Geocentric extraversion versus ethnocentric introversion: a clash in multinational human resources management.

Nica, Gabriela Beatrice ; Aurite, Traian ; Dumitrescu, Diana Mariana 等

1. INTRODUCTION

In our paper, we will put into debate the theorethical models describing two important types of organizational culture (ethnocentric and geocentric) according archetypal Jungian symbols: introversion and extraversion to match the best human resources policy for each organizational culture. We consider that such a diagnosis at all the hierarchical levels will allow us to better integrate the human resources typology in the organizational culture. The globalisation of the economy is creating occasions for the clashing of cultures. From manners and ways of making friends to attitudes toward the environment, different cultures espouse different values. Over the long haul, these values-and their differences-may prove as important as new technologies in determining the future.

2. GEOCENTRIC EXTRAVERSION VERUS ETHNOCENTRIC CULTURE

What is organizational culture? Organizational culture is the collection of norms, values, beliefs, expectations, assumptions, and philosophy of the people within it.

Organizational culture concerns the deeply rooted beliefs, values, and norms shared by the members of an organization. While these beliefs and values generally are not directly visible, they drive and are reflected in the actions taken by an organization. Organizational culture has been linked to economic performance and organization viability/success (Denison & Mishra, 1995).

The cooperative team culture type values flexibility and has an internal focus. This culture type is sometimes referred to as the human relations type because of its emphasis on commitment, cohesion and morale (Quinn, 1992).

Cultural complexes structure emotional experience and operate in the personal and collective psyche in much the same way as individual complexes, although their content might be quite different. (Singer & Kimbles, 2004). Cultural complexes also tend to be bipolar: extraversion and introversion orientation.

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The label ethnocentric derives from the fact that the management is based on strictly one nation's set of criteria, that is, the country of origin of the corporation. Identity is mediated through the values, language and higher management of the same national derivation, found in the mother company and at the higher levels of the different branches of the corporation. It is an asymmetrical regime in which general company policy is planned from the centre, from whence the implementation of the different branches is monitored. The company's decision taking is thus controlled by the mother company and a group of managers of the same nationality (figure 1) Ethnocentric as hierarchical culture reflects bureaucracy and stability. Enforced roles, rules and regulations are emphasized. Ethnocentrism is a tendency to view people unconsciously by using our own customs as the standard for all judgements. The ethnocentric behavior maybe creates the problems in inter-cultural relations since the differences at this level are conceivably very great.

The translational or geocentric companies have a similarly high degree of international coordination on production, but where there is a greater degree of independence observable across branch companies, and greater orientation towards satisfying the demand among local markets. The heads of the branch companies enjoy greater autonomy and decision-taking is more horizontal, tending to be carried out among branch managers. Management by process is emphasised as well as the increased need for communication between the management of the different branches (figure 2).

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Geocentric specifically, rational culture reflects an orientation toward efficiency and profit. The primary emphasis is upon planning, productivity and goal clarity.

The two differences between ethnocentric and geocentric corporations in terms of orientation are a home-country orientation on the part of the parent company for ethnocentric model--introversion and a world orientation for geocentric model--extraversion.

Carl Gustav Jung was a Swiss psychiatrist and founder of the school of analytical psychology. Jung believed that symbol creation was a key in understanding human nature. He wanted to investigate the similarity of symbols that are located in different religious, mythological, and magical systems which occur in many cultures and time periods.

The first dimension of behaviour personality type measures are Introversion--Extraversion. The terms are a measure of where we get our energy. Introverts get their energy from within and lose energy quickly when having to deal with a lot of people (figure 3). Extraverts get their energy from the outer world and feel drained when they are by themselves too long (Figure 4).

The Introverts need to make the effort to speak out and take the initiative in social situations (Briggs-Myers, 1984) The Introvert prefers the intimacy of talking in depth with a few people, and then tires rather quickly.

Think of Extraverts like solar cell batteries (Read & all., 1953-1979). They need to be in the sun to get charged up. Introverts are more like rechargeable batteries. They need to be by themselves to restore their energy, and then they can go back out into the world of people. Flexibility values refer to spontaneity, change, openness, adaptability and responsiveness.

The Extravert is gregarious and enjoys meeting a lot of different people, and feel energized by the experience The Extraverts need to learn to go within and develop their thoughts in quiet and solitude.

We considered that the geocentric corporation prefer the extraverted attitude, describing it in such favourable terms as outgoing, well-adjusted, while the introverted attitude is dubbed self-centred. On the other hand, in the ethnocentric corporation, at least until recent times, the introverted attitude has been the prevailing one.

Psychological type refers to our ways of adapting to the world around us and to what goes on within us.

We all have to live in the world as well as with ourselves; therefore it is important to develop the attitudes and mental functions that optimally facilitate both adaptations. Adaptation means conscious choice: the possibility of choosing rather than being compelled in one direction or another.

The "inner" world refers to what happens in us: the thoughts, fantasies, dreams, and emotions that spontaneously come into consciousness or that we intentionally focus on. Our primary attitude/orientation is introverted when the "in here" energizes us, draws our attention, and give life meaning.

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People whose natural attitude is introverted typically like, need, and seek time to pay attention to, to ponder, and to process what goes on "inside," in the "inner world".

Paying attention to what happens "outside" is more difficult for people who naturally prefer introversion. People who naturally prefer introversion typically know themselves (i.e., their inner experiences) but often are not well adapted to the "outer" world. The "outer" world refers to what happens around us, "out there:" other people, events, things, and the physical world. Our primary attitude/orientation is extraverted when the "out there" energizes us, draws our attention, and gives life meaning. In other words, our point of reference is "outside" ourselves. People whose natural attitude is extraverted typically like, need, and seek a lot of involvement with people and the surrounding environment. Paying attention to what happens "inside" is more difficult for people who naturally prefer extraversion. Persons who naturally prefer extraversion know the world, but often don't know much about them, that is, what goes on inside them.

3. CONCLUSION

Human resources culture is a multidimensional enigma that envelops the organization. Every member of the organization contributes to the culture in some manner. The history, style of leadership, structural stability, level of work-force empowerment and the ability to adapt to a changing environment all contribute to the culture of an organization.

Specifically, developmental culture relies on adaptability and readiness to attain growth, innovation, and creativity. Group culture sees cohesion, teamwork, and morale as means to foster development, empowerment, and commitment of human resources. We analyze here the geocentric corporation based on extraverted attitude, versus the introverted attitude dubbed self-centred prevailing in the ethnocentric corporation.

4. REFERENCES

Briggs Myers Isabel, Gifts Differing. Palo Alto, CA: Consulting Psychologists Press (1984).

Denison Daniel R. and Mishra Aneil K. (1995) Toward a Theory of Organizational Culture and Effectiveness Organization Science, Vol. 6, No. 2 (Mar.-Apr., 1995), pp. 204-223

Quinn, James Brian (1992), Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. N.Y.: The Free Press

H. Read, M. Fordham, G. Adler, and Wm. McGuire, (1953-1979), The Collected Works of C.G. Jung. 20 vols. Bollingen Series XX, translated by R.F.C. Hull, edited by. Princeton University Press, Princeton,

Singer, T. & Kimbles, S., (2004) The Cultural Complex, Published by Brunner--Routledge