Describe the differences between an achievement culture and an ascription culture. According to Dutch researcher, Fons Trompenaars, how does an understanding of these differences help an international manager be effective in dealing with clients outside his or her own culture?
What will be an ideal response?
An achievement culture is one in which people are accorded status based on how well they perform their functions. An ascription culture is one in which status is attributed based on who or what a person is. Achievement cultures give high status to high achievers, such as the company's number one salesperson. Ascription cultures accord status based on age, gender, or social connections. For example, in an ascription culture, a person who has been with the company for 40 years may be listened to carefully because of the respect that others have for the individual's age and longevity with the firm.
Dutch researcher, Fons Trompenaars, recommends that when individuals from achievement cultures do business in ascription cultures, they should make sure that their group has older, senior, and former position holders who can impress the other side, and they should respect the status and influence of their counterparts in the other group. Conversely, he recommends that when individuals from ascription cultures do business in achievement cultures, they should make sure that their group has sufficient data, technical advisers, and knowledgeable people to convince the other that they are proficient. They should also respect the knowledge and information of the counterparts on the other team.
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