a personal reflection on how Trompenaar’s Cultural Value Dimensions1 can be applied to the South African management environment‚ and how a knowledge of Trompenaars’ theory can help the South African- Educated professional manage the shift from the South African management environment to the Canadian management environment. In terms of Trompenaars’ first cultural value dimension‚ South Africa is a particularistic society‚ where societal rules are not strictly adhered to by individuals‚ but where people
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Hofstede.2012. Organizational Culture.http://geert-hofstede.com/organisational-culture.html [17.12.2012] Fons Trompenaars and Turner.2012.Understanding diversity in global business.National cultures and corporate cultures [accessed on 17.12.2012 Fons Trompenaars and Turner.2012.Understanding diversity in global business.When two world collides [accessed on 17.12.2012] Fons Trompenaars and Turner.2012.Understanding diversity in global business.cultural differences and diversity [accessed on 17.12.2012
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ugly‚ available at: http:// www.hcgnet.com/html/articles/understanding-Culture.html (accessed 2 July 2003). Hall‚ M.A. (1999) International construction management: the cultural dimension‚ PhD Thesis‚ Liverpool John Moores University‚ Liverpool. Hampden-Turner‚ C. (1994) Corporate culture‚ Piatkus. Handy‚ C.B. (1993) Understanding Organizations‚ Oxford University Press‚ New York. Handy‚ C.B. (1995) Gods of Management: the changing work of organizations‚ Oxford University Press‚ New York. Hofstede‚ G
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difference between managers and leaders is that some managers cannot sleep because they have not met their objectives‚ while some leaders cannot sleep because their various objectives appear to be in conflict and they cannot reconcile them.” (Trompenaars and Hampden-Turner‚ 2002) Conventionally‚ managers are told what to do‚ while leaders decide what to do. Goldhaber‚ Chandra‚ and Manuel (1997) state that Leaders are the ones that drive new initiatives‚ inspire and motivate people‚ and have a vision of
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2012 from: http://www.cerdi.org/uploads/sfCmsContent/html/253/LI_Chen.pdf Pei‚ M Phillips‚ ME (1994). Industry Mindsets: Exploring the Cultures of Two Macro-organizational Settings’‚ Organization Science‚ vol. 5‚ no. 3‚ pp. 384-402. Trompenaars F.‚ & Hampden-Turner‚ C. (1998). Riding the waves of culture: Understanding diversity in global business (2nd ed.). New York: McGraw-Hill.
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National Research University – Higher School of Economics Faculty of World Economy and International Affairs Department of Strategic Management Essay topic: “Cross-cultural analysis of building an effective motivational process: China and USA” Moscow‚ 2013 Content Introduction 3 Cross-cultural motivation 4 Major cross-cultural concepts 7 Building an effective model of cross-cultural motivation 10 Bibliography 13
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http://www.gcmarketingservices.com/index.php/2011/01/what-is-a-brand-ambassador/ Digitally Approved Global Policy Forum. (2013). Globalization. Retrieved January 20‚ 2013‚ from Global Policy Forum: http://www.globalpolicy.org/globalization.html Hampden-Turner‚ C Hollweg‚ L. (2013). Brand Ambassadors Not Just Employees. Retrieved January 20‚ 2013‚ from Research Institute of Batrus Hollweg: http://www.bhionline.com/ri-articles-whitepapers/Brand-Ambassadors-Not-Just-Employees.html Kelly‚ N Lamb‚ R. (2012
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versa (Nevis‚ 1983). 2. Introduction 2.1 Review Most famous authors that have investigated international implications of Maslow ’s hierarchy of needs include Geert Hofstede‚ Edwin C. Nevis. Other individualism-collectivism studies by Hampden-Turner and Trompenaars‚ Schwartz‚ Bilsky‚ Ivtzan and Tanaka have a direct relation to theories of motivation as well. 2.2 Purpose The purpose of this literature review is to organise‚ compare and synthesize academic papers related to the Maslow’s theory
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original source while they reformulate the idea of another person‚ it is seen as a form of cheating. Referencing is anchored in the culture of the United Kingdom: it is as important in an academic as in a social or a political context. Hampden‚ Turner and Trompenaars (2000)‚ cited by Neville (2010) demonstrate that in individualistic cultures (such as Britain)‚ copyrights are more respected than in countries characterized by collectivism. Ideas and words‚ as Bailey (2011‚ p25) explains‚ are seen as
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If we focus on the 7 Dimensions of Culture from Trompenaars and Hampden-Turner‚ individualism and collectivism are interesting at Approach People Recruitment SA. At first sight‚ we might think that collectivism is the goal of Approach People Recruitment SA‚ because there are team rewards‚ strong value for the group‚ a great team environment leading to Approach People Recruitment SA’s benefits. However‚ in reality‚ managers tend to encourage own responsibilities and benefits‚ creating positive competition
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