MHRM

SEMESTER 5 / 2015

BMCC5103

CROSS CULTURAL MANAGEMENT AND DIVERSITY

MATRICULATION NO : CGS00838119
IDENTITY CARD NO. : 760319-02-5800
TELEPHONE NO. : 6012-3737 632
E-MAIL : shibrah@gmail.com
LEARNING CENTRE : KLLC
 BMCC5103 - CROSS CULTURAL MANAGEMENT AND DIVERSITY

CONTENTS

OBJECTIVES ................................................................................................................................. 2

INTRODUCTION........................................................................................................................... 2

1. About Norway ......................................................................................................................... 2

2. What is Culture? ...................................................................................................................... 5

3. Cultural Dimension ................................................................................................................. 7

a. Egalitarian or Hierarchical ................................................................................................. 9

b. Group Focus ..................................................................................................................... 11

c. Relationships .................................................................................................................... 13

d. Communication styles ...................................................................................................... 15

e. Time Orientation .............................................................................................................. 17

f. Change Tolerance............................................................................................................. 21

CONCLUSION ............................................................................................................................. 24

REFERENCES.............................................................................................................................. 26

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OBJECTIVES

The purpose of this assignment is to comprehend, understand and recognize the differences

between cultural dimensions in a selected country outside Asia. It is important for us to

learn and understand how culture can vary within region, society, or group so that we can

work with people more effectively and prevent misunderstandings. A literature review

based on below listed six dimensions of culture for Norwegians will be explained in details

in the next section.

(a) Egalitarian/Hierarchical

(b) Group Focus

(c) Relationships

(d) Communication styles

(e) Time orientation

(f) Change tolerance

INTRODUCTION

1. About Norway

Kingdom of Norway is located in Northern Europe bordering with Sweden, Finland and

Russia; and its capital city is Oslo. As a sovereign and unitary monarchy country, Norway

has a total area of 385,252 square kilometers (148,747 sq. mi) and a population of

5,109,059 people (2014) (wikipedia, 2015). Since World War II, Norway has experienced

fast economic development, and is now amongst the richest countries in the world.

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At present, Norway is the third largest oil exporter after Russia and Saudi Arabia and it has

also rich resources of gas fields, hydropower, fish, forests, and minerals.

Over 99% of the 5.1m population of Norway speak the official language, Norwegian.

Norwegian has 2 written forms, "Bokmal" (Book Norwegian) and "Nynorsk" (New

Norwegian) and they enjoy the same legal recognition, although "Bokmal" is increasingly

more common. Minority languages include Finnish, spoken by 0.2% of the population,

mainly in the northern region of Finnmark, as well as "Sami", a language closely related to

Finnish, spoken by 0.9% of the Norwegian population. (norway-country-profile.html,

2015)

In terms of life, Norway does very well in many measures of well-being, as it ranks among

the top countries in a large number of topics in the Better Life Index. The poet Aksel

Sandemose put Jante Law into words and they convey an important element of Norwegian

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culture: humility. Jante's Law teaches people to be modest and not to 'think big'. It is

demonstrated in most people's refusal to criticize others. Norwegians try to see all people

as being on equal footing. They do not flaunt their wealth or financial achievements and

look askance at those who do.

Jante Law is a list of codes of conduct or social norms described in the book “A fugitive

crosses his track” written by the Norwegian/Danish author Axel Sandemose in 1933. The

novel is about small village prejudice and jealousy where successful people become

victims of bad gossip and people stamp out each other’s chances in life. Pride is looked

upon as a deadly sin (Pepinsky, 1994). The novel was written as an ironic philosophical

idea of how the villages of the fictitious Danish town Jante behave. Sandemose did not

create Janteloven, but rather gave the social philosophy a name. Janteloven is an unspoken

code of behaviour which has been thoroughly ingrained in Scandinavian culture for

centuries and is now considered to have real impact on the behaviour of the Scandinavian

population. The beliefs of Jante Law are:

You shall not think you are special.

