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 论文编号：
lw200708061104198435 |
| 论文属性：
thesis |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2007-08-06 |
| 字数： 11115 |
| 源程序：
无 |
| 价格：
免费论文 |
| 注明： |
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| 论文大纲，目录 |
| 关键词搜索：culture differences intercultural communication international managers |
n, Austrian have the characteristic of the Eiffel Tower Culture, which is a low power distance. In the lower power distance, (Hoecklin, 1995:31) 'higher-educated employees hold much less authoritarian values than lower-educated ones.' The obedience showed from the subordinates to the superiors is not as much as the oriental way. The leadership can be called as hierarchy and consensus. Employee can have different opinion with his/her boss. And when he/she got different ideas, he/she can go all the way up to the boss and discuss the problem. This is a good thing usually company may explore all the potentials of its employees, because sometime the subordinates may have the better idea of the business.
I think because of the different realization of power distance, people behave completely different in business. So conflict and misunderstanding must be emerged when two or more intercultures meet up. Under this situation, the international managers must pay attention to the clashes and be aware of. How to work the subordinates together efficiently and more cooperatively is important too.
And then there is also a large discrepancy on the uncertainty avoidance. (Hoecklin, 1995:31) defined 'Uncertainty avoidance is the lack of tolerance for ambiguity and the need for formal rules.' That means people trying to setup rules to face to the uncertainty. There is high uncertainty avoidance in most oriental countries such as Japan, China. In these countries, people prefer a stable job. Th英语论文网 【http://www.51lunwen.org】ey feel safe and prideful when they keep working hard at the one place. Under this circumstance, an excellent manager should keep his employee away from unpredictable risk. And the employee would like to be worked within groups rather than independently cause of the less risk-taking. But in most western countries, there is low uncertainty avoidance showed, whereas high job mobility occurs in those countries such as USA, Denmark, Singapore. The western people think that when they change their jobs, they can get more experience cause they like challenge. I believe that the divergence of the uncertainty avoidance is from different basic social ideology. A competent manager should pay attention on the rules setting between different uncertainty avoidance. The misreading of that may affect the initiative and the aspiration of the subordinates.
The third dimension Hofstede indicated is the individualism. It is a concern for yourself as an individual as opposed to concern for the group. The priority of self-concern or group-concern varies from different cultures. For example, most western employees like to work with their own plan for defending their interest. That is a high individualism. Because of the different attitude to work, 'the incubator culture' (Trompernaars, 1997:175) arises when cross-cultural individuals work together as a group. Trompenaars (1993: 158) told us "the incubator is both personal and egalitarian." People do not cooperate at all. They just simply work in t
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