...Inhaltsverzeichnis Inhaltsverzeichnis 2 1. Einleitung 3 2. Unterschiede im Kommunikationsverhalten 4 2.1 Die Negativliste 4 2.2 Das chinesische Gesichtskonzept 4 2.3 Das chinesische Beziehungssystem 6 2.4 Low- und high-context Kulturen 7 2.5 Deutsche und chinesische Kommunikationsregeln 7 3. Zusammenfassung und Fazit 9 Quellenverzeichnis 10 1. Einleitung China ist nach Frankreich der zweitgrößte Handelspartner der BRD. Im letzten Jahr wurden Waren im Wert von 66 Milliarden Euro exportiert. Entsprechend zahlreich sind die Geschäftsbeziehungen zwischen Deutschen und Chinesen. Bei der Kommunikation zwischen Deutschen und Chinesen kommt es häufig zu Missverständnissen. Das liegt auch an den oft mangelhaften Sprachkenntnissen. . Die größten Kommunikationsprobleme treten jedoch aufgrund kultureller Unterschiede auf. Deutsche und Chinesen kommen aus unterschiedlichen Kulturkreisen und die kulturellen Standards sind verschieden. Oberflächlich zeigt sich Kultur durch materielle Unterschiede. Darunter verborgen sind soziale und geistige Werte. Diese Werte sind anerzogen und können nur sehr langsam verändert werden. Wer glaubt einen Chinesen verändern zu können wird am Ende sein Ziel nicht erreichen. Besser ist es die Grundlagen der chinesischen Kultur und die Art und Weise wie Chinesen kommunizieren zu kennen. Ziel dieser Hausarbeit ist es die Grundlagen...
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...TITLE: Managing cultural differences By Name Course Professor University City/State Date Contents Introduction 3 Discussion of cultural frameworks 3 My cultural background and discussion of my cultural scores 6 Recommendation on cross cultural management 7 Conclusion 8 References list 9 Introduction Cultural practices in different regions of the world are different. In managing a firm in a particular region, a manager should thus understand the effective cultural practices in the region so as to conduct management in an effective manner (Joint, 2013). The cultural practices determine the expectations of the workforce from the manager and the conditions required by the workforce in a firm so as to yield an optimal output. The knowledge on cultural diversity is greatly applicable in the advertising and branding activities of the firm. It enables one to understand the consumer behavior and thus make informed decisions on the strategies to be undertaken (Verhoest et al., 2010). From the concept and impact of the difference in the cultural practices, then it is crucial for all managers to understand the cultural differences in the regions they conduct their management. In an aim to analyze the cultural frameworks, various cultural frameworks have been generated. The most preferred cultural framework for analysis is the Hofstede’s cultural framework (Dong et al., 2010). Discussion of cultural frameworks In this essay, one analyzes the nature and dimensions of the Hofstede’s...
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...------------------------------------------------- International Management EA ------------------------------------------------- Assignment 12407210 - Hang Nguyen Title Compare and contrast cultural frameworks developed by Geert Hofstede and Fons Trompenaars. I - Introduction Different national cultures comprise different cultural value systems. The value systems are generated from a conception, or as noted previous beliefs, of existing means or resources, and necessities. Cultures have various standards and some factors such as behaviors, traditions or communication of one culture can be observed as irrelevant or sometimes even threatening by other cultures. These uncertainties can bring into being cultural gaps between people within a workforce. Not only do the variety of cultural structure interacting together increase the potential for conflict or disagreement, but also methods of control disputation among the cultures. The project manager must be able to handleconfrontation using different styles, depending on the circumstances, in order to effectively manage a diverse team. This paper discusses the most well-known and accepted theories of cultural differences and illustrates them with cases from international project management. Two leading studies of cross-cultural management have been conducted by Geert Hofstede and FonsTrompenaars. Both frameworksoffer a set of cultural dimensions along which core values can be obtained. These structures influence...
