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
2017-04-25
13
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
【T4】
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
young creative
解析
高权力距离的企业文化的劣势是年轻有创意的员工难以在工作中充分发挥才能。讲座中从正反两面描述了高权力距离的企业文化。通常会是考查要点,应着重做好记录。
转载请注明原文地址:https://kaotiyun.com/show/UZzK777K
0
专业英语八级
相关试题推荐
SocialcircumstancesinEarlyModernEnglandmostlyservedtorepresswomen’svoices.Patriarchalcultureandinstitutionsconst
SocialcircumstancesinEarlyModernEnglandmostlyservedtorepresswomen’svoices.Patriarchalcultureandinstitutionsconst
Thestudyofhowsoundsareputtogetherandusedtoconveymeaningincommunicationis
______examineshowmeaningisencodedinalanguage.
TheIndustrialRevolutioninthelate18thcenturyfirststartedin
AccordingtotheSpeechActTheory,whenaspeakeruttersasentencetomakeastatementortomakeanoffer,heisperformingt
AmericanscelebrateMemorialDayonthelastMondayinMaytohonorthosewhohave
Thesentence"Iapologize!"belongstothecategoryof______accordingtotheSpeechActtheory.
Themostconsistentlyidentifiedteachereffectivenessvariableistimeontask.Thatis,themoretimethatstudentsspendon
随机试题
下列神经中,属于肾上腺素能纤维的是()。
一份完整的系统分析报告应该包括引言、项目概述、现行系统的调查情况、分析和优化、新系统的_______产生、实施计划等。
简述“多余人”形象。
吗啡不引起下列哪种不良反应
【2015年真题】生产性建设项目总投资由()两部分组成。
甲公司应付乙公司账款130万元,20l4年由于发生严重财务困难,与乙公司达成债务重组协议:甲公司以一项设备(2009年以后购入)抵偿债务。该设备的账面原价为150万元,已提折旧40万元,已提减值准备20万元,公允价值为100万元。甲、乙公司适用的增值税税率
根据政府采购法律制度的规定,下列各项中,属于采购人以不合理的条件对供应商实行差别待遇的情形是()。
公民的基本权利可分为积极权利和消极权利。积极权利是指通过国家积极介入保障公民在社会经济生活领域的权利,是要求国家积极作为的权利。消极权利即自由权,是要求排除国家妨害、国家相应不作为的权利。根据上述定义,下列选项属于积极权利范畴的是()。
径赛项目中,判定运动员到达终点的名次顺序,应以运动员躯干的任何部分到达终点线外沿的垂直面的先后顺序为准。()
阅读材料,回答问题:材料1在第86届奥斯卡颁奖典礼上,莱昂纳多•迪卡普里奥又一次落选影帝的那一刻,你有没有为直播镜头中眼含泪光的他感到心疼?这已经是他第四次获得提名而希望落空了。但你本没必要怀揣期待——莱昂纳多本人也是,因为微软纽约研
最新回复
(
0
)