Culture Dimensions of Poiish iManagers: Hofstede ’s indioes* Wojciech Nasierowski‚ Bogusz Mikula Abstract Wojciech Nasierowski Faculty of Administration‚ University of New Brunswick. rTeoencton‚ Canada Bogusz Mikula Academy of Economy. Cracow. Poland This paper explores‚ in accordance with Hofstede ’s indices‚ the culture dimensions of young PDk» who have had some exposure to business tnanagement. It is shown that this group of Polish respondents score high in Power Distance and Uncertainty
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(hierarchical) culture. For example‚ in Japan there is a strong belief that if one works hard‚ does their best and follows the rules they too can succeed. Therefore‚ upper management is not reserved for those born into it‚ but is available for any man (Hofstede‚ 2012). The same is true in Australia where achievement is valued
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Issues in Tourism & Hospitality | Assessment No.2 | | Ariana Janjua | 201111790 | Culture‚ as defined by Geert Hofstede‚ is the "the collective programming of the mind distinguishing the members of one group or category of people from another". (Hofstede‚ 2011) It is due to the research carried out by scholars such as Hofstede and Fons Trompenaars that we are able to understand cultural values‚ and the difference in cultures more thoroughly. This information gives us
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scored 62 on this index and is therefore considered a relatively masculine society. The prevailing mentality in the society is that “winner takes all” and Americans are often comfortable talking about or showing off their successes and achievements (Hofstede‚ 2010). When most of the world pictures American culture‚ they often think of our materialistic nature and how we are obsessed with work‚ even sometimes willing to work 60 hours per week to earn the most money possible. Family falls to the wayside
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Do cultural barriers affect management practices of cross-national businesses in China? Over the decades academics and practitioners have been intrigued by the idea of cultural barriers challenging the management practices of cross-national businesses. The globalization of the world economy‚ on one hand‚ has created tremendous opportunities for global collaboration among different countries; on the other hand‚ it has also created a unique set of problems and issues relating to the effective management
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History of SWOT In the 1960’s and 70’s‚ Albert Humphrey is said to have developed this strategic planning tool using data from the top companies in America at the time. A SWOT Analysis looks at the strengths‚ weaknesses‚ opportunities and threats that are relevant to an organization in a new venture. A SWOT Analysis is a tool which allows users to look at the direction a company or organization may wish to move towards in the future. A SWOT Analysis is a useful tool‚ which in conjunction with others
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Washington USA. Accessed 1st September 2008‚ from http://www.ac.wwu.edu/~culture/Bochner.htm Francesco‚ A.M. and Gold‚ B.A. (2005)‚ International Organizational Behaviour: Text‚ Cases‚ and Exercises‚ 2nd Ed‚ Pearson Prentice Hall‚ pp. 17-45 Hofstede‚ G. and Hofstede‚ G.J. 2005‚ Culture and Organisations: Software of the Mind‚ 2nd Ed‚ McGraw-Hill P.L. Duffy Resource Centre‚ 2006‚ Gattaca‚ Trinity College WA‚ Accessed 31st August 2008‚ from http://www.trinity.wa.edu.au/plduffyrc/subjects/english/media/gattaca
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that means the behaviour of persons in the society and in the family. To analyse these different areas and solve the problem‚ we’re going to use specific tools for a specific subject. These tools are the five cultural dimensions highlight by Geert HOFSTEDE‚ a brilliant psychologist renamed for his work on the different cultural approaches. These five dimensions are going to help us to understand and analyse our problem. We’re going to solve the problem by using the values that these dimensions are
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extent to which people accept differences among themselves (Michael A. Hitt‚ 2012). Power distance describes the inequality that exists among people‚ societies‚ businesses‚ countries‚ coworkers‚ and so many more. There are two levels: high and low (Hofstede ’s Cultural Dimensions). People who have a high power distance have an unequal distribution of power and understand ‘their place’. A high power distance characterizes people who are associated with centralized organizations‚ strong hierarchies
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the organizational level. Most researchers and scholars have taken Hofstede studies on culture as a basis for their research‚ as I did in my PhD study‚ but not taking it for granted where I concentrated upon the power distance aspect‚ and had gone through the critiques of Hofstede. The reason I (with all respect to the findings of Hofstede studies)‚ do not see such studies are feasible is based upon the fact that Hofstede studies are only addressing the hard-wiring of people though surveys
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