In general, Americans tend to work and conduct their private lives independently, valuing individual achievement, accomplishments, promotions, and wealth above any group goals. In many other countries, individualism is not valued (as previously discussed in the context of Hofstede's work). In China, for example, much more of a we consciousness prevails, and the group is the basic building block of social life and work. For the Chinese, conformity and cooperaExhibit 3-6 Fundamental Differences Between Japanese and Mexican Culture That Affect Business Organizations tion take precedence over individual achievement, and the emphasis is on the strength of the family or community-the predominant attitude being we all rise or fall together.
International managers often face conflicts in the workplace as a result of differences in these four basic values of time, change, materialism, and individualism. If these operational value differences and their likely consequences are anticipated, managers can adjust expectations, communications, work organization, schedules, incentive systems, and so forth, to provide for more constructive outcomes for the company and its employees. Some of these operational differences between Japanese and Mexican cultures in shown in Exhibit 3-6. Note, in particular, the factors of time, individualism change (fatalism) and materialism (attitudes toward work), expressed in the exhibit.
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