She has co- authored 5 books on Understanding the Malaysian Workforce, Going Glocal and Understanding the Malaysian Workforce, Culture matters and Insights and more than 50 articles on culture, management and human resource.
1. Going Glocal: Cultural Dimensions in Malaysian Management
2. Understanding the Malaysian Workforce
3. Understanding Multicultural Malaysia: Delights, Puzzles and Irritations
4. Culture Matters in Malaysia, 2009
5. Insights into Malaysian Culture, 2009
6. EXPAT COMES TO TOWN
1. Going Glocal: Cultural Dimensions in Malaysian Management
By Asma Abdullah
Publisher: Malaysian Institute of Management, Kuala Lumpur, 1992
Going Glocal is very much an exploratory book written by a Malaysian to describe the underlying assumptions and values of culture by using the “emic” process of inquiry (i.e. from inside). It is based on qualitative studies of how culture – which is very much hidden, predefined and taken for granted – has influenced its members to perceive, think, feel and evaluate the world around them
Drawing from her day to day experiences of teaching, training, consulting and counseling with both Malaysian and foreign managers. Asma has documented her observations for the benefit of readers who are managers, professionals, students of culture, consultants and human resource Professionals who want to know more about the Malaysian way.
Values and practices at the intracultural level of interactions within the same ethnic group, at the intercultural level with different ethnic groups in Malaysia and at the cross cultural level of Malaysians interacting with foreign nationals at the workplace are highlighted
Going Glocal will enable Malaysians to use their own set of underlying assumptions to describe themselves to others instead of allowing others to describe them
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2. Understanding the Malaysian Workforce
Edited: By Asma Abdullah and Aric Lim
Publisher: Malaysian Institute of Management, Kuala Lumpur, 1992, 2000
This is a practical “hands on” book for managers who want to know more about the influence of ethnic values on managerial practices in Malaysia
The first edition, published in 1992 and reprinted twice, was the result of three years of research on Intercultural Management initiated by the Malaysia Institute of Management.. It has been widely used as a guide and reference on how to interact with Malaysians at the workplace.
This timely revision contains new insights that will continue to expand our knowledge and understanding of the Malaysian workforce , especially in light of the many changes in recent years. How do managers manage the change process seeing that the process will depend on the given cultural dimensions of the workforce?
There are 15 chapters in this Revised Edition – three more than in the first edition. But like the first edition, the chapters are classified into three main parts: Foundation Concepts, Managerial Interactions and Special Applications. Each chapter includes a new segment on issues and challenges that are distinctively Malaysian and which managers in Malaysia would inevitably face. It concludes with guidelines on what to do and what not to do when interacting at the workplace
The thoughts and views compiled in this book are based on the collective experiences, observations and “wisdom” of a multicultural team comprising seasoned managers, consultants, academicians and trainers. A lot of research, writing, discussions and debates have gone into the updating of this book. The book will enable local and foreign managers and professionals to relate appropriately to Malaysians and work together more harmoniously, synergistically and productively. Students of management will also benefit from a clear understanding of the interactions among a diverse workforce with deeply rooted values and traditions.
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3. Understanding Multicultural Malaysia: Delights, Puzzles and Irritations
Co-editors: Asma Abdullah and Paul Pedersen
Publisher: Pearson Prentice Hall, Kuala Lumpur, 2003
In the course of their visits and stay, foreigners to Malaysia are often puzzled and at time irritated with the way Malaysians communicate, interpret time, dress, talk and use verbal and non-verbal signs when interacting with others. This book is to prepare the reader to better understand the multicultural corridors of Malaysia whether the reader is local or a foreigner. Foreigners who are in contact with Malaysians from public and private sectors, diplomatic service, business sectors, hotels, tour agencies, academics and students at institute of higher learning may find some clues to their puzzles in this book. It will give them hints and guidelines on how to increase their interpersonal effectiveness in their interaction with people from different culture.
Asma Abdullah Ph.D is a specialist in intercultural training and education. She has written more than 40 articles on culture, edited the book Understanding the Malaysian Workforce: Guidelines for Managers and authored Going Glocal published by the Malaysian Institute of Management. He extensive research includes analysis of the values of Malaysian managers throughout the country. Her work experience include facilitating intercultural and cross cultural workshops in both local and foreign multinational organizations and teaching on academic programs for both local and foreign universities.
