Intercultural Business Communication 2011 Abstract This report has reviewed the culture of Korea by using Hofstede‟s five dimensions of national culture (1997). Culture is defined and critique of the five dimensions is discussed‚ followed by the analysis of Korea culture that shows significant contrasting cultural values with Western countries. Moreover‚ stereotypes of Korea seem related to the power distance and collectivism culture‚ deriving the strong bond in nationalism and respect to
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7.html. Hofstede‚ G. 1980‚ Culture’s Consequences – International Differences in WorkRelated Values‚ Beverly Hills 1980. Hofstede‚ G. 1983‚ ‘Dimensions of national cultures in fifty countries and three regions’‚ in Deregowski/Dziurawiec/Anis (eds.)‚ Expiscations in Cross-Culture Psychology‚ Lisse Netherlands 1983. Hofstede G. 2006‚ Lokales Denken‚ globales Handeln – Interkulturelle Zusammenarbeit und globales Management‚ 3rd rev. edition‚ München 2006. Hofstede‚ G. n. d.‚ Geert Hofstede Cultural
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Geert Hofstede defined that culture is "collective programming of the mind distinguishing the members of one group or category of people from another". (HOFSTEDE‚ 2012a) Human culture derives from people’s background‚ education‚ gender and so on. Therefore‚ different people have various cultures. Culture can influence employees’ relationship in workplaces. (HOFSTEDE‚ 2012b) Geert Hofstede studied this question for more than six years‚ and found six groups of national cultural dimensions. The first
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Intercultural Communications have been of great interest to the Hofstede Centre for many years. In fact Geert Hofstede’s dimensions of culture have been the most widely disseminated of all theories. Hofstede’s five cultural dimensions are‚ “1) Power Distance‚ 2) Individualism or Collectivism‚ 3) Masculinity-Femininity‚ 4) Uncertainty Avoidance‚ and 5) Short or Long Term Orientation.” (Donald Baack‚ 2012‚ Chapter 2.4). “Professor Geert Hofstede conducted one of the most comprehensive studies of how values
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Culture is the “the collective programming of the mind distinguish the members of one group or category of people from another” (Hofstede‚ 2011). The definition of culture tend to gives us the ability to understand‚ interact people for other culture that may be drastically different from our own. The 21-century may be known as the century of the “global world”. The growth of interdependence and cooperation among countries‚ and international companies‚ do not claim that the cultural difference is
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cross-national cultural differences affect professional behavior in general. In § 3.2‚ a short exposition on the definition of national culture is provided‚ including the general understanding of what is meant by national cultures based on the studies of Hofstede (1980‚ 2001)‚ Schwartz (1992‚ 1999)‚ Trompenaars (1997)‚ and House et al. (2004). § 3.3 discussed the cultural dimensions defined by House et al. (2004‚ Project GLOBE) in more detail. Levels (e.g.‚ values‚ beliefs‚ and behaviors)‚ layers (e.g
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in institutions and organizations is distributed unequally” (Hofstede‚ 1984.p.831). Hofstede (1984) further explained that “the power distance and stratification systems which operate in a society are extremely culturally dependent “.Power Distance‚ varying from high to low‚ is designed to measure how equally or unequally power is distributed within a society and how readily inequality is accepted. According to with
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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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References: Hofstede‚ G. (2004). Cultures and Organizations: Software for the Mind. New York: McGraw Hill Ritzer‚ G. (2004) The McDonaldization of Society Thousand Oaks‚ CA‚ Pine Forge Press. 4
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Culture in organisational change Culture of different countries: Hofstede (1980) and his power distance rating. Nestle – have offices in Switzerland and the Phillipines‚ and need to implement changes from top down in the Phillipines compared to Switzerland – as there is a high power distance (Hofstede 1980) so the staff would not take note of the changes if it was not communicated from Management NHS – trying to implement similar culture to Virginia Mason‚ which is based on the Toyota Production
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