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Essay on using mixed method research
Hofstedes cultural dimensions two cultures
Essay on mixed methods of research
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Adopting a mixed method required a precise exercise for selecting groups of respondents used for the quantitative and qualitative portion of the research. As established the questionnaire based on Hofstede’s cultural dimensions was administered to 273 undergraduates students inside a university in Southern Guangdong province of China. Subsequent factions were selected inside the same institution with a strict criterion regarding the age of the cluster, 100 employees composed of the personnel commissioned in multiple positions. To complete the collection supplemental candidates were selected inside Hallsmart Enterprise a Japan-China joint venture implicated in the fabrication and development of electrical appliances. The specific characteristics of the first group and the second group has been detailed in Appendix E with the particular information regarding their demographic and personal details relative to the study.
Exploring the physiognomies of respondents concerning the questionnaire portion was indispensable for electing group of individuals corresponding to the description of the millennial born between 1980-2000 and their older peers. Another aspect was the relation with knowledge transfer since this was embroiling a certain degree of comprehension of knowledge and experience in the learning endeavour, undergraduate students were the more pertinent to the cognitive implication of the knowledge exchange process. For the sample composed from the older generation it was indispensable to privileged an age gap ample to avoid a dispersion of the generational factor for both clusters insuring a minimum of a decade in distance. A range supposed to be appropriate was defined for the extreme maturity of the millennials to be 24 yea...
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...ers. In the subsequent table there was the reproduction of the data combination for all the questions and the composition of calculation of the numbers proportional to each dimension. A strict obedience to the document provided by the Hofstede centre VSM Manual (Hofstede, 2013b) and collaboration with the people inside this institution was necessary to ensure the validity of the results and the process of compiling the data. The purpose of the VSM was to provide a comparison of the cultural dimensions between groups; this tool could not be used to paint a picture of only one sample and was compiled in opposition with a parallel selection. In the case for this study it was established to retain the Chinese integer as a whole with the millennials from our sample.
Table of the results from the VSM 2013 questionnaire distributed to undergraduates and older generations:
Since both authors can relate to both age groups, they have written this article to describe the reasons behind Gen Y’s characteristics and allow older generations a chance to understand their younger counterparts. The article is written not towards Gen Y but instead is written for their critics. Since the article allows readers inside the lives of Gen Y members, it is directed at people who do not already understand this generation and all it has to offer to the world. The authors’ knowledge of the criticisms that Gen Y faces allows them to portray their purpose to intended audiences. They do all of this while remaining mindful of older generations that work full time and live busy lives by breaking the article up with headings and subheadings that allow readers to read only sections at a
Bauerlein begins his piece by asserting that “digital diversions,” which is anything technological that distracts the younger generation from finer past times, are in fact cutting the younger generation off from culturally enhancing mediums and is in turn making the teenagers less intelligent. Bauerlein continues to claim that it is the responsibility of adults to guide the younger generation towards meaningful topics. The author adds that teenagers live life minute to minute and because of that suggests that the younger generation is not concerned with the past. Bauerlein states that because of technological advances, including cell phones teenagers are in constant contact with each other. The author states that this constant contact with peers makes it very difficult for adults in the younger generation’s life to guide them toward cultural topics. Bauerlein then adds that if the younger generation continues to indulge in “digital diversions” and is not guided by adults to finer pastimes by the time they are in college they will never take part in high culture. Bauerlein concludes that “digital diversions” and lack of adult guidance will result in a less intelligent generation.
Those born between the years of 1982 and 2004, became known as The Millennials, however, this generation has been redefining traditional standards set by previous generations. By this generation's standards, they want to achieve higher education and travel, things that will set them back financially which has been made as a point to their change in the expected time for adulthood. One that is willing the delay the previous generation's’ dream of marriage and family to reach their more modern take on the American Dream. Millennials have many differences from them and previous generations, they were able to look more towards “who they were” than “what needs to get done”.
Younger people have tended to look towards the elderly for wisdom and guidance since the beginning of recorded history and beyond. Students to teachers, children to parents, ordinary people to royalty and politicians – generally those who have lived longer are not only believed, but expected to have garnered more knowledge in their longer lives. Abraham Lincoln once said, “I do not think much of a man who is not wiser today than he was yesterday. Also, in 2008 the Australian newspaper published an article detailing a study undertaken by the University of Aarhus in Denmark, which disproved the theory that the mind is at its peak in the late teens to mid-twenties. But all this is not to say that older people should not sometimes listen to and heed advice from younger people.
“The Way We Learn Now” provides readers with two responses to the following questions: “How do you think generational differences affect learning preferences and styles? How should organizations adapt to address these differences?” Both Marian Millikan (the Generation Y viewpoint) and Jonathan Kraftchick (the Generation X viewpoint) agree that due to the difference in technology available to eac...
Millennials are rumored to be “self-centered, unmotivated, disrespectful, and disloyal, contributing to widespread concern about how communication with millennials will affect organizations and how they will develop relationships with other organizational members” (Karen Myers 225). According to Sharon DeVaney, the millennial generation “were born between 1980 and 2000” (11) and that “The millennial generation is larger than the 46 million who are in Generation X and the millennials are almost equal in size to the 76.4 million in the baby boomer generation” (12) to this day.