Paul B. Pedersen Ph.D is a Visiting Professor in the Department of Psychology at the University of Hawaii. He has taught at the University of Minnesota, Syracuse University, University of Alabama at Birmingham, universities in Indonesia (3 years), Malaysia (2 years) and Taiwan (1 year). He has authored or edited 40 books, 99 articles and 72 chapters on aspects of multicultural counseling. He is A fellow in Divisions 9, 17, 45 and 52 of the American Psychological Association.
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4. Culture Matters in Malaysia, 2009
Many of us take our culture for granted. The way we perceive and behave with others is a result of what we have learned either consciously or unconsciously when we are growing up in a particular environment. Culture is therefore learned or “caught” but not often taught. Rarely, do we get to attend organised classes to know our own cultural values and how they influence the way we think, perceive and view ourselves and others.
The materials in this publication revolve around the 8 key cultural dimensions of harmony, relationship, hierarchy, shame, collectivism, polychronic time, high context and religion. It contains observations, encounters and early childhood experiences of Malaysians from different ethnic backgrounds about their own social and cultural programming and how they have internalised the values and beliefs of their own culture. In this effort, the views of foreign managers were also solicited as they were able to describe about how they see Malaysians at the workplace. This feedback is useful as they provide information on how they see our Malaysian values and practices and their impact on work output.
The illustrations, stories and personal reflections are most insightful and definitely a wealth of information to enable us to better understand how our values are expressed at the workplace.
The materials in this book can provide readings and references in future courses on Malaysian management practices or for social and class discussions on local values and beliefs.
Students of Malaysian culture will find the collection of essays interesting as they describe the many forms of cultural programming among Malaysians who are from different ethnic origins. Foreigners will also gain new insights on how to communicate and work effectively with Malaysians.
TOP ↑
5. Insights into Malaysian Culture, 2009
This publication contains a collection of articles by Dr. Asma Abdullah on the multicultural and diversity issues facing us today. They focus on the need for intercultural communication, sensitivity and multiculturalism, as a means to reducing one’s own ethnocentrism, promoting cultural diversity and appreciating our different cultural heritage.
Recognizing that ethnic groups have their own unique cultural needs and by taking into account these cultural-related needs can serve as an effective tool for removing one’s cultural shell. This would lead to reducing ethnocentrism and cultural imposition towards others from different cultural backgrounds. An acceptance of cultural diversity among Malaysians can help promote multicultural understanding in the country and avoid a tendency to stereotype others who are different. Over time, it can enhance our appreciation of similarities and respect for differences - hence enhancing cultural literacy in the country.
TOP ↑
6. EXPAT COMES TO TOWN
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Abstracts of Published Writings on Culture
*for more please email me
1. The Influence of Ethnic Values on Managerial Practices in Malaysia
By Asma Abdullah, Malaysian Management Review, March 1992. Vol. 27 No.1
Abstract
back to Insights into Malaysian Culture ↑
2. Cultural Dimensions of Anglos, Australians and Malaysians
By Asma Abdullah PhD, Human Resource Department, ExxonMobil, Kuala Lumpur and Lrong Lim PhD, Department of Business Administration, Kagawa University, Japan Malaysian Management Review, December 2001
Abstract
back to Insights into Malaysian Culture ↑
3. Intercultural Management Training
Interview with Asma Abdullah by John Schermerhorn, Journal of Management Development, United Kingdom, Volume 13, Number 3 1994 pp. 47-64 Copyright © MCB University Press ISSN 0262-1711
Abstract
back to Insights into Malaysian Culture ↑
4. My Cross Cultural Experience
By Asma Abdullah in Similarity in Diversity: Reflections of Malaysian and American Exchange Scholars. Edited by Zeehan-ul-hassan Usmani with Lynette J.Chua and Shahid Abrar Awan, 2006, Universe,Inc. New York.
Introduction
back to Insights into Malaysian Culture ↑
1. Going Glocal: Cultural Dimensions in Malaysian Management
2. Understanding the Malaysian Workforce
3. Understanding Multicultural Malaysia: Delights, Puzzles and Irritations
4. Culture Matters in Malaysia, 2009
5. Insights into Malaysian Culture, 2009
6. EXPAT COMES TO TOWN
1. Going Glocal: Cultural Dimensions in Malaysian Management
Publisher: Malaysian Institute of Management, Kuala Lumpur, 1992
Going Glocal is very much an exploratory book written by a Malaysian to describe the underlying assumptions and values of culture by using the “emic” process of inquiry (i.e. from inside). It is based on qualitative studies of how culture – which is very much hidden, predefined and taken for granted – has influenced its members to perceive, think, feel and evaluate the world around them
Drawing from her day to day experiences of teaching, training, consulting and counseling with both Malaysian and foreign managers. Asma has documented her observations for the benefit of readers who are managers, professionals, students of culture, consultants and human resource Professionals who want to know more about the Malaysian way.
