英语论文网

ken on by both genders since people are looking to expand their learning horizons rather than worrying about what type of job it is. Evidence from Mead (2005 pg 34) cites the slogan “ if you want to do it then it shouldn't matter about gender roles” This is exactly the slogan in cross cultural management that mangers have thought about and found that the female gender is more effective at doing certain jobs which according to society were more male orientated. (Mead, 2005)

Looking more into the dimensions of national culture and linking this to management, there is a clear bond between individualism and power distance e.g. the US has a high individualism rate and below an average rate of power distance. (Lucas et al, 2006 pg 28) This means that there is more focus on self-interest and so the reverse trend is that they do not accept inequality easily. With respect to collectivism and management take for example a third country like India where people who work in a group to boost communication and motivation means great loyalty. The management always takes the lead role as is expected and allows others to take part after he or she has spoken. This is known as high power distance which is common in third world countries. In a collectivist approach though there are likely to be ways in which subordinates can affect the management's way of thinking e.g. taking the first step to complete a task before the management does. As a result of this evidence provided by Lucas (2006) it can be claimed that there is a link in the organisations to power distance and uncertainty avoidance. Some companies always look to avoid uncertainty and due to this the worker is aware where they stand e.g. working for the government. Hofstede's research established that in different organisations and situations different nationalities were gaining different power distance, uncertainty avoidance relationships, e.g. in Germany laying down regulations and guidelines was found to be a method of equalling out this relationship whilst in the UK improving communication elements which existed between different departments with more training proving to be a help. (Demers, 2002) The theory associated with group dynamics is related to an interactive process that is primarily linked to altering patterns of tension with the ultimate aim of incorporating cohesion within a team of different culture. The way in which a team is impacted by dynamics assists in determining how leadership and dominant sub group patterns unravel. The effects of group dynamics would therefore influence players from a behavioural perspective and how their attitudes are affected over a certain period of time. Any changes can either be indelible or temporary. If the former theory is correlated to the sport of rugby, then the captain, vice-captain, the starting line-up and the substitutes would have an important role in team cohesion. The status of an individual player is a massive element with regards to their powers of influence but similarly the character of a player is similarly imperative. A player with a history of absence has no status and as a consequence can have a detrimental impact on the team though this would mainly depend on the player's ability to impose their expertise and notions on the team.

The final element is motivation which according to theorists such as Blassingame (2002 pg 75) is closely related to individualism-collectivism. Research shows that the USA has th