What Defines Status?
The concept of status varies by culture, and can affect performance and relationships in the workplace. Concepts of status affect how one views work habits, leadership style, and the chain of command. Many cross cultural business deals have fallen apart because the participants were unaware of the role of status in negations.
Status in a culture can be either ascribed or achieved.
Achieved status – what you do
In the US, status is achieved. Status in controlled internally— it is based on your own hard work and results. Titles are used less frequently and it is not unusual to call people by their first names. Respect for superiors must be earned, and is based on how effective and knowledgeable they are. Superiors can be of any age, religion, race or gender.
Achieved status cultures favor competition and individual effort as a way of advancing. Workers are more likely to think outside the box, speak up and challenge superiors, and be assigned to tasks based on skill rather than position.
Ascribed status– who you are
Ascribed status is external, and therefore not controllable. It is the result of your birth, family, gender, age, personal connections, education, or years of service at a company. In ascription-oriented cultures, titles are used extensively. This is not only done as a sign of respect, but to clarify your status in the organization. In these cultures it is extremely difficult to achieve status through your work efforts or achievements.
Ascribed status is usually found in cultures with rigid hierarchies, such as Indian, Asian, and Arabic. The roles and responsibilities of employees are clearly defined at each level. Employees will not go outside the boundaries of these hierarchies, and processes and procedures are strictly followed in the workplace. Ascriptives are less likely to think outside the box, take risks, take initiative to solve problems or make suggestions to superiors. A tragic example of this is was a Korean Air plane crash. Black box recordings showed that the co-pilot was aware of impending danger, but would not speak up and challenge the pilot, who was his superior.
Negotiating Across Cultures
When conducting cross-cultural negations, achievement-oriented culture will usually send the most knowledgeable employee, regardless of age, gender, or status. Ascriptives should not dismiss this person or take it as a sign of disrespect if a lower level employee is sent to negotiate.
Ascription-oriented cultures will send a high ranking employee to negotiations, regardless of knowledge. If a low ranking employee is assigned to a negotiation, it is a sign that the company is not very interested. For ascriptives, “face” is extremely important. Therefore, it is very important that the achiever respect the ascriptive’s status and influence, even if he is less knowledgeable.