Values and practices at the intracultural level of interactions within the same ethnic group, at the intercultural level with different ethnic groups in Malaysia and at the cross cultural level of Malaysians interacting with foreign nationals at the workplace are highlighted
Going Glocal will enable Malaysians to use their own set of underlying assumptions to describe themselves to others instead of allowing others to describe them
Table of Contents:
1. Culture in Society
2. Culture in Organizations
3. Culture at the Intracultural workplace
4. Culture at the Intercultural workplace
5. Culture at the Cross Cultural Workplace
6. Challenges at the Malaysian Workplace
7. Taking Stock
8. Building the Malaysian Community
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2. Understanding the Malaysian Workforce
Publisher: Malaysian Institute of Management, Kuala Lumpur, 1992, 2000
This is a practical “hands on” book for managers who want to know more about the influence of ethnic values on managerial practices in Malaysia
The first edition, published in 1992 and reprinted twice, was the result of three years of research on Intercultural Management initiated by the Malaysia Institute of Management.. It has been widely used as a guide and reference on how to interact with Malaysians at the workplace.
This timely revision contains new insights that will continue to expand our knowledge and understanding of the Malaysian workforce , especially in light of the many changes in recent years. How do managers manage the change process seeing that the process will depend on the given cultural dimensions of the workforce?
There are 15 chapters in this Revised Edition – three more than in the first edition. But like the first edition, the chapters are classified into three main parts: Foundation Concepts, Managerial Interactions and Special Applications. Each chapter includes a new segment on issues and challenges that are distinctively Malaysian and which managers in Malaysia would inevitably face. It concludes with guidelines on what to do and what not to do when interacting at the workplace
The thoughts and views compiled in this book are based on the collective experiences, observations and “wisdom” of a multicultural team comprising seasoned managers, consultants, academicians and trainers. A lot of research, writing, discussions and debates have gone into the updating of this book. The book will enable local and foreign managers and professionals to relate appropriately to Malaysians and work together more harmoniously, synergistically and productively. Students of management will also benefit from a clear understanding of the interactions among a diverse workforce with deeply rooted values and traditions.
Table of Contents:
1. Influence of Ethnic Values at the Malaysian Workplace
2. Communicating with Malaysians
3. Leading and Motivating a Malaysian workforce
4. Building a Multicultural team
5. Making Decisions
6. Recruiting, selecting and Orientating
7. Delegating
8. Counselling on the Job
9. Managing Conflict
10. Managing Meetings
11. Dealing with Government Agencies
12. Expats working with Malaysians
13. Working with Foreigners
14. Managing Change in Business Organizations
15. The Future Malaysian Workforce
TOP ↑
3. Understanding Multicultural Malaysia: Delights, Puzzles and Irritations
Publisher: Pearson Prentice Hall, Kuala Lumpur, 2003
In the course of their visits and stay, foreigners to Malaysia are often puzzled and at time irritated with the way Malaysians communicate, interpret time, dress, talk and use verbal and non-verbal signs when interacting with others. This book is to prepare the reader to better understand the multicultural corridors of Malaysia whether the reader is local or a foreigner. Foreigners who are in contact with Malaysians from public and private sectors, diplomatic service, business sectors, hotels, tour agencies, academics and students at institute of higher learning may find some clues to their puzzles in this book. It will give them hints and guidelines on how to increase their interpersonal effectiveness in their interaction with people from different culture.
Asma Abdullah Ph.D is a specialist in intercultural training and education. She has written more than 40 articles on culture, edited the book Understanding the Malaysian Workforce: Guidelines for Managers and authored Going Glocal published by the Malaysian Institute of Management. He extensive research includes analysis of the values of Malaysian managers throughout the country. Her work experience include facilitating intercultural and cross cultural workshops in both local and foreign multinational organizations and teaching on academic programs for both local and foreign universities.
Paul B. Pedersen Ph.D is a Visiting Professor in the Department of Psychology at the University of Hawaii. He has taught at the University of Minnesota, Syracuse University, University of Alabama at Birmingham, universities in Indonesia (3 years), Malaysia (2 years) and Taiwan (1 year). He has authored or edited 40 books, 99 articles and 72 chapters on aspects of multicultural counseling. He is A fellow in Divisions 9, 17, 45 and 52 of the American Psychological Association.
