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Just Other Articles - Status - Cross Cultural Differences
Status exists in all societies but varies in fundamental ways. Cross cultural differences in they way in which we perceive status, gain status and react to status differ from culture to culture.
In this article we examine the cr
In this article we examine the cr
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
oss cultural differences with relation to status and analyse how they manifest in certain areas in the workplace. For the sake of simplicity we identify two types of status; ‘ascribed-status’ and ‘achieved-status’.
Ascribed-stat
Ascribed-stat
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
s:
Ascribed-status refers to those cultures that base status upon external qualities such as age, wealth, education or gender. If one has the right external characteristics, status is ascribed to them. In such cultures there is
Ascribed-status refers to those cultures that base status upon external qualities such as age, wealth, education or gender. If one has the right external characteristics, status is ascribed to them. In such cultures there is
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
ittle room for others to gain status through actions and achievements.
Achieved-status:
Achieved-status, as its title suggests, is earned. Internal qualities are valued more than external ones. Therefore, status is achieved thr
Achieved-status:
Achieved-status, as its title suggests, is earned. Internal qualities are valued more than external ones. Therefore, status is achieved thr
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
ugh accomplishments such as hard work and contributions to a company or community. In such cultures status is malleable, in that it can be lost as quickly as it is gained and status can shift to other individuals.
Status and Hie
Status and Hie
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
archy:
An area that status impacts within businesses is organisational hierarchies. In ascribed-status cultures there tends to be rigid hierarchies that define roles, practices and processes. For example, employees will tend to
An area that status impacts within businesses is organisational hierarchies. In ascribed-status cultures there tends to be rigid hierarchies that define roles, practices and processes. For example, employees will tend to
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
ocus solely on their own responsibilities and generally not offer suggestions to those above them in the hierarchy, as to do so would be disrespectful. In such organisations, change is very rarely bottom up.
In achieved-status c
In achieved-status c
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
ltures, hierarchies exist but are less formal. The egalitarian nature of such cultures usually means that more value is placed on development and progression rather than respect for status. Consequently, lower level employees wou
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
d generally feel empowered to make suggestions directly to seniors.
Status and Formality:
The formality of a culture is usually a good indication of the significance of status. The use of names between colleagues is one of the
Status and Formality:
The formality of a culture is usually a good indication of the significance of status. The use of names between colleagues is one of the
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
ore observable manifestations of status in the workplace.
In ascribed-status cultures colleagues will generally address each other using titles and surnames. Professionals, such as doctors, architects and lawyers, would expect t
In ascribed-status cultures colleagues will generally address each other using titles and surnames. Professionals, such as doctors, architects and lawyers, would expect t
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
be addressed by their professional titles. First names are usually only used between family and friends.
In achieved-status cultures, people commonly use first names. This is because individuals will usually feel of equal worth
In achieved-status cultures, people commonly use first names. This is because individuals will usually feel of equal worth
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
with one another and see no need to demonstrate deference to a more senior ranked colleague.
Status and Management:
A manager in an achieved-status culture will usually take on the role of a mentor. The manager will be a refere
Status and Management:
A manager in an achieved-status culture will usually take on the role of a mentor. The manager will be a refere
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
ce point and will guide those under him/her to develop their skills and perform their duties with minimal guidance. Subordinates can and do challenge a manager’s decision.
In contrast, in ascribed-status cultures, the manager is
In contrast, in ascribed-status cultures, the manager is
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
expected to give orders and know all the answers. The manager is seen to be experienced, knowledgeable and able to deal with problems effectively. Rather than a mentor, the manager in such a culture takes on more of a parental ro
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
e as he/she is expected to take care of employees by ascribing duties and overseeing how they handle them. Manager’s decisions are typically not challenged.
Status and Information:
The flow of information between people in comp
Status and Information:
The flow of information between people in comp
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
nies and organisations is another area affected by cross cultural differences in status. In cultures where status is achieved, information usually flows easily between ranks. Directly approaching a senior colleague of another dep
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
rtment for consultation, advice or feedback will have a certain amount of protocol attached to it, but is commonplace.
Conversely, in achieved-status cultures information flow is a lot less fluid. There are only certain avenues
Conversely, in achieved-status cultures information flow is a lot less fluid. There are only certain avenues
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
ne can take to either relay or gain information. For example, if the scenario mentioned above occurred in such a culture, the senior colleague would probably feel offended. In this circumstance, the correct protocol would be for
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
he lower ranking colleague to approach his/her manager and ask them to approach the manager of the other department for information or feedback.
As we have seen from the few examples cited above, cross cultural differences with
As we have seen from the few examples cited above, cross cultural differences with
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
elation to status can and do impact upon a business. If a business is multi-cultural, problems can occur where differences in hierarchy, status and protocol lead to poor communication between staff and frustration with colleagues
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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