Cultural Value

Examples of Cultural Value in the following topics:

• Values

  • Cultures have values that are largely shared by their members.
  • Different cultures reflect different values.
  • Values are related to the norms of a culture, but they are more global and abstract than norms.
  • Different cultures reflect different values.
  • Members take part in a culture even if each member's personal values do not entirely agree with some of the normative values sanctioned in the culture.

• Political Values

  • Political cultures have values that are largely shared by their members; these are called political values.
  • Without normative personal values, there would be no cultural reference against which to measure the virtue of individual values and so culture identity would disintegrate.
  • Cultures have values that are largely shared by their members.
  • Different cultures reflect different values.
  • Members take part in a culture even if each member's personal values do not entirely agree with some of the normative values sanctioned in the culture.

• Nonmaterial Culture

  • Non-material culture includes the behaviors, ideas, norms, values, and beliefs that contribute to a society's overall culture.
  • For example, patriotism is a type of value, and is therefore part of non-material culture.
  • In certain cultures they reflect the values of respect and support of friends and family.
  • Different cultures honor different values.
  • Members take part in a culture even if each member's personal values do not entirely agree with some of the normative values sanctioned in the culture.

• Observable Culture

  • Observable culture is the visceral reflection of a company's underlying values that drive business decisions and policies.
  • Culture includes many factors, such as:
  • A company's values play a big role in reflecting their observable culture.
  • Observable culture within an organization is the reflection of a company's underlying values that drive business decisions and policies.
  • Recognize the way in which intrinsic organizational culture is transmitted into an observable, public face for organizational culture

• Core Culture

  • Core culture is the underlying value that defines organizational identity through observable culture.
  • Core culture is more ideological and strategic, representing concepts such as vision (long-term agenda and values), while observable culture is more of a communications channel (i.e., stories, logos, symbols, branding, mission statement, and office environment).
  • The next level is values, which bridges the gap between observable and core culture.
  • Upper management must decide which values and ethos will constitute the core of the organizational culture, and then instill this internally, in their employees, and communicate it externally, to stakeholders (via observable culture).
  • Diagram of Schein's organizational behavior model, which depicts the three central components of an organization's culture: artifacts (visual symbols such as office dress code), values (company goals and standards), and assumptions (implicit, unacknowledged standards or biases).

• Culture and Ethics

  • Culture reflects the moral values and ethical norms governing how people should behave and interact with others.
  • These normative beliefs, together with related cultural values and rituals, impose a sense of order and control on aspects of life that might otherwise appear chaotic or unpredictable.
  • Cultural relativists consider this to be an ethnocentric view, as the universal set of values proposed by universalists are based on their set of values.
  • This diagram attempts to plot different countries by the importance of different types of values.
  • One axis represents traditional values to secular-rational values, while the other axis accounts for survival values and self-expression values.

• Culture

  • American culture, for example, values hard work, thrift and achievement.
  • There are generally three components of a culture: beliefs, values, and customs.
  • Values are general statements that guide behavior and influence beliefs.
  • Since different cultures have different values, they will have different buying habits.
  • The strategy should show the product or service as reinforcing the beliefs, values and customs of the targeted culture.

• Cultural Intelligence

  • The components of cultural intelligence, from a general perspective, can be described in terms of linguistics, culture (religion, holidays, social norms, etc.), and geography (or ethnicity).
  • As a result, individuals interested in developing their cultural quotient (CQ) are tasked with studying each of these facets of cultural intelligence in order to accurately recognize the beliefs, values, and behaviors of the culture in which they are immersed.
  • With these components in mind, it is useful to apply them to varying theoretical frameworks designed to illuminate the cultural dimensions and value differences across the globe.
  • Hofstede's theory of cultural dimensions is particularly interesting, as it allows for a direct quantification of specific cultural values in order to measure and benchmark cultural norms in a relative and meaningful way.
  • Understanding linguistics, cultural norms, and varying values will allow for higher localization and efficiency within global businesses.

• Communicating Organizational Culture

  • Corporate culture is used to control, coordinate, and integrate company subsidiaries.
  • Culture runs deeper than this definition, however, because culture also represents the embedded values, traditions, beliefs, and behaviors of a given group.
  • While it is too simplistic to say that culture is a top-down communicative process, there is relevance to the idea that culture generally begins with the founders of the organization and the values they emphasize in the organizational growth and hiring process.
  • Leaders have a number of tools and strategies at their disposal to communicate culture.
  • With many diverse tools for communicating culture comes the challenge of aligning each perspective for consistency of message: for instance, the employee training program must emphasize the same values as the mission statement and must match the executive mandate for organizational structure and design.

• Cultural Psychology

  • Cultural psychology seeks to understand how forces of society and culture influence individuals' thoughts, feelings, and behaviors.
  • The main tenet of cultural psychology is that mind and culture are inseparable and mutually constitutive, meaning that people are shaped by their culture and their culture is also shaped by them.
  • The evidence that social values, logical reasoning, and basic cognitive and motivational processes vary across populations has become increasingly difficult to ignore.
  • Cultural psychology is often confused with cross-cultural psychology; however, it is distinct in that cross-cultural psychologists generally use culture as a means of testing the universality of psychological processes, rather than determining how local cultural practices shape psychological processes.
  • This theory focuses on how aspects of culture, such as values, beliefs, customs, and skills, are transmitted from one generation to the next.