“Using Hofstede’s Cultural Framework to Reveal Different Management and Business Practices between Countries”
Differences in management and business practices become more obvious as globalization increases (Carpenter, Taylor, & Erdogan, 2009). These differences can be revealed by using Geert Hoftstede’s six cultural dimensions. This essay will explain Hofstede’s cultural framework and how it reveals some differences in managerial styles and business practices between South Korea and the United Kingdom.
As globalization increases, an awareness of the differences in managerial styles between countries also increases (Carpenter, Taylor, & Erdogan, 2009). Melony Gallant (2013) wrote that “it’s always interesting to see how cultures compare and
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References
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Geert Hofstede performed the most lauded research on The Dimensions of Culture theory. His findings and the model that he created were outlined in his 1980 book “Cultures Consequences.” The work was met with both acclaim and disregard from fellow academics. Hofstede’s work is generally quoted and cited without any hesitation even today and his model is still widely used the main guideline for dealing with human resources from a cultural perspective.
Geert Hofstede’s research in this area has been largely accepted as the standard for understanding culture within nations for study in many different disciplines including sociology and management research, among others. His studies because of their vastness in scale, gathering data from more than ”60,000 respondents in seventy different countries,” makes his research extremely reliable and foundational to research in this area (Hofstede, 1984, 1991, 2001).”
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Ngirwa, C. C., Euwema, M., Babyegeya, E., & Stouten, J. (2013). Leaders styles of managing
The differences in other cultures vary from beliefs to ways of life, or norms, of the different societies. The importance of understanding and sensitivity to other countries’ differences is crucial to a business’ success. “Lack of familiarity with the business practices, social customs, and etiquette of a country can weaken a co...
It is true to say that globalisation is a two-way street. As international business and trade continue to grow, models of organisations and approaches to management are beginning to merge; nevertheless it remains imperative for firms to understand and govern across the myriad of cultural differences which still exist. These differences seem most apparent in China, where managerial values are deeply rooted in archaic and powerful culture. Some authors argue that even with a certain degree of convergence between Chinese and Western cultures, such convergence does have its restrictions.
Companies can avail the competitive edge through an effective use of cross cultural dimensions. One creative thinking and positive dealing with this factor can help greatly in successful achievement and completion of goals. For recurrent encounter of cultural differences, various theories has been identified. The Hofstede and the Trompenaar (1993) theory are the models for cross cultural management.
Hofstede’s research present a static view of culture yet culture is dynamic. The model only offers a single cultural profile per country while country members and companies will often be subject to multiple, potentially conflicting, cultural currents. Despite these and other criticisms, Hofstede’s work, as stated, remains the dominant model for cross-cultural
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544
Kinicki, A., & Williams, B. K. (2011). Management: A practical introduction (5th ed.). New York, NY: McGraw-Hill Irwin.
The components of culture discussed in the textbook, ‘International Business: The Challenges of Globalization,’ include aesthetics, manners and customs, education, physical and material environments, personal communication, religion, social structure, values and attitudes (Wild, Wild, Valladres Montemayor, 2015). When moving businesses’ to international markets like Birkenshire Corporations did, being a British organization having operations in China (Huang, T.Y., 2017), these elements of culture are extremely important to consider. Whether being in marketing and having to change the packaging of the product such as language, colors, and picture used; in social structure of the company and how staff arr expected to communicate, or the manners and customs a company has. In the case of Birkenshire Corporation, the main element of culture that was ignored and not considered was the manners and customs. Ignorance of culture was done by both the administrative department, made up of Chinese and non-Chinese staff, and the employees who received the gifts, made up of people from other cultures such as Latin-America, Australia, Europe, North America, Asia, and Africa (Huang, T.Y., 2017). If these employees had been made aware of the manners and customs of all the various cultures present in the Birkenshire organization, this issue could have been resolved in a way that didn’t offend