You shall not believe you are smarter than others.

You shall not believe you are wiser than others.

You shall not behave as if you are better than others.

You shall not believe that you know more than others.

You shall not believe that you can fix things better than others.

You shall not laugh at others.

You shall not believe that others care about you.

You shall not believe that you can teach others anything.

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2. What is Culture?

In this global marketplace, intellectual, skills and education are important but in order for

us to survive we must have high cultural competency and cultural awareness as we work

with people from different beliefs and diverse backgrounds. Culture can be defined as

cultivated behavior or a way of life for a group of people who share common beliefs,

values, religions, attitudes, and many more. According to Dutch social psychologist

Professor Gerard Hendrik (Geert) Hofstede, Culture is the collective programming of the

human mind distinguishing the members of one group or category of people from others.

In a way, culture has also been described as how people think and behave as a society

(Hofstede 1980) and how those groups solve their problems and what basic assumptions

they use during their problem solving (Trompenaars 1994). Culture in this sense is a system

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of collectively held values (national-culture.html, 2015) In a simple way of understanding

culture is a behaviourial system for differentiating between circles and the others. In order

to understand the intercultural landscape of the Nordic region and to appreciate the unique

cultural values of ‘Scandinavian culture’, I will review on how Norwegian societal cultural

practices, beliefs, business and management practices can be understood and learnt using

Geert Hofstede and Fons Trompenaars Cultural dimensions theoretical framework.

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3. Cultural Dimension

Cultural dimensions rationalize the differentiation process by highlighting the core

characteristics on which national culture can be compared. These characteristics can be

applied across all nation of cultures. In their book, Charlene Solomon and Michael Schell

have identified seven characteristics that are essential to look for when we work together

with people from other cultures, therefore only by understanding the definitions and the

meanings of all these seven characteristics can we better understand how Norwegians

embraced their lifestyles and how they value their cultures and beliefs. Fons Trompenaars

is a world-renowned guru on international management and the author of the bestseller

book “Riding the Waves of Culture”. Trompenaars and Charles Hampden-Turner have

developed a model of culture with seven dimensions.

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a. Egalitarian or Hierarchical

According to Wikipedia, egalitarian is a trend of thought that favors equality for all people.

(wikipedia.org, 2015) Egalitarian principles uphold that all humans are equal in

fundamental worth or social status, according to the Stanford Encyclopedia of Philosophy.

According to the Merriam-Webster Dictionary, the term has two distinct definitions in

modern English. It is defined either as a political doctrine that all people should be treated

as equals and have the same political, economic, social, and civil rights or as a social

philosophy advocating the removal of economic inequalities among people or the

decentralization of power. Some sources define egalitarianism as the point of view that

equality reflects the natural state of humanity. For Norwegians, the trademark of

Norwegian cultural practices within a Nordic context is seen to be equality or Egalitarian.

Norwegians view themselves as egalitarian people whose culture is based on democratic

principles of respect and interdependence. They believe that everyone should be included

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and everyone should be given a chance to speak and voice out his or her opinion. They

consider and appreciate all opinions. While hierarchical is about differences in status, rank

or positions depending on how important the person is. It is also refers to the degree of

power distance that exists and it is accepted among people. For example; according to a

study by Professor Geert Hofstede cited by the Iclif Leadership & Governance Centre’s

Asian Leadership Index 2014, Malaysia was rated with the highest Power Distance Index

(PDI) amongst all the countries in the world, with a score of 100. (Malaysia tops global

Power Distance Index, 2014). This shows that countries with high power distance may

observe traits which are also considered well-accepted. These traits include the fact that

those in power openly flaunt their rank, politics being closely associated with

authoritarianism and the existense of significant divisions within society are well accepted.

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b. Group Focus

c.

