Cross-Cultural Management Issues. a Comparative Study of Finland and Great Britain
Contents
1.0 Introduction 2
1.1 Benefits to the Hogshead 2
2.0 Typologies 3
2.1 Hofstede 3
2.1.0. Power Distance 3
2.1.1 Individualism Vs Collectivism 4
2.1.2 Masculinity vs. Femininity 4
2.1.3 Uncertainty avoidance 5
2.2 Trompenaars 6
2.2.0 Universalism vs. Particularism 6
2.2.1 Neutral Vs. Emotional 7
2.2.2 Specific Vs. Diffuse 7
2.2.3 Achievement Vs. Ascription 7
3.0 Motivation 8
4.0 Gender Roles 9
5.0 Time and Culture 10
6.0 Human Resource Management 10
7.0 Organisational Control, Structure and Strategy 11
8.0 Conclusion 13
8.1 Recommendations 13
1.0 Introduction
Opening up a subsidiary in another country has to be planned extensively. There are many aspects that the management have to take into consideration before deciding on the feasibility of the operation. People’s natural tendency is to try and transplant the skills that work in their home country into the new environment. (Berger, 1998) The problem is that the management techniques that work in the home country are not always effective in another country. (Rodrigues, 1998) He also believed that this was due to managerial attitudes and values being linked to a societies culture. Therefore, as cultural values mirror how people are raised, they are deeply held and unlikely to change. (Berger, 1998) This view is supported by many other theorists in the cross-cultural management area (Hofstede, 1991; Trompenaars & Hampden Turner, 2000, 2002)
1.1 Benefits to the Hogshead
As knowledge of the value systems and other cultural aspects is a prerequisite for any company intending on penetrating a new market or country (Morden, 1995) The Hogshead needs to know about all these factors in order to help them establish a suitable organisational structure and systems. It is also important for any managers that are placed in Finland, to aid in the development of the subsidiary, to be aware of how to manage the staff effectively.
2.0 Typologies
In order
1.0 Introduction 2
1.1 Benefits to the Hogshead 2
2.0 Typologies 3
2.1 Hofstede 3
2.1.0. Power Distance 3
2.1.1 Individualism Vs Collectivism 4
2.1.2 Masculinity vs. Femininity 4
2.1.3 Uncertainty avoidance 5
2.2 Trompenaars 6
2.2.0 Universalism vs. Particularism 6
2.2.1 Neutral Vs. Emotional 7
2.2.2 Specific Vs. Diffuse 7
2.2.3 Achievement Vs. Ascription 7
3.0 Motivation 8
4.0 Gender Roles 9
5.0 Time and Culture 10
6.0 Human Resource Management 10
7.0 Organisational Control, Structure and Strategy 11
8.0 Conclusion 13
8.1 Recommendations 13
1.0 Introduction
Opening up a subsidiary in another country has to be planned extensively. There are many aspects that the management have to take into consideration before deciding on the feasibility of the operation. People’s natural tendency is to try and transplant the skills that work in their home country into the new environment. (Berger, 1998) The problem is that the management techniques that work in the home country are not always effective in another country. (Rodrigues, 1998) He also believed that this was due to managerial attitudes and values being linked to a societies culture. Therefore, as cultural values mirror how people are raised, they are deeply held and unlikely to change. (Berger, 1998) This view is supported by many other theorists in the cross-cultural management area (Hofstede, 1991; Trompenaars & Hampden Turner, 2000, 2002)
1.1 Benefits to the Hogshead
As knowledge of the value systems and other cultural aspects is a prerequisite for any company intending on penetrating a new market or country (Morden, 1995) The Hogshead needs to know about all these factors in order to help them establish a suitable organisational structure and systems. It is also important for any managers that are placed in Finland, to aid in the development of the subsidiary, to be aware of how to manage the staff effectively.
2.0 Typologies
In order