sonal and protective ties based on loyalty to the group during ones lifetime and often beyond (mirrored on family ties). Values include training, physical condition, the use of skills.
(3). Femininity versus Masculinity
Hofstede’s study suggested that men’s goals were significantly different from women’s goals and could therefore be expressed on a masculine and
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a feminine pole.
Where feminine values are more important (Sweden; France, Israel, Denmark, Indonesia), people tend to value a good working relationship with their supervisors; working with people who cooperate well with one another, living in an area desirable to themselves and to their families, and having the security that they will be able to work for their company as long as they want.
Where the masculine index is high (US, Japan, Mexico, Hong Kong, Italy, Great Britain), people tend to value having a high opportunity for earnings, getting the recognition they deserve when doing a good job, having an opportunity for advancement to a higher-level job, and having challenging work to do to derive a sense of accomplishment. (adapted from Hoft, Nancy (1995) International Technical Communication. New York: John Wiley and Sons)
(4). Uncertainty avoidance
When uncertainty avoidance is strong, a culture tends to perceive unknown situations as threatening so that people tend to avoid them. Examples include South Korea, Japan, and Latin America.
In countries where uncertainty avoidance is weak (the US; the Netherlands; Singapore; Hong Kong, Britain) people feel less threatened by unknown situations. Therefore, they tend to be more open to risk,
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innovations, etc.
(5). Long-term versus Short-term orientation
A long term orientation is characterized by persistence and perseverance, a respect for a hierarchy of the status of relationships, thrift, and a sense of shame. Countries include China; Hong Kong; Taiwan, Japan and India
A short-term orientation is marked by a sense of security and stability, a protection of ones reputation, a respect for tradition, and a reciprocation of greetings; favors and gifts. Countries include: Britain, Canada, the Philippines; Germany, Australia
Hofstede’s model gives you some knowledge about different cultures and helps you whether you are managing or traveling in other countries.
Conclusion
Cultural concepts that have their foundation in ancient beliefs about survival or fundamental beliefs about right and wrong, good and bad, ugly and beautiful. These knowledge systems are formed during childhood and reinforced throughout life(Triandis,1995) Culture is shared and learned of another society. Culture is very much about groups, and a basic need of groups is to be able to communicate.
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Because economic globalization, many multinational corporations expand business into different nations, so MNC needs to know cross-cultural management, even the world is like flat cause the technology, globalization, but there is still cultural difference between region to region, and country to country. A good understanding of different culture helps managers practicing cross-cultural management.
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References
David C. Thomas. 1947. Essentials of International Management: A Cross-Cultural Perspective.
Melville J. Herskovits. 1995. Cultural Authropology
Trompenaars. 1983, 1988. Riding the waves of culture
Geert Hofstede. 1991.Culture and organizations: Software of the mind.
Geert Hofstede. 1996 Hofstede’s dimensions of cult
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