In my own understanding, Group focus is actually similar to collectivist culture, in

which people have a tendency to see themselves associated to groups ( families, work

units, tribes, nations), and generally consider the needs of the group to be more

important than the needs of individuals. Most Asian cultures, including Malaysia's,

tend to be collectivist or Group focus. Collectivistic cultures give emphasis to value

that oblige the in-group by disregarding personal goals for the sake of preserving the

in-group. Referring to the book entitled Intercultural Communication: A Contextual

Approach which was written by James W. Neuliep; he mentioned that Gayle R Avant

and Karen Patrick Knutson described Norwegians as possessing both individualistic

and collectivistic tendencies. But according to the score on Hofstede's model which

was done by Hofstede Centre for Norway, Norway got a score of 69 in which it is

considered as an individualistic society. Thus, it refers to individualistic culture where

personal opinions are appreciated and spoken directly but an individual right to
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privacy is still to be maintained. No matter how Norwegians value personal

independence and strive for independence, Norwegians are also taught to put the needs

of society above their own and embrace an egalitarian society. They do not depend on

others to recognize their individual achievements but they believe that they must

recognize their own good qualities in order to gain self-esteem.

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d. Relationships

In most countries, when someone wants to do business they often want to develop a

relationship first, getting to know their future partner, client, or employee through social

settings, rather than by doing business itself. Often this relationship will be developed

through social interaction at feasts, luncheons, dinners, visits to individual homes, and over

coffees. Banquets and lunches are the most common ways in which the Chinese will try to

get to know a person. These events are not set up to talk about business, so it is important

to let the Chinese hosts lead the conversation, and not bring up business unless directly

asked a question. While for Americans, lunches, dinners, and other gatherings are seen as

appropriate venues to conduct business with potential clients, partners, or employees.

Americans tend to be less concerned with getting to know people and more concerned with

closing deals. Similar to the Americans, Norwegians are more transactional and do not

need an established personal relationships in order to conduct business. They have a

preference to do business with those they trust, hence it is important for us to provide

information about ourselves and the company that we are representing prior to the

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appointment. And by doing the right preparation, a well-researched presentation and

backed up with charts, figures and analyses, business relationships can be more readily

establish with the Norwegians. Punctuality is of central importance in Norwegian business

culture. As far as possible the agendas and schedules are prepared in advance of a meeting.

It is unacceptable to be late without calling to inform the partners about the delay.

Altogether, the basic business manner in Norway is rather informal, specific and

universalist as business is more on legal contracts than personal relationships. And as a

specific oriented culture, Norwegians think that their lives are a sum of parts that is best

to remain separate, so the professional and personal aspects must be kept distinct, whereas

interactions between people must be very well-defined. Keeping personal relations with

others separate from professional relations means that people believe that they can very

well work together without necessarily having a good personal relationship. Therefore, in

Norway the deal comes first then only the relationship.

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Countries with specific oriented culture are U.S.A., Switzerland, Germany, Scandinavian

countries, and the Netherlands while countries with diffuse relationships culture are

Argentina, Spain, Russia, India, and China. (Sergiu BĂLAN, November 7th-8th, 2013).

Therefore, in Norway the deal comes first then only the relationships.

e. Communication styles

The way people communicate varies widely between cultures and countries.

Understanding a culture's expectations and customs related to eye contact, direct or indirect

communication style, verbal or non-verbal expression, brief or detail information and time

orientation is crucial for establishing beneficial relationships. For example; Germans rely

on logic but “tend to amass more evidence and labor their points more than either the

British or the French.” (Lubin, 2014) In terms of communication styles, Norwegians are

renowned for their low assertiveness Societal practices. Outsiders often regard Nordic

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societies as somewhat reserved and compassionless due to the fact that many Nordic people

are non-dominant and do not reveal their emotions openly. Norwegians cold approach do

not mean that they don’t have feelings; it is an indication of the sense of order and of

keeping control in an interdependent society. Therefore, it is rare to have a heated argument

or strong disagreement at work or in private life amongst the Norwegians as they have been

indoctrinated with a sense of order and fairness since childhood.

A typical Norwegian speaks in soft and gentle tones. They don’t like loud and forceful

people, therefore appearing reserved and low profile may leave an auspicious impression.

And when they communicate, their conversations may include extended periods of silence,

and they don’t expect people to fill in their conversation pauses since they may only be

taking time to formulate their thoughts. Similarly, interjecting others may be considered

rude. Emotions are rarely shown in conversations, and Norwegians generally converse

standing about three to four feet apart. Norwegian communication is usually quite direct

and they don’t like vague statements and strive to keep business conversations focused on

facts and objectives. They may ask for clarifications if they are not clear about something
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but they will readily say outright when they disagree on a request or proposals. Typically

Norwegians are not emotive speakers and their body language is subtle. They avoid

physical contact but maintained eye contact when they communicate as this will indicate

sincerity and trust toward others.

Norwegian Communication pattern

f. Time Orientation

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Confucian work dynamism, the fifth dimension of culture identified by Hofstede (1991)

and Michael Harris Bond, deals with ‘time orientation’ and consists of two contrasting

poles: ‘long-term orientation’ versus ‘short-term orientation’ (Fang, 2003). Long-term

orientation occurs when we are focused on the future, where we are prepared to sacrifice

short-term material, short-term emotional pleasure or social success in order to prepare for

the future. Values associated with Long-term orientation are “Thrift” and “Perseverance”

whereas values associated with its opposite pole; Short-Term Orientation are respect for

tradition, preservation of ‘face’ and fulfilling social obligations.” Short-Term Orientation

is linked to the past and present, in particular. And Norway falls under Short-term oriented

country. For the Norwegians they prefer to maintain time-honored traditions and norms.

Norwegian culture emphasis more on past and present where they exhibit great respect for

traditions, a relatively small propensity to save for the future, and a focus on attaining fast

results. For example; it is considered important to study hard in China as one may gain the

benefits of his/her efforts in the future through a good job. However, in Norway, students

are more likely to learn on a topic they are interested in regardless of future job prospects.

High Long Term Low Long Term (i.e. Short Term)

emphasis on persistence emphasis on quick results
relationships ordered by status status not a major issue in relationships
personal steadfastness and stability
personal adaptability important
important
face considerations common but seen as a
protection of one’s face is important
weakness
leisure time not too important leisure time important
save, be thrifty spend
invest in real estate invest in mutual funds
relationships and market position important bottom line important
good or evil depnds on circumstances belief in absolutes about good and evil
Traits of Long Term / Short Term (Charles H. Tidwell, 2013)

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On top of all the above, time-orientation also refers to in what manner cultures view and

values time and influences the performance of tasks. It shows how people manage their

time. In some countries, when goals are set and time is tightly scheduled, people are

running from one appointment to another in order to accomplish their tasks, whereas, in

many other cultures people are really laid back and there is no sense of urgency to do things

or to find things to do. Therefore, Edward T. Hall in his book entitled The Hidden Dimension

found two groups in the ways people approach time: Monochronic and Polychronic.

(Hastings, 2011) Monochronic individuals are those who prefer to complete one task at a

time, and they are also called sequential cultures While Polychronic or synchronic

individuals, on the other hand, are more flexible about time schedules. For example; this

difference in time orientation is revealed in the grumbles of American professionals

conducting business in Saudi Arabia or in Mexico. Americans will normally feel frustrated

with the Mexican or Arab due to the difficulty of getting through a meeting’s agenda.

Mexican or Arabs people tend to delay their meetings with extended socializing time in

which time is spent establishing social rapport – usually over many cups of coffee or tea.

Expressions of sequential time Expressions of synchronic time

perception: perception
People do one thing at a time People do multiple things at a time
Times are precise Times are guidelines/ intentions
Time is limited; Time is a resource that Time is a tool, a subjective, moldable
needs to be efficiently used concept
Logic, efficiency and speed are the focus Relationships and effectiveness are the
of business focus of business
Tasks are sometimes secondary to time Time is secondary to tasks
“Meeting deadlines” is commended Completing the task is more important than
meeting deadlines
Future is a continuance of the present Future is interconnected with the past and
time-line present

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g. Change Tolerance

h.