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...Running Head: ASSIGNMENT HR Policies and Practices [Name of Writer] [Name of Institution] HR Policies and Practices Introduction Managers in the twenty-first century are being challenged to operate in a complex, interdependent, and dynamic global environment. Due to globalization, the international dimension of management has become a major challenge to countries, institutions and people. International management is becoming more important within the academic setting. International management is a process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage. This essay identifies the challenges of operating in different national cultures for international managers by using Hofstede’s theory. In addition, the essay explains international skills and knowledge’s required by managers to be successful in different countries (Brewster 2001 .Pp. 99-119). Discussion Human resource management is in the selection of policy and techniques related to human resource management agency (Adler 1997 pp.39-59). Taken together, these techniques and preferences are messages to employees, managers and interested persons abroad about the value of the agency placed on human resources (Mathis 2000 Pp. 66-76). Unfortunately, international managers have had to adopt sensible policies in the field of organization for fixing the responsibility and cost control. First, employers...
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...this statement with reference to contemporary research on cross-cultural negotiation and use examples to illustrate your analysis Introduction: Former President and charismatic leader of the United States John F. Kennedy once stated that, “We cannot negotiate with people who say what's mine is mine and what's yours is negotiable” (Kennedy, 1961). This timeless quotation epitomizes and typifies in essence what can commonly be regarded as cooperative negotiation. Formally, the term negotiation is commonly defined as two or more parties or groups deliberating amongst each other endeavoring to achieve a decisive result, which is mutually beneficial for both entities. When considering the process of negotiation across contrasting geographic locations or countries, negotiators have to understand the repercussions which heterogeneous cultures have in the final outcome of a potential deliberation. Culture is defined as the ‘unwritten rules of society’ (Hofstede et al, 2010) and most typically refers to those characteristics or values, which are unconsciously embedded in a large group of citizens through the ongoing processes of tradition and various forms of education. Understanding the pertinence of cultural differences and the significance which they bare in terms of cross-cultural negotiation, is essential to reaching an eventual agreement which is mutually beneficial between parties. However, an over-emphasis on cultural discrepancies may also lead to negotiations becoming protracted...
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...Ethics, Values and Attitudes, Manners, Customs, Social Structures and Organizations, and Education”. In the late 1960s and early 1970s an IBM sociologist named, Geert Hofstede, studying the diversity of his company, concluded that aside from individuals, a country can have a culture or personality that can be scored and compared with other countries. His theory of cultural dimensions includes only five categories: Power distance, Individualism, Masculinity, Uncertainty Avoidance and Long Term Orientation (Dimensions of national cultures, 2015). MAJOR ARTICLE SUMMARY The article I selected is from the December, 2011, issue of the journal Online Reading in Psychology and Culture: International association of Cross-Cultural Psychology. The article is titled, ‘Dimensionalizing Cultures: The Hofstede Model in Context’ by Geert Hofstede. The article begins with Mr. Hofstede describing his work at IBM. In the 1967 to 1973 time period, Mr. Hofstede was given access to a large database of 100,000 surveys from IBM and IBM contractors. Since IBM and its subsidiaries were multinational, this information gave Mr. Hofstede a unique picture of how people from ~50 different countries characterized themselves, their country, and their employer. His analysis led him to develop the five categories of his theory of cultural dimensions. The article details the five categories...
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...Journal of Comparative International Management 2009, Vol. 12, no.2, 73-89 ©2009 Management futures Printed in canada Cross-cultural Communication and Multicultural Team Performance: A German and American Comparison by Steven W. Congden University of Hartford, U.S.A. Alexei V. Matveev College of Staten Island – CUNY, U.S.A David E. Desplaces College of Charleston, U.S.A. This study builds on work by Matveev & Nelson (2004) which investigated the relationship between cross-cultural communication competence and multicultural team performance using American and Russian managers. This study examines the impact of national culture on German and American subjects. While a relationship between cross-cultural communication competence and multicultural team performance was found, it did not differ by overall national culture. Of the four dimensions of cross-cultural communication competence, only Cultural Empathy was found to be significantly different between Germans and Americans. No differences were found for the dimensions of Interpersonal Skills, Team Effectiveness, and Cultural Uncertainty. 1. Introduction Worldwide intercultural cooperation drives corporate growth and development across the globe resulting in a heightened demand for a qualified but diverse workforce. researchers have documented that the successful performance of multicultural teams is a vital and contributing factor to organizational success (Jackson, may, & Whitney, 1995; Snow, Snell, davison, & hambrick...
