An Analysis of Cross Cultural Differences Between India and the United States of America in Terms of Business-Implications for Managers
An Analysis of Cross Cultural Differences Between India and The United States of America in Terms of Business-Implications for Managers
Submitted to Submitted by
Dr. Richard Ajayi Pushyami.V
Table of contents
Executive summary 1. Introduction 2. Culture 3.1 Cross Cultural Analysis 3.2 Cultural distance 3. Different models of cross-cultural analysis 4. Hofstede dimensions to distinguish between cultures 5. Cross Cultural Analysis between India and The United States of America-Geert Hofstede’s Framework 6.3 Cross Cultural Analysis of India and The United States of America 6.4.1 Power Distance 6.4.2 Individualism 6.4.3 Masculinity 6.4.4 Uncertainty Avoidance 6.4.5 Long Term Orientation 6. Criticism of Hofstede’s Framework 7. Conclusion 8. References
Executive Summary
Globalization has reshaped our modes of thinking and ways of behaving and fostering cultural change in societies. The nature of our workplace has changed. We moved away from the monochromic make up of the offices to one that is now colored by team members from all over the world. Different cultures and cultural backgrounds between a highly diverse staff brings with it obstacles, challenges and difficulties. Cross cultural differences manifest in general areas such as in behavior, etiquette, norms, values, expressions, group mechanics and non-verbal communication.
Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication. Cross cultural solutions to international business demands are increasingly being viewed as a valid and necessary method in enhancing communication and interaction between companies, between companies
Submitted to Submitted by
Dr. Richard Ajayi Pushyami.V
Table of contents
Executive summary 1. Introduction 2. Culture 3.1 Cross Cultural Analysis 3.2 Cultural distance 3. Different models of cross-cultural analysis 4. Hofstede dimensions to distinguish between cultures 5. Cross Cultural Analysis between India and The United States of America-Geert Hofstede’s Framework 6.3 Cross Cultural Analysis of India and The United States of America 6.4.1 Power Distance 6.4.2 Individualism 6.4.3 Masculinity 6.4.4 Uncertainty Avoidance 6.4.5 Long Term Orientation 6. Criticism of Hofstede’s Framework 7. Conclusion 8. References
Executive Summary
Globalization has reshaped our modes of thinking and ways of behaving and fostering cultural change in societies. The nature of our workplace has changed. We moved away from the monochromic make up of the offices to one that is now colored by team members from all over the world. Different cultures and cultural backgrounds between a highly diverse staff brings with it obstacles, challenges and difficulties. Cross cultural differences manifest in general areas such as in behavior, etiquette, norms, values, expressions, group mechanics and non-verbal communication.
Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication. Cross cultural solutions to international business demands are increasingly being viewed as a valid and necessary method in enhancing communication and interaction between companies, between companies
References: 3. Anne-Marie and Nigel Holden (2002); “Rethinking Cross Cultural Management in a Globalizing Business World” 4 6. Oya Aytemiz (2006), “The cultural diversity phenomenon in organizations and different approaches for effective cultural diversity management” 7