS has no real center of power–States rights vs. federal (national rights)–States, cities, often do things that are contrary to the national government. If they didn’t, Americans would be unhappyChina - Strong center of power - Beijing–Local governments are a expected to be representative of the national governmentWhat’s going on here?AMANDA: I think we’ll have to hire two part-time workers to get through this period.HASSAN: I don’t see any other way.AMANDA: I’ll call personnel tomorrow and get the paperwork started.HASSAN: Did you speak to Ali?What’s going on here?AMANDA: The chief (boss)? He’s in meetings all day. Besides, its my division, and I’ve got hiring authority.HASSAN: Yes. I’m sure he’ll approve.AMANDA: Well, that’s one less headache.What’s going on here?JULIE: I heard the board has chosen a new CEO. CARLOS: Yes, they’ve appointed Dr. Manuel Cabeza de Leon of the de Leon family.JULIE: Who is he?CARLOS: It’s an old family with large landholdings in Guadalajara province.JULIE: But what’s his background?What’s going on here?CARLOS: I just told you.JULIE: I mean has he worked in trading textiles before? Doe he have any experience in the business?CARLOS: I don’t know.JULIE: You don’t know? Do you think he’s a good choice?CARLOS: Dr. de Leon? I’m sure.Midterm ExamHighest score: 100 AAverage: 74 CNumber of –(90-100) A’s: 12–(80-89) B’s: 19–(70-79) C’s: 9–(60-69) D’s: 7–Below D: 12I also added 5 points Extra Credit if you participated in the field trip to the Jewish Museum. 。