Communication __________________ 03 Stella Ting-Toomey ’s Definition The Iceberg Metaphor II Cultural Values ______________________________________ 04 Models of Value Orientations Kluckhohn and Strodtbeck ’s Value Orientations Three of Hofstede ’s Cultural Variables in Organizations ____ 05 III Perception and Intercultural Communication ____________ 06 IV Communication Styles _______________________________ 08 Continua of Communication Styles ____________________ 09 V
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Study. Journal of Cross-Cultural Psychology. 30‚ 2‚ 242-263. * THOMAS RR JR. (1990). From affirmative action to affirming diversity. Harvard Business Review. 68. * TROMPENAARS‚ A.‚ & HAMPDEN-TURNER‚ C. (1998). Riding the waves of culture: understanding cultural diversity in global business. New York‚ McGraw Hill. * TROMPENAARS‚ F. (1993). Riding the waves of culture: understanding cultural diversity in business. London‚ Brealey. * TSUI‚ A.‚ EGAN‚ T. and O’REILLY‚ C. (1992). Being different:
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Trompenaars’ five relationship orientations There are five orientations covering the ways in which human beings deal with each other: 1. Universalism versus Particularism Do we consider rules or relationships more important? 2. Communitarianism versus Individualism Do we act mostly as individuals or as groups? 3. Neutral versus Emotional Are we free to express our emotions or are we restrained? 4. Specific versus Diffuse How extensively are we involved with the lives of other people
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Kulturdimensjonene – Hofstede‚ Trompenaars‚ E.T. Hall og Gesteland Geert Hofstede 1. Individualism vs. Collectivism Individualism = kan defineres som preferanse for løst sosialt nettverk‚ der individene forutsettes å kunne ta vare på seg selv og sin nære familie. Hvis man blir krenket i et individualistisk samfunn leder dette til skyld og tap av ære/respekt. Det er ofte regler mot at det skal være flere av samme familie i en bedrift. Tyskland kan bli ansett som et individualistisk
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4 - 5 Hofstede‚ Laurent‚ Trompennars‚ Halls and Kluckhohn-Strodbeck. 3. Options for Cross Culture Working 5 - 7 -Influence on choice of approach; -staffing approaches. 4. Risk Vs Control. 7 - 8 5. Cross culture managerial skills. 8 - 9 6. Implications for a HK manager working in my chosen country. 9 – 10 Trompenaars plus two other
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competitive position. (13.3 marks) (Total 33.3 marks) Question 2 “The key Trans-cultural Competence required in International organisations to-day is the propensity to reconcile seemingly opposing values”. (Fons Trompenaars) Critically assess the utility of Trompenaars 7 Dimension Model for assessing International Cultures. (33.3 marks) Question 3 The correct choice of Market Entry Strategy is vital to the success of an organisations International Marketing efforts. Many companies
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Universitaires De France. Elenkov‚ D.S. 1998. Can American Management Concepts Work in Russia? A Cross-Cultural Comparative Study Hall‚ E.T. 1959. The Silent Language. New York: Doubleday. Hofstede‚ G. 1986. Culture’s Consequences. International Differences in Work-Related Values. London. Hofstede‚ G.J.‚ Pedersen‚ P.B. & Hofstede‚ G. 2002. Exploring Culture: Exercises‚ Stories and Synthetic Cultures Holopainen‚ V. 1987. Metsästä maailmalle. Thomesto 1911–1986. Keuruu. Johanson‚ J. & Vahlne‚ J.E. 1990. The
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Portfolio Question: How will you apply Hofstede’s or Trompenaars’ theory within your ICN group project. When applying Hofstede’s or Trompenaars’ theories of cultural dimensions‚ it will be important to concentrate on those dimensions which reflect the greatest difference in culture. In our case‚ our group will be examining the 1999 merger between auto manufacturers Nissan and Renault. The merger between Nissan and Renault is significant culturally speaking because Nissan is a Japanese company
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Global Presence into Global Competitve Advantage. San Francisco: Jossey-Bass. Hayton‚ J. C.‚ George‚ G.‚ & A. Zahra‚ S. (2002). National Culture and Entrepreneurship: A Review of Behavioral Research. Entrepreneurship: Theory and Practice ‚ 26. Hofstede‚ G. (2001). Culture ’s Consequences. Thousand Oaks: SAGE. Parker‚ B. (1998). Globalization and Business Practice. London: SAGE Publications. Puck‚ J. (April 2002). Convergence and Divergence of Management Practices: The Case of Corporate Web Site
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society. Tokyo: Kodansha. [xvi] Hofstede‚ G. (1980). Culture ’ s consequences. Beverly Hills‚ CA: Sage [xvii] Aune‚ R [xviii] Sim‚ R. L. (2002). Support for the use of deception within the work environment: A comparison of Israeli and United States employee attitudes. Journal of Business Ethnics‚ 35‚ 27–34. [xix] Zurcher‚ L. A. (1968). Particularism and organizational position: A cross-cultural analysis. Journal of Applied Psychology‚ 52‚ 139–144. [xx] Trompenaars‚ F.‚ & Hampden-Turner‚ C. (1998)
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