Thailand vs. ‘Kathoey’ | 2 november 2010 Table of Contents I. Introduction……………………………………………………………………………….... 3 I.I. What is ‘Kathoey’…………………………………………………………………………. 3 I.II. How does one become ‘Kathoey’?.................................................................... 4 II. Power distance index (PDI) in ‘Kathoey’ culture………………………….. 5 II.I Power distance in the workplace………………………………………………….. 5 II.II Power distance in religion………………………………………………………….. 6 III. Masculinity vs
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Theoretical Diversity. Journal of management‚ 30(6)‚ 907-931. Czinkota‚ M.R.‚ & Johnston W.J. (1983). Exporting: Does Sales Volume Make a Difference? Journal of International Business Studies‚ 14(1)‚ 147-153. Drogendijk‚ R. & Slangen‚ A. (2006). Hofstede‚ Schwartz‚ or managerial perceptions? The effect of different cultural distance measures on establishment mode choices by multinational enterprises. International Business Review‚ 15(4)‚ 361-380. Eden‚ L. & Miller‚ S.R. (2004). Distance Matters:
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Contents 1.0 Introduction 2 1.1 Benefits to the Hogshead 2 2.0 Typologies 3 2.1 Hofstede 3 2.1.0. Power Distance 3 2.1.1 Individualism Vs Collectivism 4 2.1.2 Masculinity vs. Femininity 4 2.1.3 Uncertainty avoidance 5 2.2 Trompenaars 6 2.2.0 Universalism vs. Particularism 6 2.2.1 Neutral Vs. Emotional 7 2.2.2 Specific Vs. Diffuse 7 2.2.3 Achievement Vs. Ascription 7 3.0 Motivation 8 4.0 Gender Roles 9 5.0 Time and Culture 10 6.0 Human Resource Management 10 7.0 Organisational
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NATIONAL CULTURE OF MALAYSIA Professor Geert Hofstede conducted one of the most comprehensive studies of how values in workplace are influenced by culture. He defines these dimensions as follows: Power Distance: ’the extent to which the less powerful members of organizations and institutions (like the family) expect and accept that power is distributed unequally’. Uncertainty Avoidance: ’intolerance for uncertainty and ambiguity’. Individualism versus Collectivism: ’the extent to which individuals
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Bibliography: Hofstede‚ G. (2001). Culture’s Consequences. Comparing Values‚ Behaviors‚ Institutions and Organizations. Thousand Oaks: Sage. Kauffeld‚ S. (2011). Arbeits‚- Organisations- und Personalpsychologie für Bachelor. Heidelberg: SpringerMedizin. Prechtl‚ E. (2009)
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CHAPTER 2 CULTURAL FOUNDATIONS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENT LECTURE NOTES This chapter examines the role of culture in managing people across borders. It identifies the several important dimensions for gaining insights and understanding about the cultures of employees that staff organizations domestically and abroad. It also addresses the different views about how global and regional economic integration have affected and will affect the different dimensions of culture. LEARNING
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Four approaches to international staffing‚ advantages and disadvantages. The globalisation of the world’s business economy has been particularly significant‚ resulting in an increase in the importance of‚ and interest in‚ international human resourcing. The international company is a type of multi-unit business organisation‚ which has a corporate centre in its home and its business units located in various host countries. International HRM distinguishes itself from domestic HRM primarily by having
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Organizational Culture Essay Organizational culture is a complex concept including many different meanings. In this essay‚ the definition of organizational culture is described as "a set of shared values and norms that controls organization members "interaction with each other‚ and with suppliers‚customers and others outside the organization‚ given by Gareth Jones. According to Morgan ’s theory‚ metaphor is a method to explain a phenomenon or create meaning by using one element of experience to
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References: 1. Human Resource Development: Challenges and Opportunities” (Editor – Neelu Rohmetra) 2. Hofstede‚ G.S (2001). Culture’s Consequences: Comparing Values‚ Behaviors‚ Institutions and Organizations Across Countries‚ 2nd edn‚ Thousand Oaks: Sage publications 3. Nicola‚ P. (1993). Spotlight. Journal of European Industrial Training‚ 17 (2): 1-4 Osland
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Hofstede Cultural dimensions PDI 54 Country Japan IDV 46 MAS 95 UAI 92 LTO 80 According to Hofstede‚ Japan’s culture has: low power distance High collectivism High masculinity High uncertainty avoidance Long-term oriented PDI = Power Distance Index IDV = Individualism MAS = Masculinity UAI = Uncertainty Avoidance Index LTO = Long-term Orientation These are reflected in Japan’s Marketing practices and consumer behavior Source: Geert Hofstede 2009
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