highlights the various cross cultural problems and adjustments which the company has to make in order to succeed in India and China. The Conclusion has been drawn after the extensive research in different cross cultural areas where making a small adjustment will make a big difference. To support our research we have used various models which have been discussed by the famous author’s like Hofstede and Trompenaar’s. It also highlights the implications of these cultural differences on management and
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According to Cheesebro‚ O’Connor‚ and Rios (2010) “there are six principles in cross-cultural communication.” The first of these principles states that the more culture and language differences between people the more the likelihood of a communication breakdown. The second principle says when there is a communication breakdown it is often thought to be because of cultural differences. The reality is that these breakdowns are often the result of a misunderstanding. The third principle says that communicating
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Cultural competence in nursing is defined as the incorporation of personal cultural diversity experience‚ awareness‚ and sensitivity into everyday practice ( Schim & Dorenbos‚2010; Schim‚ Dorenbos‚ Benkert‚ & Miller‚ 2007). A nurse that is culturally competent will be able to gain the trust‚ understanding‚ and utmost respect of a patient that has a different cultural background or holds a different set of beliefs. Cultural competence is important now more than ever as the population grows and becomes
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Identifying a Cross-Cultural Dilemma- China’s Google dilemma Description Cultural issue at hand: Google had to decide between strict restrictions or losing all current or potential business opportunities in the world most populated country. The population of China has reached over 1.3 billion‚ representing the 20% of world population. The closing of Google in China has led to the boost of its domestic competitors Baidu and Sina. Besides‚ China’s enormous growth of internet users and
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LEGAL‚ AND TECHNOLOGICAL ENVIROMENT HOFSTEDE’S DIMENSIONS Geert Hofstede is a Dutch researcher who identified five dimensions of culture to help understand how and why people from various cultures behave the way they do. The five Hofstede’s cultural dimensions are power distance‚ uncertainty avoidance‚ individualism‚ masculinity vs. femininity‚ and time orientation. Taiwan has a high power distance meaning that people blindly obey the orders of their superiors‚ and strict obedience is found
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Culturally competent is all about the value of diversity‚ respect for individuals differences regardless of one’s own race‚ beliefs‚ and cultural background. In this multicultural world‚ becoming a culturally competent in pharmacy or healthcare is an essential and challenging prerequisite. Canada is quickly developing into a multicultural country‚ making it easy for more people to be exposed to different culture. “Demographic change have been transforming Canada into microcosm of the global village
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Intercultural Communication Rini Anggun Pertiwi 2 chs Education A 0902443 Chapter Report: Chapter 1 Cross-Cultural Contact with Americans American‚ as it is explained in the beginning of chapter 1‚ is described as the people who were born‚ raised and lives in the United State. We will find that Americans are consists of many people from different races‚ religions and ethnics. A lot of culture‚ might be‚ live together in the same area. Before‚ they called it as “melting pot”
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Executive Summary The purpose of this presentation is to identify the problems faced by Western managers telling eastern managers that improvement in their business is needed. The case which the presentation is based on is about cross-cultural management and organisational strategy and improvement. A delegate of an Australian consulting firm is given the task of heading up a pilot study in the organisations Taiwanese and Indian offices with the aim of identifying the reasons for their slow
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Cultural Impacts - Marketing People from different parts of the globe tend to follow different cultures and behaviour patterns. In countries like India‚ each state has its own language and culture thus making it a highly diverse country. The cultural environments do impact the marketing of the product or service. The needs and requirements of these differing cultural environments of the world are different and hence a successful product in one part of the world might turn out to be a failure at
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long-term commitment. During these circumstances Spanish employees are likely to feel more threatened than supported by the system. The main causes of cultural clashes between managers from Sweden and employees in Spain originate from difference in socio- cultural dimensions and a lack of understanding for these cultural values. Following information would have been useful for IKEAs management: It has been stated by Hofstede that Swedish organizational and
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