India Power distance This dimension deals with the fact that all individuals in societies are not equal it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed in equally. India scores high on this dimension‚ 77‚ indicating an appreciation for hierarchy and a Top – Down Structure in society and Organizations
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loyalty. Uncertainty avoidance index (UAI): "a society’s tolerance for uncertainty and ambiguity". It reflects the extent to which members of a society attempt to cope with anxiety by minimizing uncertainty. People in cultures with high uncertainty avoidance tend to be more emotional. They try to minimize the occurrence of unknown and unusual circumstances and to proceed with careful changes step by step planning and by implementing rules‚ laws and regulations. In contrast‚ low uncertainty avoidance
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ALLIANCE BUSINESS SCHOOL SUBJECT- GLOBAL DIMENSIONS OF INTERNATIONAL BUSINESS ASSIGNMENT NO.-1 DATE: 02/03/11 SUBMITTED TO: Prof. M V NARASIMHAN SUBMITTED BY: Akshay Shah Answer: 1 IMPACT OF POLITICAL TURMOIL IN EGYPT ON GLOBAL BUSINESS: Political turbulence in Egypt in casting a poll on world financial markets driving up the prices of crude oil & food and creating new risks for the shaky world economy in the months ahead. Following are the impacts of political turmoil in Egypt on global
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by supervisor in the firms that is beneficial to do management (Schneider‚ 2003). The essay will give some examples and analyze different ways of management in different countries through Hofstede’s four culture dimensions: power distance‚ uncertainty avoidance‚ individualism-collectivism and masculinity-femininity (Huczynski‚ 2001) Firstly‚ empowerment that means “the delegation of authority to employees in order for them to take control and make decisions” (Joynt and Warner‚ 1996) has become one
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the leader’s intangible right to issue orders. Uncertainty Acceptance versus Uncertainty Avoidance is uncertainty orientation which means the feeling of people have regarding uncertain and ambiguous situations. Uncertainty Acceptance is people tend to feel stimulated by change and thrive on new opportunities. Ambiguity is seen as a context within which an individual can grow‚ develop‚ and carve out new opportunities. Uncertainty Avoidance is people dislike ambiguity and will avoid it whenever
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different culture 4. Application of Cross-cultural Theories on Entrepreneurship 9-10 10 4.1. Hofstede’s Cultural Dimensions 10 4.1.a. Power Distance 11 4.1.b. Individualism vs Collectivism 11-12 4.1.c. Masculinity vs Femininity 12 4.1.d. Uncertainty Avoidance 12-13 4.2.e. Long Term vs Short Term Orientation 13 5. Conclusion 13-14 6. References 15-16 4 1.Introduction Prominent figures such as Richard Branson‚ JK Rowling‚ Simon Cowell‚ and Philip Green are some of the highly recognized British
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the ‘open area’ by: * Cross-cultural training * Job rotation (may not work‚ high certainty avoidance) * Cultural change: ‘cultural training’ to increase the adaptability of expatriates | Task 2 | US | BVI | Examples | Individualism / Collectivism | I | C | Not want to get promoted: afraid of having less time with friends | Power distance | L | H | | Uncertainty avoidance | L | H | Avoid risks and only take orders and instructions from the expatriates | Achievement nurturing
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Chapter 03 Differences in Culture / Questions 1. (p. 88) In today’s world of global communications‚ rapid transportation and global markets‚ cultural differences have ceased to exist. Difficulty: Medium 2. (p. 88) Culture is static. Difficulty: Medium 3. (p. 89) Values are abstract ideas about what a group believes to be right‚ good and desirable. Difficulty: Easy 4. (p. 89) A society is another name for a country. Difficulty:
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Tecnovate: Challenges of BPO Performed by BPM team: Anna Bachurina Anastasia Baulina Agnessa Shpakova Maxim Peskin Vladimir Maksimov Agenda • • • • • • Current situation Analysis Trends and risks BPO: value chain viewpoint Strategic opportunities Implementation: framework and issues Where we are: brief BPO markets expanding‚ new opportunities are tempting: – What are the core competencies we rely on? – How to use them efficiently? – Do we enter new segments or focus
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........ 2 Individualism (IDV) ........................................................................................... 2 Masculinity (MAS) ............................................................................................. 3 Uncertainty Avoidance (UAI) ............................................................................ 4 Long-Term Orientation (LTO) ........................................................................... 4 The Chinese Culture Applied to Hofstede’s Culture
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