Table of Contents
1. The Malaysian Cultural Context
2. List of Puzzles and Irritations
3. Factors Contributing to Multicultural Malaysia
4. Malaysian Software Programming
5. The Malay Values Orientation
6. The Chinese Values Orientation
7. The Tamil Hindu Values Orientation and Others
8. Interacting with Malaysians
9. Working with Malaysians
10. Culture Literacy
TOP ↑
4. Culture Matters in Malaysia, 2009
The materials in this publication revolve around the 8 key cultural dimensions of harmony, relationship, hierarchy, shame, collectivism, polychronic time, high context and religion. It contains observations, encounters and early childhood experiences of Malaysians from different ethnic backgrounds about their own social and cultural programming and how they have internalised the values and beliefs of their own culture. In this effort, the views of foreign managers were also solicited as they were able to describe about how they see Malaysians at the workplace. This feedback is useful as they provide information on how they see our Malaysian values and practices and their impact on work output.
The illustrations, stories and personal reflections are most insightful and definitely a wealth of information to enable us to better understand how our values are expressed at the workplace.
The materials in this book can provide readings and references in future courses on Malaysian management practices or for social and class discussions on local values and beliefs.
Students of Malaysian culture will find the collection of essays interesting as they describe the many forms of cultural programming among Malaysians who are from different ethnic origins. Foreigners will also gain new insights on how to communicate and work effectively with Malaysians.
Table of Contents
Part I: Understanding Cultural Dimensions
Harmony
Relationship
Hierarchical
Shame
High Context communication
Collectivism
Polychronic time
Religious
Summary of Malaysian Cultural Dimensions
Part II: Describing One’s Social Programming
1. Discovering Malay roots
2. An Islamic Upbringing
3. A Malay student in London
4. A Minangkabau marriage
5. Javanese heritage
6. Malay Chinese upbringing
7. A Xien Ling Malaysian Chinese
8. A Third Generation Chinese
9. Born female in a Chinese family
10. A Hakka Chinese
11. A Foochow Chinese from Sibu
12. Baba Nonya Culture
13. Celebrating Chinese New Year
14. Indian Cultural Values
15. Growing up a Hindu
16. Sri Lankan values
17. Growing up Iban
18. Growing up Kadazan
19. Born a Dusun
Part III: Working With Malaysians
1. An American academic in an institute of higher learning
2. An American manager working with Malaysians
3. An American in Malaysia
4. A British woman working with Malaysians
5. A British manager working in a Malaysian company
6. A British investor in Malaysia
7. Dutch managers on working with Malaysians
8. A German working with Malaysians
9. Australian managers working with Malaysians
10. Korean and Malaysian Cultural Differences
11. A Japanese manager in Kuala Lumpur
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5. Insights into Malaysian Culture, 2009
Recognizing that ethnic groups have their own unique cultural needs and by taking into account these cultural-related needs can serve as an effective tool for removing one’s cultural shell. This would lead to reducing ethnocentrism and cultural imposition towards others from different cultural backgrounds. An acceptance of cultural diversity among Malaysians can help promote multicultural understanding in the country and avoid a tendency to stereotype others who are different. Over time, it can enhance our appreciation of similarities and respect for differences - hence enhancing cultural literacy in the country.
Table of Contents:
2006
Appreciate Similarities, respect differences
My Fulbright Experience (read abstract)
Living and Learning Together
2005
Going Glocal
Getting to Grips with glocal Malaysians
Glocal Malaysian in the Blog
Glocal… What’s the big fuss?
