Cross-cultual Managment Essay Example | Topics and Well Written Essays - 1000 words

Cross-cultual Managment - Essay ExampleHow classical are organizational status, prestige and level in the organizational hietrarchy What rights to make decisions are given to managers as function of their positions To what degree should employees automatically defer to the wishes and decisions of their managers Power distance refers to the belief that strong and legitimate decision-making rights separates managers and employees this custom-built is frequently observed in Asian and South American countries. By contrast, employees in the United States and Scandinavian countries subscribe to beliefs of lower power distance and are less likely to believe that their managers are automatically correct. Therefroe, many employees in the United States and Scandinavia do not blindly defer to their managers wishes.Cultures that emphasize individualism hightail it to accent individual rights and freedoms, have very loosely knit social networks and place considerable trouble on self-respect. Strong emphasis is placed on the persons own career and personal rewards. Collectivism severely accents group and prizes harmony among members. Individual feelings are subordinated to the groups overall good, and employees are more likely to ask, What is the stovepipe organization Face-saving (maintaining ones self-image in front of others) is highly important in collectivistic cultures. When face-saving is accomplished, past ones status in the group can be maintained. The United States has an individualistic culture japan is collectivistic, with a culture that can be characterized by the proverb The nail that sticks up gets pounded down. The Chinese culture accents the magnificence of quaxi or relationships.Femininity versus masculinity Masculine societies define gender roles in more traditional and sterile ways whereas distaff societies have broader viewpoints on the great variety of roles that both males and females can play in the workplace and at home. In addition, masc uline societies value assertive behavior and the acquisition of wealth feminine cultures trasure relationships among people, caring for others and a greater balance between family and work life. The Scandinavian countries have the most feministic cultures Japan has a markedly masculine one and the United States has a moderately masculine culture.Uncertainty evasion Employees in some cultures value clarity and feel very comfortable receiving specific directions from their supervisors. These employees have a high level of uncertainty avoidance and prefer to avoid ambiguity at work. Employees elsewhere answer in an opposite manner since ambiguity does not threaten their lower need for stability and security. These employees whitethorn even thrive on the uncertainty associated with their jobs. Employees in countries such as Greece, Portugal and Belgium have high uncertainty avoidance characteristics and often prefer structure, stability, rules, and clarity. Countries lower in uncerta inty avoidance characteristics include China, Ireland and the United States. long-run versus short-term time orientation Some cultures accent values such as the necessity of preparing for the future, the value of thrift and savings and the merits of persistence. Members of these cultures exemplified by Hong Kong, China, Japan