Summary: Guide To Cross-Cultural Communication | 9780132157414 | Sana Reynolds, et al

Read the summary and the most important questions on Guide to cross-cultural communication | 9780132157414 | Sana Reynolds, Deborah Valentine, Mary Munter.

• 6 Hofstede

• 6.2.1 Values

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• How does culture affects management practices?

  • Centralized vs. decentralized decision making
  • Safety vs. risks
  • Individual vs. group rewards
  • Informal vs. formal procedures
  • Coorperation vs. competition
  • Short-term vs. long-term horizons
  • Stability vs. innovation

• 6.3.1 Power Distance

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• High power distance countries:

  People obey the orders of their superiors and are less likely to to question authority. Organizations tend to use centralized decision-making and tall organization structures (many levels of management)

• Low power distance countries:

  Employees are more likely to question their bosses. Flatter and decentralized organization structures, smaller ration of supervisors. Participative management may be used.

• Power distance, the degree to which:

  • Employees are independent
  • Structures are hierachical
  • Bosses are accessible
  • People have rights or privileges
  • Progress is by evolution or revolution

• 6.3.2 Individualism/Collectivism

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• Countries high in individualism:

  High individual initiative. Promotions are based on achievement. Salaries are based on market value.

• Countries high in collectivism?

  Low individual initiative. Salaries and promotions may be based on seniority.

• Individualism vs. collectivism; de degree to which people...

  • Work in groups or alone
  • Relate to their tasks or to their colleagues

• 6.3.3 Uncertainty avoidence

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• High uncertainty avoidence countries...

  People have high need for security, strong belief in experts and their knowledge, more written rules and less risk taking by managers.

• Low uncertainty avoidence countries...

  People are more willing to accept risks associated with the unkown, fewer written rules, more risk taking by managers, higher employee turnover and more ambitious employees.

• Uncertainty avoidence, the degree to which people can...

  • Take risks
  • Accept conflicts and stress
  • Work without rules