首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Two Cultural Dimensions Culture is the collective programming of the mind which distinguishes the members of one category of peo
Two Cultural Dimensions Culture is the collective programming of the mind which distinguishes the members of one category of peo
admin
2017-12-07
45
问题
Two Cultural Dimensions
Culture is the collective programming of the mind which distinguishes the members of one category of people from another. There are four cultural dimensions as defined in Hofstede’s research, two of which are talked about.
I. Power Distance
Definition: the extent to which subordinates can【T1】_____ with【T1】______
bosses or managers
Oriental Culture: high power distance
A "Power-oriented culture": superiors are entitled more【T2】_____【T2】______
— Typical countries: Malaysia, Japan, China and India
B. "The【T3】_____ culture": subordinates respect superiors【T3】______
— Advantage: an easy managing system
— Disadvantage: not favorable for【T4】_____ employees to work well【T4】______
Western Culture: low power distance
A. "The【T5】_____ culture": each higher level has a clear and【T5】______
demonstrable function of holding together the level beneath it
B. Leadership style: hierarchy and【T6】_____【T6】______
C. Advantage: explore all the【T7】_____ of employees【T7】______
D. Typical countries: Germany,【T8】_____【T8】______
Suggestion: managers and subordinates work together efficiently
and more【T9】_____【T9】______
II. Uncertainty avoidance
Definition: the extent to which one feels either uncomfortable
or comfortable in【T10】_____ situations【T10】______
Uncertainty avoiding cultures: minimize the possibility of such situations
A By strict【T11】_____, safety and security measures【T11】______
B. By a belief in【T12】_____【T12】______
High uncertainty avoidance: Japan, China
A Prefer job【T13】_____【T13】______
B. Team work instead of independent work
Low uncertainty avoidance: USA Denmark, Singapore
A High Job【T14】_____【T14】______
B. Risk-taking
Suggestion: pay attention to【T15】_____ set between【T15】______
different uncertainty avoidance
【T12】
Two Cultural Dimensions
Good morning, everyone. Today, we are going to examine "culture", the first topic of our lecture series. As we all know, different countries have different cultures Culture is the collective programming of the mind which distinguishes the members of one category of people from another. It is inevitable that the cultural difference has impact on business. For example, when a company has a meeting, the word "table" in American English means to put something on the agenda. But in British English it means to put something off the agenda. This example indicated how the culture affects the business.
There are four cultural dimensions that were defined in Hofstede’s research: Power distance, Uncertainty avoidance, Individualism, Masculinity, and recently Hofstede added one more: long-term-short-term orientation. In the interest of time, today we are going to cover the first two dimensions of cultures.
The first and I think the most significant influence in cultural difference is the power distance. It would condition the extent to which employees accept that their boss has more power than they have and the extent to which they accept that their boss’s opinions and decisions are right because he or she is the boss.[1]I considered it as how much subordinates can consent or dissent with bosses or managers. It is the distance between a manager and subordinate. Among most oriental corporate cultures, there is hierarchism, greater centralization, sometimes called "power-oriented culture", due to historical reasons.[2]That is a high power distance culture that managers make the decision and superiors appeal to be entitled more privileges. In this situation, it is not regarded if a subordinate has a disagreement with their managers, especially in Malaysia, Japan, China, and India
[3]In the oriental, power distance is also associated with "the family culture". In this kind of corporate culture the manager is like the "caring father" who knows better than his subordinates what should be done and what is suitable for them. The subordinates always esteem the managers, because of the managers’ age and experience. That is usually how employees get their promotion. There are both positive and negative parts in the family cultures. I feel it is an easy managing system.[4]But sometimes it is hard to get young creative employees to work well because of the hierarchy. So in family culture, the power distance can be viewed as the subordinates respect the superiors.
That is the corporate culture in the orient. Let us take a look at the western way. It is not a whole converse phenomenon.[5]There is "the Eiffel Tower Culture" in the international management. Its hierarchy is very different from that of the family. Each higher level has a clear and demonstrable function of holding together the level beneath it.[8]German and Austrian have the characteristic of the Eiffel Tower Culture, which is a low power distance. In the lower power distance, higher-educated employees hold much less authoritarian values than lower-educated ones. The obedience showed from the subordinates to the superiors is not as much as the oriental way.[6]The leadership can be called as hierarchy and consensus. An employee can have different opinion with his/her boss. And when he/she gets different ideas, he/she can go all the way up to the boss and discuss the problem.[7]This is a good thing usually a company may explore all the potentials of its employees, because sometime the subordinates may have the better idea of the business.
I think because of the different realization of power distance, people behave completely differently in business. So conflict and misunderstanding must emerge when two or more cultures meet up. Under this situation, the international managers must pay attention to the clashes and be aware of them.[9]How to work the subordinates together efficiently and more cooperatively is important too.
