Managing Across Culture
Managing across culture
Introduction
Globalization makes the world become to be a big family. More and more international company appears in the social. While in the same times, people from different countries or different culture start to work together. How to make the staffs from different culture to work together become a core problem facing by the company. By facing the conflict and difference between different culture, to find out a way to effectively manage across culture become more helpful to the company. According to Hofstede (1980), he point out in Economic Integration, all the company around the world is to find out the way how to meet the need of the market and satisfied their customers. To have the effective strategies, we have to do the research for the across culture.
Hofstede (1980) identified four main cultural dimensions; they are Power Distance, Individualism&Collectivism, Uncentainty Avoidance and masculinity. Hofstede’s national cultural framework can effectively evaluate the cultural difference across countries. According to John (1980), in the Hofstede’s four main cultural dimension, Collectivism-individualism (COL-IND) cultural variability has the great impact on the intergroup behaviors. In this report, (CO-IND) is emphasized throughout the work.
Main findings:
Masculine
According to Wacker and Sprague (1998), it is important to identify the Masculine across culture. People in Masculine national culture, they are more focus on the effectiveness in having advantage over competors to support them making decision, while on the contrast, people from feminine countries they tend to look for widely information to support decision.
Power distance
According to Hofstede (1980), power distance is measuring the level of the power difference in one organization, it is norm in the social society. Power distance is normally related to power level, leadership and decision making.
Flynn and Saladin (2006) attribute great difference to power
Introduction
Globalization makes the world become to be a big family. More and more international company appears in the social. While in the same times, people from different countries or different culture start to work together. How to make the staffs from different culture to work together become a core problem facing by the company. By facing the conflict and difference between different culture, to find out a way to effectively manage across culture become more helpful to the company. According to Hofstede (1980), he point out in Economic Integration, all the company around the world is to find out the way how to meet the need of the market and satisfied their customers. To have the effective strategies, we have to do the research for the across culture.
Hofstede (1980) identified four main cultural dimensions; they are Power Distance, Individualism&Collectivism, Uncentainty Avoidance and masculinity. Hofstede’s national cultural framework can effectively evaluate the cultural difference across countries. According to John (1980), in the Hofstede’s four main cultural dimension, Collectivism-individualism (COL-IND) cultural variability has the great impact on the intergroup behaviors. In this report, (CO-IND) is emphasized throughout the work.
Main findings:
Masculine
According to Wacker and Sprague (1998), it is important to identify the Masculine across culture. People in Masculine national culture, they are more focus on the effectiveness in having advantage over competors to support them making decision, while on the contrast, people from feminine countries they tend to look for widely information to support decision.
Power distance
According to Hofstede (1980), power distance is measuring the level of the power difference in one organization, it is norm in the social society. Power distance is normally related to power level, leadership and decision making.
Flynn and Saladin (2006) attribute great difference to power