Microgeneration’s are already rising and horrifying the group right before them, an example needs to be set to show them that it is possible to work through the generational differences (Stein). People have power in numbers and currently the separation between age and features of generations are preventing them from being one workforce, working together to achieve a common goal—the wellbeing of an entire society. All groups can make an effort to close the gap by being more accepting and open minded to change. As Millennials run into setbacks in their advanced methods, previous generations can help and explain the foundational way of operation. While previous generations fall behind in technological advancements, Millennials can share their expertise on technology. Every generation has its flaws and together the holes can be filled, simply with a little optimism and collaborative work. The key to closing this gap is education – knowledge of the past and present. Programs such like Pollak’s initiative to work with companies and help train directors how to manage and market to the Millennial generation of young adults will contribute to a better understanding on how to handle workplace confrontations (qtd. in Dowdy). Lastly, Millennials too have some contributions they can make to close the gap. As understanding as they are, they
The authors of this article have outlined the purpose, aims, and objectives of the study. It also provides the methods used which is quantitative approach to collect the data, the results, conclusion of the study. It is important that the author should present the essential components of the study in the abstract because the abstract may be the only section that is read by readers to decide if the study is useful or not or to continue reading (Coughlan, Cronin, and Ryan, 2007; Ingham-Broomfield, 2008 p.104; Stockhausen and Conrick, 2002; Nieswiadomy, 2008 p.380).
Another disconnection between the millennials and baby boomers in the workforce is seen in the area of expectations. The typical millennials want to get off to a brisk and successful start and demand responsibilities with important tasks and projects. Unlike the baby boomers who typically move into task after years of experience and a proven record of accomplishment. These issues taken separately seem insignificant, but in the work environment can act as a catalyst to promote tension and create a hostile environment.
The description given for my generation, the Millennials (Generation Y) is mainly accurate. We are the group who were born between the years 1980-1994, (ages 19-33), and considered young workers. According to the case study, Generation Y is known for changing employers and professions. I agree with this statement, and from my experience we are the ones who are trying to find a career that best fits us. Employees who are in the Generation Y category are more likely to change employers if they do not feel connected and appreciated by their employers. According to a researcher, Stephanie Kodatt from Northern State University, Generation Y employees are more likely to be loyal to their employers if employers are willing to guide them in developing skills (Kodatt, 2009). Generation Y-ers are also trying to find themselves and develop new skills as they gain experience in the corporate world. The case study fails to include that we are the generation (Generation Y) who are more likely to take advantage of technology. For instance, in the case study Raja, age 27, who is part of Generation Y, was the only team member who bought her laptop to look up information for the project team. For Generation Y, technology improves our lifestyle as far as information and communication. I believe that Generation Y is the least understood generation.
Blaising, Craig A., Kenneth L. Gentry, and Robert B. Strimple. Three Views On the Millennial and Beyond. Counterpoints. Grand Rapids, MI: Zondervan, 1999.
The management of cross-cultural is another challenge, which have to face during the develop entering into market process. According to (Dong and Liu, 2010, p. 233) mentioned that “Cultural distance between the home and host country can have significant influence on selection, training and performance management system.” When IKEA develop the Chinese market, it affected by different culture background as well. As the case mentioned (China teaches IKEA limits of homogeneity, 2009) that, in other countries, IKEA stores are far away to the city with a lower rental and larger place for the consumers. However, in China, IKEA sets their stores close to the city, where are easier able to arrive by public transportation. Because of the different consumption habits, Chinese customers prefer to choose the methods of home delivery to shop. Furthermore, owing to lacking of DIY (do it yourself) culture, the consumers have a highly demand on the workers of furniture packaging. From the HR managers’ perspective, this home assembled services are more common used in China, thus, they need to adjust the recruitment plan to hire more assembled furniture workers. Meanwhile, it can be acknowledged that “scientific evidence indicates that certain human resource (HR) practices are positively related to organizational performance.” (COMBS et al., 2006) For example, in China, IKEA HR managers
In an attempt to understand the dissimilarities of employees from a cross-cultural perspective, Geert Hofstede (1980) conducted a pioneering survey that measured the work-related values of employees who worked for IBM subsidiaries located in 53 different countries (Hofstede & Bond, 1984). When analyzing the results, Hofstede discovered that cultures were divisible into four distinct categories, masculinity/femininity, power distance, uncertainty avoidance and individualism/collectivism (Bochner 1994). Hofstede stated that the four categories relate to the core cultural values of
The dimensions of culture came as a result of a research conducted by Greet Hofstede. The study investigated how culture in a workplace can be influenced by values of the people. In his view, culture is defined as the collective programming of the human brain that helps in distinguishing a group from another one. Moreover, the programming of the human mind influences the patterns, values and perspectives that define a certain community or nation. Hofstede developed a model of the national culture that is made of six dimensions. In addition to that, the cultural dimensions demonstrate the personal preferences on affairs that can be easily distinguished from that of individuals from another nation. Using the model, it is easy to identify systematic differences between the selected nations in terms of values (Hofstede). This paper discusses the cultural dimensions to compare the United States of America and China. The dimensions include Power Distance, Masculinity versus Femininity, Uncertainty Avoidance Index, and Individualism versus collectivism, Indulgence versus Restraint and long-term orientation versus short term normative orientation.
According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation.