effectively is challenging. One notable challenge appears to be the correlation between the inherent cultural background (see footnote) of a mentor/mentee (see footnote) and the necessary characteristics and qualities required by a mentor/mentee‚ as recognized and generally accepted by informed research‚ to make such a program successful. Although many researchers discuss the challenges of cross-cultural mentoring (see Shore et al‚ 2008. St Claire-Oswald‚ 2007)‚ my aim is to draw attention to the challenges
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Hofstede’s Cultural Dimensions difference between China and Netherlands According to the Hofstede’s Cultural Dimensions‚ we can get the difference from this table. The red figure is Chinese and blue one is Netherlands. First is PDI‚ PDI means Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. China got 80 and it means in China‚ everyone can accept the different level
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Understanding Hofstede’s 5 Cultural Dimensions Geert Hofstede devoted over a decade to researching cultural differences and developed an internationally recognized model of cultural dimensions. There are five main dimensions of culture that serve as a guide to understanding intercultural communications‚ business‚ and effective social exchange. The five dimensions are Power Distance‚ Individualism‚ Masculinity‚ Uncertainty Avoidance‚ and Long-Term Orientation and were developed to provide a method
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Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990‚ p. 4) ``The single greatest barrier to business success is the one erected by culture’’. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural
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Mark A. Grant IB: Psychologie HL Learning Outcome: • Examine the role of two cultural dimensions on behavior. Introduction: • To begin with culture as stated by Matsumoto (2004) is a dynamic system of rules containing attitudes‚ values‚ beliefs‚ norms and behaviors. There are a variety of different ways in which to interpret culture‚ such as the perception of food or the way in which people in a particular culture dress. This in a sense is the “surface culture” of a specific country; the
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Cultural dimensions and dilemmas Culture is a way of life evolved and is jointly owned by a group of people and passed from generation to generation. culture formed of many complex elements‚ including religious and political systems‚ customs‚ languages‚ tools‚ clothing‚ buildings‚ and works of art. Culture also divide by two that is material and non material culture. Material cultural like something that equipment on living like house such as longhouses at Sarawak‚ Eskimo. Non material culture
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Spanish Cultural Dimensions. Through this report‚ based on the Hofstede’s cultural dimensions‚ we will try to clarify the main features of the Spanish culture. To get this target we will use a few proverbs or traditional expressions from Spain and relate them to Hofstede’s theory. This way we will be able to understand and know a little bit more about how is the Spanish culture and how it differentiates from other cultures. The first proverb we are going to use says: “La union hace la fuerza”
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Hofstede Cultural dimensions: India is a vast country known for its diversified culture and traditions. The unique characteristic of India is its “unity in diversity”. In India Relationships and feeling plays a larger role in decisions. Indians tend to take larger risks with a person whose intentions they trust. Thus‚ one’s credibility and trustworthiness are critical in negotiating a deal. Indians are ‘polychronic’ people‚ ie they tend to deal with more than one task at the same time. Indians
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2. In what way has Trompenaar´s research helped explain cultural differences between the united states and France? The Guide Missile culture‚ is a concept lead from Trompenaar´s research (egalitarian tasks / results oriented). In this case there is a low attachment to the company‚ but a strong commitment to professionalism. People show a strong focus on achieving results‚ the actual status does not depend so much on the skills possessed by the hierarchical role but on the contribution to the improvement
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Fons Trompenaars’ Four Types of Corporate Culture Guided Missile – a project-oriented approach; concerned with results. This group looks for practical solutions to shared challenges via multi-disciplinary teams. The U.K. and U.S. fit into this group. Familial – this is a power-oriented model in which a ‘family’ approach is taken. Power comes from high but is well known and there is a deep concern for all members. Japan and Belgium fit into this model. Eiffel Tower – a role-oriented group in which
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