That culture profoundly affects management practices and outcomes has been abundantly established. The current state of research treats culture as one of the crucial dimensions of management. Numerous cross-cultural models shed light on the cultural variations and their implications for the organization-employee relationship. …
Download file to see previous pages...
Despite their popularity, the validity and reliability of many of these models is easily questioned. Hosftede’s and Trompenaars’ dimensions of culture have far-reaching implications for organizations. In China, which has been heavily influenced by a unique combination of collectivism, communism, and Confucianism, these dimensions and their effects on management are extremely pronounced. In China, which has been heavily influenced by a unique combination of collectivism, communism, and Confucianism, these dimensions and their effects on management are extremely pronounced. Motivation exemplifies one of the most challenging aspects of organizational functioning in China. Yet, despite a wealth of literature on the topic, many of these dimensions and established beliefs require future consideration. The goal of this essay is to review the current state of knowledge about culture and motivation in China. The first half of this essay is devoted to the evaluation and criticism of cultural convictions about China through the prism of Hofstede’s and Trompenaars’ models. The second part of the essay talks about motivation within Chinese cultural contexts and the applicability of motivation theories in the Chinese culture. The main finding of this essay is that there is no one universal approach to the study of culture and motivation in cross-cultural contexts: cultures are never static, and it is never possible to predict how future cultural changes will affect organizations and employees in long-term periods. Hofstede, Trompenaars, and China: the culture-management relationship revisited China is rightly considered as one of the most popular objects of contemporary organization research. Much has been written and said about Chinese culture and its implications for business. Nonetheless, numerous aspects of cultural functioning in Chinese organizations remain poorly understood. Therefore, there is a need for reconsidering the role and implications of Chinese national culture for management. It goes without saying that Hofstede’s model has long been the main instrument of management cultural research. This paper is no exception. “Hofstede’s dimensions of culture will create a foundation for understanding the effects of national culture on Chinese enterprises” (Geert Hofstede 2009). Geert Hofstede explored China along several important dimensions: long-term orientation, individualism and collectivism, power distance and, which was unique for China, Confucianism. China is believed to be a highly long-term oriented culture: the country is ranked the highest among other Asian countries on the long-term orientation dimension. Simply stated, the Chinese are prepared to work hard to achieve their long-term goals (Geert Hofstede 2009). Furthermore, Chinese national culture is characterized by high commitment to collectivist values: on the individualism dimension China is ranked the lowest of all Asian cultures (Geert Hofstede 2009). Low individualism in China is usually attributed to the long-standing legacy of communism and the historical values of family and relationships. Not only do the Chinese rely on the collectivist networks, but they tend to assume responsibility for members of their group (Geert Hofstede 2009). Given the role of communism in the Chinese history and culture, it comes as no surprise that the country ranks high on the Power Distance dimension. In other words, China demonstrates a serious gap between those in power and their subordinates (Geert Hofstede 2009). In no way is power distance imposed on the Chinese people; rather, organizations and individuals in China accept this dimension for granted and as part of their culture (Geert Hofstede 2009). Whether or not China is a feminine society Hofstede does not tell. Moreover, there is no universal agreement on this
...Download file to see next pagesRead More
Cite this document
(“Cultural constraints in management theories Essay”, n.d.)
Retrieved de https://studentshare.org/business/1390388-cross-cultural-management
(Cultural Constraints in Management Theories Essay)
“Cultural Constraints in Management Theories Essay”, n.d. https://studentshare.org/business/1390388-cross-cultural-management.
The diversity can ranges beyond the race, ethnicity, age, gender, education, geographic, region, religion, sexual preferences and parental status (Baroutas, 2011, p43). Workplace diversity is an important by product of diversity. It’s a people issue that focuses upon the differences and similarities that people usually bring to an organization (Hacker, 2011, p93; Susan, 2011, p183; Joe Joe, 2011, p52).
clusion……………………………………………………………………………………….7 Recommendations………………………………………………………………………………7 References………………………………………………………………………..…………..…9 Introduction China is an East Asian state whose culture is greatly influenced by Confucianism.
It can be noted that intercultural negotiation is challenging task given that there are many factors to consider that shape the behaviour of people as well as the way people communicate. As such, this paper seeks to outline the characteristics of a good of a good intercultural negotiator.
Cross Cultural Management
Cross cultural management has become an integral concern in organizational life after the emergence of globalization. This cultural diversity can be managed successfully if the organization learn the manifestation of this diversity and its implications in the context of international business.
The dissertation aims to help in analyzing the significance of cross-cultural management and how it affects the behavior of the workforce and organizational success. An effort would be made to establish a framework for cross-culture management from the research study, followed by analysis of case studies, interviews, data collection and focus group with experienced managers.
For this reason, first we will look at what makes a team.
A work team can be defined as a group of individuals working interdependently to solve problems or to accomplish tasks. "Interdependence" has been cited as the degree to which individuals are dependent on and support others in this task accomplishment.
leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” A multicultural workforce is one where members of different religion,
A person with high emotional intelligence is familiar with what makes individuals human and unique (Earley & Mosakowski, 2004).
Management around the world is conducted differently from the way managers in the United States do it. Management practices and even the
1 Pages(250 words)Essay
GOT A TRICKY QUESTION? RECEIVE AN ANSWER FROM STUDENTS LIKE YOU!
Let us find you another Essay on topic Cultural constraints in management theories for FREE!