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...western management approaches: is convergence occurring?, Interntaional Business & Economics Research Journal, 2 (4), 63-73. Flache, A., & Macy, M.W. (2011) Local convergence and global diversity: from interpersonal to social influence, Journal of Conflict Resolution, 55 (970), 970- 995. Gentry, W.A,. & Sparks, T.E. (2012) A Convergence/divergence perspective of leadership competencies mangers believe are most important for success in organizations: A cross-cultural multilevel analysis of 40 countries, Journal of Business and Psychology, 27 (1), 15-30. Gupta, S.F (2012) Integrating national culture measures in the context of business decision making- an initial measurement development test of a mid level model, Cross Cultural Management: An International Journal, 19 (4), 455- 505. Gupta, V., & Wang, J. (2011) Globalization and convergence-divergence debate: strategic perspectives for emerging markets, Journal of Business and Economic Research, 1 (2), 69-76. Huang, C., Mujtaba, B.D., Cavico, F.J., & Sims, R.L. (2006) Ethics and executives: a cross-cultural comparison of Japan, Taiwan, and the United States, International Business & Economic Research Journal, 5 (7), 9-22. Hofstede, G., (1983) Cultural dimensions for project management, International Journal of Project Management, 1 (1), 41-48 Jackson, T. (2011) From Cultural balues to cross-cultural interface:...
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...Cultural Country Profile: Sierra Leone BICG 9804 Carmen Dima February 9th, 2013 Ashley Gallagher 4185026 Dylan Wiens Rachael Vacca Robert Ellens Sierra Leone Overview Explanation of the Hofstede Theory of Six Cultural Dimensions Application of Hofstede Theory of Cultural Dimensions on Sierra Leone Individualism versus Collectivism The center focus of the individualism dimension is the amount of interdependence within a society associated with its members (Laura, 2011). Individualism is when individuals within the society maintain the ideology that they are responsible to take care of them selves or immediate family only (Wang & Shi, 2010). Sierra Leone is considered a collectivist society; citizens belong to groups and take care of each other in exchange for a sense of loyalty within the group. The culture consists of tightly knit groups that expect their relatives or members of that group to consider them as a priority; a sense of “we” is displayed within the Sierra Leone country culture (Hofstede, 1994). Collectivism does not have a political meaning it refers only to the group and not the state as a whole. Maintaining a sense of loyalty in a country like Sierra Leone is essential and over-rides many other policies and regulations within the culture. The collectivist society displayed in Sierra Leone develops strong relationships that encourage every one to take responsibility for all of the members within the group; in this society any offence leads to...
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...a School of Economics and Management, University of Minho, 4710-057, Braga, Portugal b Graduate School of Management, University of Haifa, Haifa, 31905, Israel Received 1 March 2006; received in revised form 1 August 2006; accepted 1 October 2006 Abstract Growth of research addressing the relationship between culture and consumption is exponential [Ogden D., Ogden J. and Schau HJ. Exploring the impact of culture and acculturation on consumer purchase decisions: toward a microcultural perspective. Academy Marketing Science Review 2004;3.]. However culture is an elusive concept posing considerable difficulties for cross-cultural research [Clark T. International Marketing and national character: A review and proposal for an integrative theory. Journal of Marketing 1990; Oct.: 66–79.; Dawar N., Parker P. and Price L. A cross-cultural study of interpersonal information exchange. Journal of International Business Studies 1996; 27(3): 497–516.; Manrai L. and Manrai A. Current issues in the cross-cultural and cross-national consumer research. Journal of International Consumer Marketing 1996; 8 (3/4): 9–22.; McCort D. and Malhotra NK. Culture and consumer behavior: Toward an understanding of cross-cultural consumer behavior in International Marketing. Journal of International Consumer Marketing 1993; 6 (2): 91–127.; Nasif EG., Al-Daeaj H., Ebrahimi B. and Thibodeaux M. Methodological problems in cross-cultural research: An updated review. Management International Review 1991; 31...
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...to Geert Hofstede’s research Cross-cultural issues in European Human Resource Management Contents Abstract 2 Introduction 2 Hofstede’s findings 2 Hofstede’s Framework of Cultures 3 Power Distance (PD) 3 Individualism - Collectivism (IC) 3 Masculinity - Femininity (MF) 4 Uncertainty Avoidance (UA) 4 Long/short term orientation (LTO) 5 Some aspects of Hofstede’s model having provoked scientific criticism 5 Methodological issues 6 Cultural Homogeneity 7 National Divisions 7 Number and bipolarity of dimensions 7 Out-dated concept 8 Political Influences 9 Conclusion 9 References 10 Abstract The high level of multiculturalism in the field of business indicates to raise awareness about cultural understanding. Researches in that line major refer to Greert Hofstede, who analyzes dynamics of cross-cultural groups and organizations. Undoubtedly, his model is as widely cited as criticized, because it is well-known pioneering research of national culture differences and their consequences. In this short paper, I am going to examine Hofstede’s findings and the reason why his work faces criticism. Introduction Culture in business has been of utmost interest for the last two decades, and with increasing national diversity in nowadays business environment, culture itself is regarded as an important dimension. The beginning of a pilot study in that sphere refers to the Dutch social psychologist Greert Hofstede and his outgoing research of...