New Economic Policy
2004
About Time we are on Time
2003
Living with Quirks in Malaysian Culture
2002
The Role of Values in Organizational settings
Particularism in local management studies (Part 2)
2001
Local version of Cultural capital (Part 1)
Cultural Dimensions of Anglos, Australians and Malaysians (read abstract)
2000
An Interview with Asma Abdullah
1999
Cultural Influence on the way we lead and manage
Oh to be a global and local Melayu
I and We Cultures in Communication Breakdown
Learning Competency Model
1998
Challenges at the Malaysian workplace
Training and Culture
1997
Understanding Cross cultural Communication
Book Review: Going Glocal
Book Review: More Words than Substance
Book Review: Going Glocal
1996
Understanding the US Culture
Understand cultural values of workforce
Cultural dimensions in local management
Write More for young managers
Understand your roots befire venturing overseas
Research in HRD
Multiple Rating and 360 degree Feedback at the Malaysian Workplace: An Alternative
Delights, Puzzles and Irritations
What Makes Malaysians Tick
1995
Key Elements of Managing in Malaysia
Managing with Cultural Differences
The Unique Breed of Malaysian managers
Making Malaysian ways matter
Call to combine positive local, foreign values
1994
Leading and Motivating the Malaysian workforce
Breakthrough Experiences
Breakthroughs in Training
Value Based training
Intercultural management Training (read abstract)
1993
Effective Leadership
A woman of global standing
New Consciousness vital for progress of Women
Book Review: Understanding Malaysian Workforce
Local Female labor participation a high 47.8%
Place them in Key Positions
Managers and the Influence of Ethnic Values at the Malaysian Workforce
Women in Employment: Education and Training
Managing Malaysians
The HallMark of a Professional Secretary
What TKC means to me
1992
Influence of Ethnic Values on managerial practices (read abstract)
Turning 40’s
TOP ↑
6. EXPAT COMES TO TOWN
Prologue
Scripts
A Comic Crash Course
Expat Look at themselves
TOP ↑
Abstracts of Published Writings on Culture
*for more please email me
1. The Influence of Ethnic Values on Managerial Practices in Malaysia
By Asma Abdullah, Malaysian Management Review, March 1992. Vol. 27 No.1
Abstract
While western management practices such as those related to teamwork, counselling, performance feedback, negotiation, communication, leadership, and assertive behaviours may have been enthusiastically discussed and tried out in the corporate training rooms of organisations in Asia (specifically in Malaysia ),they may not be effectively transferred in terms of applications back at the workplace. Local and foreign human resource development (HRD) professional in general may not have been critical enough in examining the basic values underlying these practices which have originated from the West. Instead, most managers have incorporated them in their training programmes without much consideration for the realities of the local cultural conditions.
Management training packages and materials, if they are to be used effectively, must be culturally translated to align with the values and shared practices of the local workforce.
back to Insights into Malaysian Culture ↑
2. Cultural Dimensions of Anglos, Australians and Malaysians
By Asma Abdullah PhD, Human Resource Department, ExxonMobil, Kuala Lumpur and Lrong Lim PhD, Department of Business Administration, Kagawa University, Japan Malaysian Management Review, December 2001
Abstract
This paper seeks to investigate the similarities and differences in the cultural dimensions among Anglos, Australians, and Malaysians, which comprise of Chinese, Indians, and Malays. The main results reveal that the Anglos and the Australians differed significantly from the Malaysians in six dimensions. The most significant differences occur in dimensions related to relationships, collectivism, and religiosity. Among the Malaysian groups, there is only one significant difference. This occurs in the religiosity dimension, whereby the Malays differ from the Chinese and the Indians. The research discusses these differences and considers some suggestions for studying Malaysian managerial behaviors.
back to Insights into Malaysian Culture ↑
3. Intercultural Management Training
Interview with Asma Abdullah by John Schermerhorn, Journal of Management Development, United Kingdom, Volume 13, Number 3 1994 pp. 47-64 Copyright © MCB University Press ISSN 0262-1711
Abstract
Asma Abdullah is a corporate trainer and specialist in intercultural management, training and education in Esso Production Malaysia Inc., Kuala Lumpur. She designs and conducts training courses in the human resource area for both national and expatriate employees. She is also a popular trainer and guest speaker on various aspects of intercultural management training in Malaysia and elsewhere. The purpose of this interview is to explore further Asma's experiences and perspectives which have shaped her career in intercultural management training. The interview is organized into five parts dealing with Asma as a corporate trainer; her intellectual roots; the Malaysian culture; the influence of the American multinational; and cultural challenges for the intercultural management trainer.
back to Insights into Malaysian Culture ↑
4. My Cross Cultural Experience
By Asma Abdullah in Similarity in Diversity: Reflections of Malaysian and American Exchange Scholars. Edited by Zeehan-ul-hassan Usmani with Lynette J.Chua and Shahid Abrar Awan, 2006, Universe,Inc. New York.
Introduction
I was fortunate to receive a Fulbright Exchange Professional scholarship to the United States of America to study the influence of cultural values on management, particularlyAmerican values, and their impact on western managerial practices. As a former human resource development specialist in a US multinational organization, it was an excellent opportunity to visit a country which is often associated with democratic ideals, human rights, and big business.
During my 9-week stay and visit from May 14 – July 19, 1994, I became immersed in the American way of life through home stays, business meetings, workshop discussions, dining outs, picnics and conversations with a number of my valued professional colleagues and friends.
back to Insights into Malaysian Culture ↑
