Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Problem of cross cultural management
Problem of cross cultural management
Problem of cross cultural management
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Problem of cross cultural management
It will be discussed the differences between the culture of management and doing business between the UK and the Brazilian business and management culture. These differences are going to be analysed through a situation in which a British woman manager who travels to Brazil in order to make business. It will be analysed the cultural differences using sociological theories as the seven dimensions of Trompenaar which analyses cultures through seven different values, Hofstede Theory and how time is perceived through `monocronic´ and `polycronic´ Hall´s theory. These theories will help to understand and differentiate the management cultural differences between the two countries.
The analysis begins with the research made by the professor Geert Hofstede. Hofstede conducted a research into national and organisational culture through 6 dimensions which are Power distance, Individualism, Masculinity, Uncertainty Avoidance, Pragmatism and Indulgence. After the research, every country has a score in every dimension of the research. The higher the score is, the more presented is the dimension in the society.( Hofstede Center,2014)
The analysis will be focus on `uncertain avoidance´. `Uncertain avoidance´ could be defined as the way that a society deals with the fact that the future can never be known (Hofstede Center, 2014).The score of Brazil is 76 which is fairly high. As the rest of Latin American society show a strong need for rules and elaborate legal systems in order to structure life. In Brazil, as in all high Uncertainty Avoidance societies, bureaucracy, laws and rules are very important to make the world a safer place to live in. Brazilians need to have good and relaxing moments in their everyday life, socialising with friends and...
... middle of paper ...
...seven-dimensions.htm (Accessed 18 May. 2014).
University of Birmingham (2014) Business Culture in Brazil. Available at: https://intranet.birmingham.ac.uk/as/employability/careers/international/country-profiles/brazil/business.aspx (Accessed: 11 April 2014)
The World Bank (2013) Women at Work, Good for them and the Brazilian Economy Available at: http://www.worldbank.org/en/news/feature/2013/02/22/Brazil-why-promoting-equal-pay-is-good-for-economy-job-market
Trompenaars.F, HampdenTurner .C (1993) Riding the Waves of Cultures Breathly Publishing London: London
Samovar. L, Porter.R, Mcdaniel.E (2012) Intercultural Communication Reader Wadsworth Cengage Learning: Boston USA
Smith, P., Trompenaars, F. and Dugan, S. (1995). The Rotter locus of control scale in 43 countries: A test of cultural relativity. International Journal of Psychology, 30(3), pp.377--400
Geert Hofstede, Gert Jan Hofstede and Michael Minkov, Cultures and Organizations: Software of the Mind. Revised and Expanded 3rd Edition. McGraw-Hill 2010.
The first of the four dimension of Hofstede’s theory of national culture is power distance. Hofstede stated that, ‘the essential issue involved, to which different societies have found different solutions, is human inequality’ (1980; 92). An outstanding aspect of inequality is the amount of power each individual exercises or can apply over others with power being illustrated as the amount in which an individual is able to impact other individual’s thoughts and performance (Hofstede, 2015). Within societies, inequality in power is expected. This inequality in power is typically characterized in hierarchical employer-employee relationships. Power distance, is the degree that less powerful members of organizations inside a nation anticipate and
In the website provided I do not found the name of my country in the in the section available to select country, even if I can’t provide any data from the website, I will try to speak about the 6 traits (power distance, Individualism, Masculinity, uncertainty avoidance, Long term orientation, indulgence) considered to analyze the countries culture.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
The definitions of culture are numerous and wide ranging. The subject of culture can be examined from a sociological, psychological or managerial standpoint (LUNDY & COWLY 1996). It is estimated that here are some 200 different definitions of this term. Two popular scholars Furnham & Gunter summed up many of these definitions and highlighted several commons traits or aspects of the many definitions of Culture.
Hofstede has identified five different cultural dimensions. These dimensions include power-distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance and lastly long term orientation. According to Hofstede, power distance is the first dimension which translates to how all individuals in a society aren't equal and there is a decent amount of inequality when it comes to the division of power. The second dimension involves the theme of individualism which translates to the degree of interdependence as well as how we identify ourselves in terms of "I" or "We". Additionally, Hofstede states that in individualist societies we tend to look only after ourselves and our blood family, however, in collectivistic societies individuals identify themselves as part of groups and take care of each other in exchange for loyalty. The third dimension would be masculinity/ femininity. A high score would translate to a masculine culture which demonstrates a culture driven by competition, achievement and success. On the other hand, a low score which demonstrates a feminine culture shows that the dominant traits involves caring for others and quality of life. The fourth dimension involves uncertainty avoidance which translates to how a society deals with not knowing how the future is going to turn out. This amount of vagueness brings about anxiety and different cultures deal with this issue differently. The fifth and final cultural dimension according to Hofstede is long term orientat...
Cultural Differences in Hofstede’s Six Dimensions According to Professor Geert Hofstede, dimensionalizing a culture requires a complex analysis of a multitude of categories including differing nations, regions, ethnic groups, religions, organizations, and genders. Hofstede defines culture as "the collective programming of the mind distinguishing the members of one group or category of people from another". Throughout his many years of contribution as a social scientist, he has conducted arguably the most comprehensive study of how values in the workplace are influenced by culture, leading to the establishment of the Six Dimensions of National Culture. From this research model, the dimensions of Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long Term Orientation, and Indulgence are defined according to their implication on individual countries, which when comparatively examined provide a broad understanding of cultural diversity as it relates to the workplace. Identification and Definition of the Six Dimensions In initially defining each of Hofstede's dimensions, a foundational understanding of the six categories is established, from which a greater understanding of different cultures can be built off of.
The affect the four dimensions by Hofstede, power distance, uncertainty avoidance, masculine/femininity and individual and collectivism have on organizational show in all cultures and cross culture.
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.
Management and The Body Shop In this paper I will be taking a look at basic management functions. The approaches, and the synthesis of two views of management. I will attempt to take an overview of culture and its effect on a company.
Treven, S., Mulej, M., & Lynn, M. (2008). THE IMPACT OF CULTURE ON ORGANIZATIONAL BEHAVIOR. Management: Journal Of Contemporary Management Issues, 13(2), 27-39. Retrieved on April 09, 2014 from EBSCOHost http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=35866261&site=ehost-live
Basically, Hofstede’s cultural dimension is divided into five dimensions along which national culture could be described: power distance (PDI), individualism-collectivism (IDV), masculinity-femininity (MAS), uncertainty avoidance (UAI) and long-term orientation versus short-term normative orientation (LTO).
The Hofstede model of national culture differences, based on research carried out in the early seventies, is the first major study to receive worldwide attention. This influential model of cultural traits identifies five dimensions of culture that help to explain how and why people from various cultures behave as they do. According to Hofstede (1997) culture is Ù[ collective programming of the mind? This referring to a set of assumptions, beliefs, values and practices that a group of people has condoned as a result of the history of their engagements with one another and their environment over time. In this study, culture refers to a set of core values and behavioural patterns people have due to socialisation to a certain culture. The author̼ theoretical framework will be applied to compare differing management practices in China and the West. The five measurements of culture identified by the author are:
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544
It is a “pattern of beliefs, values and learned ways of coping with experience” (Brown 1994) that manifests itself into three layers: artefacts at the shallowest, values and beliefs in the middle and basic assumptions at the deepest. It is inseparable from the organisation that cannot be easily manipulated as it is fundamentally non-unitary and emergent. Finally, organisational culture is important as it is one of the main determinants as to whether a firm can enjoy superior financial and a comparative advantage over firms of differing cultures.