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
36
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
【T14】
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
mobility
解析
在大多数西方国家,人们对不确定性回避程度是较低的。在美国、丹麦和新加坡等国家,工作岗位的流动性很高。转折连接词but后的信息是常设考点。
转载请注明原文地址:https://kaotiyun.com/show/nZzK777K
0
专业英语八级
相关试题推荐
AccordingtoF.deSaussure,______referstotheabstractlinguisticsystemsharedbyallthemembersofaspeechcommunity.
______examineshowmeaningisencodedinalanguage.
TheHouseofCommonsintheUKconsistsof______members.
Whowasconsideredasthe"PoetofAmericanRevolution"?
Thetotalityoflinguisticvarietiespossessedbyanindividuallanguageuserconstituteshis
Asystemofarbitraryvocalsymbolsusedforhumancommunicationiscalled
Thesentence"Iapologize!"belongstothecategoryof______accordingtotheSpeechActtheory.
Themostconsistentlyidentifiedteachereffectivenessvariableistimeontask.Thatis,themoretimethatstudentsspendon
Themostconsistentlyidentifiedteachereffectivenessvariableistimeontask.Thatis,themoretimethatstudentsspendon
随机试题
各级政府投资主管部门要加强对企业投资项目的()监督检查。
采用EPC模式时,业主要更换业主代表,需提前()天通知承包商。
管道系统根据不同的使用要求进行系统试验,系统试验的方法不包括()。
下列哪些属于合同履行的原则?()。
1,3,6,10,15,()
社区文化的主体是()。
阅读下面这首诗,完成试题。岁暮①杜甫岁暮远为客,边隅还用兵。烟尘犯雪岭②,鼓角动江城。天地日流血,朝廷谁请缨?济时敢爱死?寂寞壮心惊!【注】①本诗作于唐代宗广德元年(763)末,
中国社会科学院发布的《经济蓝皮书》指出,目前为了顺利推进我国城市化的发展,特别是更好地使住宅业成为新一轮的经济周期的重要支柱产业,就必须有效地解决房价不断上涨的问题。这个问题解决不好,将会严重影响城市化的发展,甚至影响社会安定。我国住宅业的发展经历了三个阶
假设用一个长度为50的数组(数组元素的下标为0~49)作为栈的存储空间,栈底指针bottom指向栈底元素,栈顶指针top指向栈顶元素,如果bottom=49,top=30(数组下标),则栈中具有()个元素。
Quasars,atbillionsoflight-yearfromEarththemostdistantobservableobjectsintheuniverse,believedtobethecoresofg
最新回复
(
0
)