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oriental corporate cultures, that is a high power distance culture that managers make the decision and superiors appeal to the entitled more privileges. In such situation, it is not be regards if a subordinates have a disagreement with their managers. But in the west , when the employee got different ideas, he will go to discuss the problem with his boss. Conflict and misunderstanding must occur if 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.

The second dimension Hofstede indicated is the uncertainty avoidance which is the lack of tolerance for risk and the need for formal rules. They feel safe and prideful when they keep working hard at the one place so an excellent manager should keep his employee away from unpredictable risk. On anther hand the employee would like to be worked within groups rather than independently cause of the less risk-taking. But in most western countries, high job mobility occurs in those countries such as USA, Denmark, Singapore. They think the job when they change their jobs, more and better jobs can be hunted. And they can get more experience cause they like challenge. 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.

Then there is also a large discrepancy on 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. They just simply work in their own ways, follow their own rules, and achieve their own objective. It is good for a company to gather as much ideas as they can when starting a new program. But how to manage these individuals to reach the group goal should be the awareness for managers. I think who is good at this should be good at grouping, troubleshooting, and coordinating skills.

Cross-cultural management is a fascinatingly complex subject. Cross cultural knowledge and awareness can assist executives to improve management skills. More importantly, it can also help business leaders make the right strategic decisions. The above three dimensions illuminated the most important cultural differences that affect on HRM. International managers ought to be able to aware not only the cultural difference but also the intercultural communication.

 

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