Hofstede’s Five Aspects of Culture Hofstede ’s cultural factors Explanations > Culture > Hofstede ’s cultural factors Power | Self | Gender | Predictability | Time | So what? Geert Hofstede‚ a Dutch cultural anthropologist‚ analyzed cultures along five dimensions. He rated 58 countries on each dimension on a scale from 1 to 100. Power Hofstede named this Power Distance (PD or PDI). It is the extent to which less powerful members expect and accept unequal power distribution.
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The importance and the influence of the corporate culture in a merger and acquisition context Authors: Tutor: Program: Hanane Makhlouk Olena Shevchuk Dr. Mikael Lundgren Master´s Programme in Leadership and Management in International Context Subject: Change Management Level and semester: Graduate‚ May 2008 Baltic Business School Acknowledgement First of all‚ we would like to express our gratitude to all the teachers involved in the Master Programme for their contribution
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culture. In A.L. Kroeber (Ed.)‚ Anthropology Today (pp Maznevski‚ M.L.‚ DiStefano‚ J.J.‚ Gomez‚ C.B.‚ Noorderhaven‚ N.G.‚ & Wu‚ P. (2002). Smith‚ P.B. (2002). Culture’s consequences: Something old and something new. Human Relations‚ 55(1)‚ 119-135. Trompenaars‚ F.‚ & Hampden-Turner‚ C. (1997). Riding the waves of culture: Understanding cultural diversity in business (2nd ed) Vishwanath‚ A. (2003). Comparing online information effects: A cross-cultural comparison of online information and uncertainty avoidance
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1. What are some of the contextual issues for McDonald’s in India (Describe the Indian context using Hofstede/Trompenaars/GLOBE). What are some of the more prominent social instritutions at work that will impact on this case (Religion‚ Government‚ Social institutions‚ Education‚ Politics‚ etc.) Trompenaars: Particularism: After many years of studying the Indian food market‚ build relationships and get to know people to better understand Indian’s needs. McDonald’s was ready to get into India’s market
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the numerous ways to define culture and the how culture influences global workforce management. • Explain the four dimensions of Hofstede’s Cultural Model and their implications for managing a global workforce. • Explain the 7 dimensions of Trompenaars and Hampden-Turner’s Cultural Model and how it varies from Hofstede’s Cultural Model. • Explain the different views about how global and regional economic integration have affected and will affect the different dimensions of culture‚ including
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age of globalization. For decades‚ the field of international cross-cultural management has been dominated by a functionalist bipolar or dimensional paradigm of analyzing national cultures (e.g.‚ Hofstede 1980‚ 1991‚ 2001; House et al. 2004; Trompenaars 1994). Two profound perspectives have prevailed in this paradigm. First‚ national cultures are divided into individualist or collectivist‚ feminine or masculine‚ and so forth. As Hofstede stated: “The vast majority of people in our world live
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Chapter 3 UNDERSTANDING THE ROLE OF CULTURE LECTURE OUTLINE General Outline Opening Profile: Adjusting Business to Saudi Arabian Culture Culture and Its Effects on Organizations Societal Culture Organizational Culture Culture’s Effects on Management Influences on National Culture Cultural Value Dimensions Project GLOBE Cultural Dimensions Under the Lens: Religion and the Workplace Cultural Clusters Hofstede’s Value Dimensions Trompenaars’s Value Dimensions Consequence or Cause? Critical Operational
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Växjö University School of Management and Economics Spring 2006 The Role of Cultural Differences in the Product and Promotion Adaptation Strategy: A L’Oréal Paris Case Study Tutor: Christine Lundberg Examiner: Jerzy Kociatkiewicz Authors: Lauranne Fina 840903 IBO305 Tytti Luc 840502 IBM342 Emilie Venezia 840413 IBM342 PREFACE During this work‚ we experienced how to manage the relationships within our work group in order to be efficient. Trust and collaboration
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Acknowledgement We are deeply grateful to our lecturer – Mr. Hoang Anh Duy who has given us valuable lessons to complete our work. In term of limitation in time and knowledge‚ it is possible that there will be irresistible shortcomings in our paper. Consequently‚ we are looking forward to any feedbacks to develop our topics in greater and deeper operations management knowledge in the future. Table of content I. Introduction 3 II. Literature review 5 1. Definition of organizational
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Cultures of Work Organizations‚ Prentice Hall‚ New Jersey. Trice‚ H. & Beyer‚ J. 1985‚ ‘Using Six Organizational Rites to Change Culture’‚ in Gaining Control of the Corporate Culture‚ eds R. Kilmann‚ M. Saxton‚ R. Serpa‚ Jossey-Bass‚ San Francisco. Trompenaars‚ F. 1993‚ Riding the Waves of Culture‚ Nicholas Brealey Publishing‚ London. Weick‚ K. 1991‚ ‘The Vulnerable System: an Analysis of the Tenerife Air Disaster’‚ in Reframing Organizational Culture‚ eds P. Frost‚ L. Moore‚ M. Reis Louis‚ C. Lundberg
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