Hofstede’s Five Dimensions and Leadership Hofstede’s Five Dimensions and Leadership Geert Hofstede examined IBM the company for over thirty years and developed a theory about cultural differences. His theory is widely used to compare differences in culture‚ and also in leadership. There were initially four dimensions of values that he measured; uncertainty avoidance‚ individualism‚ power distance and masculinity. Later a fifth dimension‚ long term orientation was added in 1991. These dimensions
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Geert Hofstede was born in 1928 in Netherlands. He obtained his Masters degree in Mechanical Engineering and a doctorate in Social Psychology. He is a professor Emeritus of Organizational Anthropology and International Management of the University of Maastricht in the Netherlands. Geert Hofstede is well known for providing a theoretical framework that attempts to analyze the relationships between organizational actions and cultural beliefs. In 1965‚ he worked at IBM as a trainer in the international
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Trompenaars vs. Hofstede 1. 2. Introduction ................................................................................................................................ 2 Cultural Dimensions of Hofstede and Trompenaars ................................................... 3 3. 4. 5. 6. 7. Analogies or identities of the cultural dimensions ...................................................... 5 Differences of the dimensions ...................................................................
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distinction between tax avoidance and tax evasion from academic publications. Tax books have defined tax avoidance as “the lawful minimization of tax liability through sound financial planning techniques‚ while tax evasion is the “unlawful attempt to minimize tax liability through fraudulent techniques to circumvent or frustrate tax laws”. The consequences of either action are also clear. The former is not punishable by law while the latter is. However‚ the lines between evasion and avoidance have become blurred
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Hall theory Book notes He came to the field of cross-cultural analysis from the discipline of anthropology. He argued that all peoples interpret and create messages in reference to shared values. This information includes values in the culture‚ which link members of the culture group and influence how they refer to their contexts when maintaining relationships. Members` experiences of context will influence how they communicate. And different culture groups respond to their contexts differently
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Hofstede cultural dimensions 5 dimensions Power distance is defined as "the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally". Individualism pertains to societies in which the ties between individuals are loose: everyone is expected to look after himself or herself and his or her immediate family. Collectivism as its opposite pertains to societies in which people from birth onwards are integrated
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* * Part A: Tax Avoidance and evasion Introduction According to Hyde (2010) tax evasion cost the UK treasury over £15 billion annually. This is approximately 3% of the total tax liabilities that individuals and organisations are meant to pay to the Her Majesty Revenue and Customs (HMRC). While an estimate of £25 billion is lost through tax avoidance annually (Murphy‚ nd). These are huge sums of money that could go a long way to help the government reduce the national deficit or could
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Tax avoidance is the legal usage of the tax regime to one’s own advantage‚ to reduce the amount of tax that is payable by means that are within the law. Tax sheltering is very similar‚ and tax havens are jurisdictions which facilitate reduced taxes. The term tax mitigation is sometimes used; its original use was by tax advisers as an alternative to the pejorative term tax evasion. "Tax aggressive" strategies fall into the grey area between commonplace and well-accepted tax avoidance (such as purchasing
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Casual Uncertainty Experimental Psychology Abstract The purpose in this study was to see how casual uncertain people define their initial interactions. This study included 53 undergraduate students enrolled in experimental psychology at UTPB. Included in the study were 43 women and 9 men‚ age ranging from 19 – 56. They were rated by two scales‚ casual uncertainty scale (Weary and Edwards‚ 1994)‚ and the definition of initial interaction scale (Douglas‚ 1991). The results did not conclude
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Fons Trompenaars’ Four Types of Corporate Culture Guided Missile – a project-oriented approach; concerned with results. This group looks for practical solutions to shared challenges via multi-disciplinary teams. The U.K. and U.S. fit into this group. Familial – this is a power-oriented model in which a ‘family’ approach is taken. Power comes from high but is well known and there is a deep concern for all members. Japan and Belgium fit into this model. Eiffel Tower – a role-oriented group in which
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