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...Company report on cross border offshoring management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of...
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...School of Economics and Management, University of Minho, 4710-057, Braga, Portugal b Graduate School of Management, University of Haifa, Haifa, 31905, Israel Received 1 March 2006; received in revised form 1 August 2006; accepted 1 October 2006 Abstract Growth of research addressing the relationship between culture and consumption is exponential [Ogden D., Ogden J. and Schau HJ. Exploring the impact of culture and acculturation on consumer purchase decisions: toward a microcultural perspective. Academy Marketing Science Review 2004;3.]. However culture is an elusive concept posing considerable difficulties for cross-cultural research [Clark T. International Marketing and national character: A review and proposal for an integrative theory. Journal of Marketing 1990; Oct.: 66–79.; Dawar N., Parker P. and Price L. A cross-cultural study of interpersonal information exchange. Journal of International Business Studies 1996; 27(3): 497–516.; Manrai L. and Manrai A. Current issues in the cross-cultural and cross-national consumer research. Journal of International Consumer Marketing 1996; 8 (3/4): 9–22.; McCort D. and Malhotra NK. Culture and consumer behavior: Toward an understanding of cross-cultural consumer behavior in International Marketing. Journal of International Consumer Marketing 1993; 6 (2): 91–127.; Nasif EG., Al-Daeaj H., Ebrahimi B. and Thibodeaux M. Methodological problems in cross-cultural research: An updated review. Management International Review 1991;...
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...leadership and cross-cultural management from GLOBE Project and the Hofstede research were: 1) A better understanding of how cultures vary thanks to the nine GLOBE dimensions. The nine basic cultural dimensions are translated into questionnaires and administered to thousands of managers. On a regular basis, results are published regarding the nine GLOBE dimensions. The results can reveal cultural patterns or fingerprints for individual nations. A look at these results can help other cultures better understand cross-cultural similarities and differences. It can also give you a strategic competitive advantage or save a life in hazardous occupations. 2) Which leadership attributes were universally liked or disliked. Phase 2 of the GLOBE project set out to discover which, if any, leadership attributes were universally liked or disliked by managers. Their survey included 17,000 middle managers from across 62 countries. Trainers and present and future global managers should find the results as having important implications in their career. From the survey, it was found that “visionary and inspirational charismatic leaders who are good team builders” were preferred over “self-centered leaders seen as loners or face-savers.” It is still advised that a contingency approach to leadership be used by local and foreign managers after the use of cultural intelligence when reading local people and culture. 3) “There is no best way to manage across cultures.” The Hofstede research...
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... the crux for every international manager is to understand the differences in the ways employees, suppliers and clients think, feel and act in different business settings (Hofstede, 1997, p.4). International managers, being capable of managing this challenge, possess a set of intercultural competencies, allowing them to turn cultural diversity into a competitive advantage (Browaeys and Price, 2008, p.215). This information pack provides substantial information about Danish and Brazilian business practices. The subsequent analysis is based upon the theories of the Dutch anthropologists Geert Hofstede and Fons Trompenaars. In particular, Hofstede’s “Uncertainty Avoidance” and Trompenaars’ “Ascription vs. Achievement” have been applied. 2. Theoretical Background Hofstede and Trompenaar are proponents of the ‘etic’ approach. They hold that culture is linked to people’s values. Furthermore they argue that these values can be transferred into universal cultural characteristics. Underpinned by empirical and experimental evidence, both anthropologists developed their set of bi-polar dimensions. According to Browaeys and Price (2008, p.92) these dimensions serve to differentiate national cultures. Moreover they provide implications on the impact of culture in business and management. 2.1. Geert Hofstede Hofstede’s work is based on research conducted at the multinational computing company IBM. Surveys were conducted amongst 116.000...
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