According to Solomon-Schell change tolerance is the perception of how much control

people think they have over their life and destiny, and their comfort with change, risk

taking and innovation. (Schell, 2009) Change tolerance also refers to an act or how

fast people accept changes or how easy people adapt to new things in life, whether

they are being open to new ideas or less willing to change. In Hofstede 5 fundamental

dimensions, change tolerance is similar to uncertainty avoidance. Uncertainty

avoidance is actually the lack of tolerance for vagueness and a need for formal rules

and regulation. This dimension measures the degree to which people feel threatened

by indefinite situations. These uncertainties and ambiguities may be handled by an

introduction of formal directions or policies, or by a general acceptance of ambiguity

in the organizational life. For example in Geert Hofstede 5-dimensional cultural

model, Germany’s uncertainty avoidance index shows that Germans have high

uncertainty avoidance (65) compared to Malaysia (36) and Norway (50) (Uncertainty
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Avoidance, 2010). Germans in general don’t like uncertainty, they plan everything

prudently in order to reduce risks and progress with changes phase by phase.

On the other hand, countries with lower uncertainty avoidance are more adventurous,

do less planning, are open to changes, take more risk taker and are significantly more

flexible. Norwegians have medium Uncertainty Avoidance Index; which is 50 on

Hostede's scale. It actually indicates that Norwegians are open to changes and can

accept new ideas. In general Norwegians are quite flexible and they don’t mind trying

new things and are willing to take risks. On the other hand it also indicates that Norway

is a somehow rule-oriented society since they have good respect for the law and can

be considered obedient in nature. Furthermore, Norwegians live in an organized and

regulated culture where equality is strong, needs are few and are easily satisfied. Being

humble and low profile are important characteristic to the Norwegians.

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High Uncertainty Low Uncertainty

Avoidance Avoidance
openness to change,
social norms conservatism, law and order
innovation

xenophobic tolerance of diversity

express emotions supress emotions

politics / legal system weak interest in politics high interest in politics

citizen protest repressed citizen protest accepted

more and specific laws and fewer and general laws and
regulations regulations
Catholic, Islam, Judaism, Protestant, Buddhism,
religion
Shintoism Taoism, Hinduism

aggressively fundamentalist little persecution for beliefs

Avoid ritualization and

Ritualized / ceremonial
ceremony
teachers may say “don’t
school teachers have all answers
know”

structured learning open-ended learning

family traditional gender roles fewer gender roles

children taught world is children taught world is

hostile benevolent

Traits of Uncertainty Avoidance

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CONCLUSION

In conclusion, this assignment is to comprehend, understand and recognize the differences

between cultural dimensions in a selected country outside Asia; which is Norway. It

explains the current societal cultural practices in Norway, using Geert Hofstede and Fons

Trompenaars, theoretical framework in order to make us appreciate the intercultural

landscape of one of the Nordic countries and to distinguish the uniqueness of

“Scandinavian and Vikings” culture. Through all six cultural dimensions, we can now also

determine how Norwegians embrace their lifestyles, how they value their norms and

beliefs, in what manner they practice their businesses as well as foresee their style of

management within the organization and society.

As we are aware, the trademark of Norwegian cultural practices within a Nordic context

is seen as equality or Egalitarian. In general, Norwegian business culture is characterized

as having lean hierarchy, flat organizational structures and very informal business

communication where the business work value is focusing on equality. They prefer to be

average and there is a displeasure towards above average behavior. This social

manifestation can be seen through Jante’s Law, the unspoken code of behavior which has

been thoroughly ingrained in Scandinavian culture for centuries. Jante's Law teaches

people to be modest and not to 'think big'. In terms of group focus, Norwegians possess

both individualistic and collectivistic tendencies where they are taught to put the needs of

society above their own in order to embrace an equal society while at the same time they

still value their personal independence. Despite the fact that they follow the social norms,

Norwegian conform to traditional rules and standards. They make every effort for

individual independence yet do not depend on others to recognize their individual

achievements.