Now, the second part of my lecture is about the uncertainty avoidance. Uncertainty avoidance deals with a society’s tolerance for uncertainty and ambiguity; it ultimately refers to man’s search for truth.[10]It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, and different from usual.[11]Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures,[12]and on the philosophical and religious level by a belief in absolute Truth; "there can only be one Truth and we have it". For example, in Germany there is a reasonable high uncertainty avoidance compared to countries such as Singapore and neighbouring country Denmark. Germans are not keen on uncertainty, by planning everything carefully they try to avoid the uncertainty. In Germany there is a society that relies on rules, laws and regulations. Germany wants to reduce its risks to the minimum and proceed with changes step by step.
There is high uncertainty avoidance in most oriental countries such as Japan and China[13]In these countries, people prefer a stable job. They feel safe and prideful when they keep working hard at the one place. Under this circumstance, an excellent manager should keep his employee away from unpredictable risk. And the employee would like to be worked within groups rather than independently because of the less risk-taking.[14]But in most western countries, there is low uncertainty avoidance showed, whereas high job mobility occurs in those countries such as USA, Denmark and Singapore. The western people think that when they change their jobs, they can get more experience because they like challenge. I believe that the divergence of the uncertainty avoidance is from different basic social ideology.[15]A competent manager should pay attention to the rules set between different uncertainty avoidance. The misreading of that may affect the initiative and the aspiration of the subordinates.
OK. In my talk today, I have mentioned some cultural dimensions: power distance, uncertainty avoidance, individualism and masculinity. After that, I offer you some insights into the first two dimensions and hopefully I have set you on the right path to the understanding of cultures and cultural differences.
选项
答案
absolute truth
解析
本题考查减少不确定性规避发生的方法。讲座提到,试图将不确定性规避发生的可能性减少到最小的方法有:制定严格的法律法规,采取安全措施,在哲学和宗教层面上信奉绝对真理,故本题填入absolute truth。
转载请注明原文地址:https://kaotiyun.com/show/MNsK777K
0
专业英语八级
相关试题推荐
ForgetexpensiveeducationalDVDsandprivatetutors,thesecrettosmartchildrencouldbesosimpleasgivingbirth【M1】______
Bodylanguageisnotlanguageinthestrictsenseofthewordlanguage:itisinfact,abroadtermforformsofcommunication
A、Pessimistic.B、Indifferent.C、Optimistic.D、Wait-and-see.C
OneofthemoreinterestingthingsaboutHollywood’sGoldenAgeisjusthowmuchofitwasoneelaborate,tightlycontrolledlie
Allsocialunitsdevelopaculture.Evenintwo-personrelationshipsaculturedevelopsintime.Infriendshipandromanticrela
Allsocialunitsdevelopaculture.Evenintwo-personrelationshipsaculturedevelopsintime.Infriendshipandromanticrela
Allsocialunitsdevelopaculture.Evenintwo-personrelationshipsaculturedevelopsintime.Infriendshipandromanticrela
A、Itbeganassomethingbiggerbutwasnarroweddownatlast.B、Itwasbeingmuchheardof.C、Itwasaboutaquiteappealingcha
ThecultureoftheUnitedStatesisaWesterncultureoriginallyinfluencedbyEuropeancultures.Ithasbeendevelopedsincelo
随机试题
精囊炎和雄性激素分泌不足时,可导致
洋地黄类药物经肝代谢,有肝病时应用洋地黄类药物应该
A.肺实变B.肺气肿C.肺不张D.气胸E.胸膜增厚病侧呼吸动度减弱伴叩诊为鼓音、呼吸音消失者,见于
角色过载冲突是指一个人的角色要求太多,工作量太大,不可能完成所有角色所要求的工作时所面临的冲突。根据上述定义,下列属于角色过载冲突的是()
某企业年产量5万件,年固定成本为20万元,其单位可变成本为12元,产品市场价格为20元/件,该企业当年免征销售税金,则该企业当年盈亏平衡点价格为每件()。
美国人约翰,在中国境内无住所,同时在中国境内、境外机构担任职务,2015年7月7日来华,11月11日离开。期间因工作原因,曾于9月20日离境,10月4日返回。在计算个人所得税时,2015年约翰在中国境内实际工作天数为()天。
读北半球某地区的海平面等压线图,完成下列问题。图中②③④处有可能出现连续性降水天气的是____________处。
【2015河北省属】良好的记忆品质有()。
我国心理学家在研究国外模式的基础上,提出了问题解决的一般认知过程模式,这一过程分为发现问题、_________、提出假设和检验假设。(2013·山东)
在党的七届二中全会上,毛泽东提出:“务必使同志们继续地保持谦虚、谨慎、不骄、不躁的作风,务必使同志们继续地保持艰苦奋斗的作风。”其根本原因是()
最新回复
(
0
)