PEOPLE.IDEAS.PERFORMANCE

80 &RPPXQLFDWLRQ The expatriate manager working in Romania should expect to spend more time in one- to-one conversation with employees who directly report to the manager than those who do not report directly to the manager. The in-group communication differs more for the manager of a collectivistic society than for the manager of a individualistic (Gudykunst, Yoon, & Nishida, 1987). However, while there is more relational communication needed with employees in the out-group the differences are less. The expatriate manager working in the USA may find that employees are not as comfortable with personal conversation with the manager as the manager may have been used to in his/her home culture and should remain more formal and direct in conversation. The expatriate manager working in the USA should be less concerned about offending the employees as a result of a more direct speech than what might have been normal in the collectivist home culture. Communication methods would be the same at the inter-organizational level and would require similar relational-building communication when interacting with employees of other organizations. +RQRU 6KDPH The expatriate manager working in Romania should pay more attention to his/her interactions with employees, both in public and private, so as to not cause undo shame for the employee(s). Coming from an individualistic society the expatriate manager should spend time learning the base of both honor and shame in the Romanian culture and seek to improve the collective view of all employees. However, the expatriate working in the USA should not be as concerned about building public honor, since it is the individual’s personal sense of worth and personal self- image that determines the employees’ sense of value. (PRWLRQV Managers in both collectivist and individualistic societies must understand the role of emotions in the local context. This means that the expatriate manager working in Romania should understand that emotions in conversation do not always indicate conflict, but rather, passion for the topic (Global Affairs Canada - Cultural Information - Romania [Online]). Whereas expatriate managers working in the USA would need to tone down the use of emotion in one-to-one and small group conversations but use emotion in formal speeches where a passionate call to action is needed. 7+( /($'(5 $6 $ 62&,$/ &+$1*( $*(17 In this section the focus is more on the organizational and societal levels than the previous section, where the focus was on the individual and organizational levels. According to Schwartz (1999) collectivism, which he calls conservatism, supports the maintenance of the status quo (p. 27), but there are times when an expatriate leader may need to work towards a change in values, goals, priorities, etc., within the organization or society that calls for cooperation among the members. The expatriate manager (we will use the term ‘manager’ here although the person may be a political leader or someone outside of a traditional work environment) needs to understand how collectivist and individualistic approach change if the manager is to be successful at making change. In a collectivist organization, or society, the manager needs to present the long-term benefits of social change to the larger community. The manager should talk about benefits to future generations, extended family members, the broader networks of the organization, or society, and why the greatest good for the organization, or society, should be sought. Kanungo (2001) posits that transformational leaders tend to use a duty-based ethical foundation, which fits well with a collectivist value-set. Kanungo contrasts this with