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When it comes to basic business manner, Norwegians are rather informal, specific and

universalist. Their businesses are more transactional and focus more on legal contracts

than personal relationships. They are very direct in their communications and they don’t

like vague statements and strive to keep business conversations focused on facts and

objectives. Hence, Norwegians will not be afraid to say outright when they disagree about

something; they prefer to stick to facts and avoid personal and irrelevant issues during

discussions or meetings. In an organization, employees do not like to be controlled; they

expect to be consulted, not to be given orders. While in relations to Time orientation,

Norwegians are reliable; they generally keep their word and are punctual. Norwegian culture

emphasizes more on past and present where they exhibit great respect for traditions, a

relatively small propensity to save for the future, and a focus on attaining fast results. The

moderately high level of uncertainty avoidance indicates that Norwegians are open to

changes and can accept new ideas. They are also quite flexible, open to new things and

willing to take risks, on the other hand Norwegians are somehow a rule-oriented people

since they have good respect for the law and can be considered as obedient in nature.

Norway has rules and procedures in place which serve to reduce uncertainty in people’s work

and daily lives. All in all, a typical Norwegian is a person who can be perceived as shy, not

particularly open when he or she meets new people, even rather reserved. Norwegians are

diverse, however they can be described as trustful, honest, maybe even a little bit naïve. They

value trust in relationships and any kind of actions jeopardizing trust between partners is highly

undesirable. Thus, a typical Norwegian is a little bit afraid of other cultures, a little bit

threatened as well as can be easily overwhelmed when people are too pushy.

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REFERENCES

1. Charles H. Tidwell, J. (March 2013).

http://www.andrews.edu/~tidwell/HofstedeLongTerm.html. Von Charles Tidwell

Homepage: http://www.andrews.edu/~tidwell/HofstedeLongTerm.html abgerufen

2. Fang, T. (2003). A Critique of Hofstede’s Fifth National Culture Dimension.

International Journal of Cross Cultural Management, 2003 Vol 3(3): 347–368

Management.

3. Hastings, S. O. (2011). Revisiting Edward T. Hall's Work on Arabs and Olfaction:

An Update with Implications for Intercultural Communication Scholarship.

Journal of Intercultural Communication Research., Vol. 40( Issue 1), p3-20. 18p.

doi:10.1080/17475759.2011.558315

4. Malaysia tops global Power Distance Index. (Wednesday, 2 . April 2014). Von The

Star Online: http://www.thestar.com.my/Business/Business-

News/2014/04/02/Malaysia-at-the-top-of-Power-Distance-Index/?style=biz

5. national-culture.html. (8. March 2015). Von THE HOFSTEDE CENTRE:

http://geert-hofstede.com/national-culture.html

6. norway-country-profile.html. (19. Jan 2015). Von

http://www.kwintessential.co.uk:

http://www.kwintessential.co.uk/resources/global-etiquette/norway-country-

profile.html

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7. Pepinsky, P. N. (1994). Worlds of common sense. West Port, Connecticut:

Greenwood Press.

8. Schell, S. (2009). Managing Across Culture. McGraw-Hill .

9. Sergiu BĂLAN, L. O. (November 7th-8th, 2013). The Trompenaars’ Seven-

Dimension Cultural Model And Cultural Orientations Of Romanian Students In

Management. Proceedings Of The 7th International Management Conference, (S.

101-102). Bucharest, Romania .

10. Uncertainty Avoidance. (19. June 2010). Von www.clearlycultural.com:

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/uncertainty-

avoidance-index/

11. wikipedia. (20. Mar 2015). Von en.wikipedia.org:

http://en.wikipedia.org/wiki/Norway

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