“vertical,”or hierarchical, organizational structure, and employees subscribe to a well-
defined hierarchy, showing deference to seniors. Work groups are expected to follow
the directives of their supervisors. In China, Korea, and Japan, traditional norms dic-
tate that employees of large, multinational organizations demonstrate loyalty to the
company,^13 although there are signs that this is changing. The role that relations
play among Northeast Asians was revealed in a report that showed that 60 percent
of the Chinese surveyed considered interpersonal relationships as being important in
their lives but that only 29 percent of the U.S. Americans in the study felt
that way.^14
Employee morale and motivation are also influenced by a worker’s cultural prefer-
ence for individuality or group membership. In Western organizations, especially in
the United States, individuals are normally singled out for recognition and reward.
This trend is evident in many workplaces where photos are prominently displayed of
“Employee of the Month, Quarter, and/or Year.”These individuals may receive a
certificate or a plaque at a formal ceremony, along with additional rewards, such as a
small bonus or perhaps a dedicated parking space for a specific period of time. In con-
trast, employees in Northeast Asian
organizations consider all work group
members to be part of an integrated
team and equally responsible for the
success or failure of a project. Accord-
ingly, rewards are expected to be
distributed equally. Personal recogni-
tion can lead to friction within the
group and potential embarrassment
for the individual.
Different cultures also have varied perspectives on how mentoring should be con-
ducted. In Euro-American organizations, mentoring often assumes a structured, pro-
grammed format designed to assist a specific group, such as the highly talented,
socially disadvantaged, or physically challenged, for a specific time period. Quite in
contrast, in Japanese corporations, the mentor–mentee relationship is personal, often
emotionally based, and intended to be long term.^16
Dissimilar culturally instilled attitudes toward work and leisure can also impact
globalized organizations. Recalling our discussion of values in Chapter 6, the United
States is considered to be a“doing culture,”where work is an important, valued activ-
ity that usually takes precedence over almost everything else. However, employees
from some other cultures may have very different attitudes and priorities. Table 10.3
illustrates the different views of work and leisure that must be managed in a multicul-
tural workforce.
Religion is yet another consideration for global managers. In some cultures, reli-
gion is personal and separate from professional life, but in other cultures, religion
permeates every aspect of work and social activity. Religion presents a host of consid-
erations for the global manager—workweek schedule, holidays, diet, alcohol con-
sumption, dress, accessibility to place of worship, worldview, etc. Some nations have
laws governing how religion can be treated, as a New Zealand manager of a bar and
restaurant in Myanmar discovered. After an advertising poster of a blue Buddha,
wearing headphones, on a psychedelic-colored background was posted on Facebook,
he and two other individuals were arrested and sentenced to two and a half years inCONSIDER THIS
A globalized Silicon Valley firm sought to motivate its multicultural
workforce using posters saying,“Slay the Dragon.”However, the
Chinese workers objected because in China, dragons are consid-
ered good luck. The posters were removed.^15348 CHAPTER 10• Intercultural Communication in Contexts
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