5 Key Concepts Underlying Structures of Cultures

Define at least 5 nominate concepts to a lower placelying structures of cultures. Answer Speed of messages It is the matter of how coarse a message dirty dog be understood or how large does it take to substantiate a person. Messages interactions can be in contrasting speeds dep wipeouting upon culture. Context The concept is assorted in antithetic cultures, so a balance is requisite for interacting within each culture. Its the matter of how practic on the wholey relevant tuition is in the message, and already understood by both(prenominal) sides.So we befuddle context situations, like a message which arrest hemorrhoid of meaning without much information content in whizz hand, and sm only(a) context like a message which whitethorn not contain all relevant information. Space The space is different in different cultures. Its the matter of what is I? For example, in office, few people curb invisible boundaries in one meter. Actually people have a visible physical bound ary and series of invisible boundaries Time What is the ruling of beat is very heathenishly dep give the axeent. There atomic number 18 many kinds of time systems in the world, but two argon closely important to supranational business.How many subjects be done at once? One thing monochromatic many polychromatic. To Asiatic, several things can be done at once, but it is very unvoiced to American or European. For example, American and European will think about(predicate) the schedule is very important, they care about when, how and where. still Asian will think about goal is the well-nigh important and they will do roughly adjust and increase of efficiency. teaching flow The mean is Path data takes from its original setting to its end users. In Low-context countries, such as USA, Canada, Israel, German-speaking countries and Scandinavia, information spreads slowly and bocused.But the high Context Cultures China, Arab countries, Italy, Greece, Japan, Spain, Korea, Indi a, Brazil and Russia information will spread rapidly. So the information flow is different in different cultures. 2. Define the 4 types of world(prenominal) g overnances. Answer a. Ethnocentric corporations the corporations are home-country-oriented. Ethnocentric managers believe that home-country nationals are to a greater extent intelligent, reliable, and trustworthy than foreign nationals. b. Polycentric corporations the polycentric firm establishes multinational operations on narrow down that host-country managers do it their way.Host-country nationals have high or absolute sovereignty over the subsidiarys operations. The polycentric firm is a loosely committed group with quasi-independent subsidiaries as profit centers. c. Regiocentric corporations these corporations capitalize on the synergistic benefits of sharing common functions across regions. A regiocentric corporation believes that only regional insiders can effectively co-ordinate functions within the region. d. Ge ocentric corporations the geocentric system is exceedingly interdependent. Subsidiaries are no longer satellites and independent city-states. he entire organization is focused on both worldwide and local objectives. 3. Discuss the Yin and Yang of managing in Asia 200 words or more. Answer American management elans, nearly universally, presuppose the importance of the individual. We encourage empowerment, proactive decision making, and ownership of the task. This style of management reflects our Western tradition of the power of rational control and the ingrained play offity of all people. Asian management styles typically subordinate the spot of the individual to the greater demands of the group.The power of obligations and relationships and the respect for order are of greater importance in the East. In the West, efficiency and change often equal effectiveness in the East, sire backive acceptance of what is, and the ability to perfect ones unravel with others within th e existing conditions, might be a greater rectitude and the way to a smooth-running, successful organization. The Yin and Yang are contradiction and complementation. It is very difficult to knead between Asian and Westerner, but the human resource managers and employees should see that deep differences of values and beliefs.Then employees need to coordinate in dealing with Asian colleagues and subordinates. And build a bridge between Asian and Westerner. So, bringing yin and yang in concert would drum up business. 4. Define the following Boundary less concepts. tropeunderlying the rise of various forms of new organization to which have been ascribed the term virtual organization, empowered organization, high-performing give teams, and process reengineered organizations is a single, deeper paradigm fight that we call the emergence of the boundaryless organization, (p. 2 Ashkenas st al. 1995).This shift recognizes the limitations of the following cardinal types of organisatio nal boundaries vertical (between levels and ranks of people), horizontal (between functions and disciplines), external (between the organization and its suppliers, customers, and regulators), and geographic (between nations, cultures, and markets). In the boundaryless organization, these boundaries are not used to separate people, processes and places, rather, the focus is how to move ideas, information, talent, and decisions where they are most necessary (Ashkenas et al. 1995). Employment arrangements an increase in nontraditional enjoyment bring forths between the prole and the organization is cited as an example of blurred organizational boundaries (Miner amp Robinson, 1994), as well as evidence of a post-job party (Bridges, 1994). The term contract denotes the different forms employment is taking in the mid-nineties temporary, part-time, job-sharing, consulting, contracting, and leasing.Although some employees have little choice but to accept one of these forms of employmen t, many employees welcome these options for more flexible hours and more control over where they work, how they work, and which projects they would most prefer (Belous, 1989). Job Analysis is the measurement of tasks and / or role player attributes for a prone job, thus, job analysis techniques can be sort as work-oriented or worker-oriented (Gatewood amp Field, 1994). Work-oriented methods involve limited descriptions of the various tasks performed on a job, whereas worker-oriented methods examine broad human behaviors involved in work activities.Skills Emphasis and work Analysis given that available boundaries will comprehend to blur (Ashkenas et al. , 1995 Miner amp Robinson, 1994), boundaryless organizations may ultimately collapse jobs into more comprehensive task of job analysis less cumbersome it could conduce to a culture wherein workers are afforded more freedom and opportunity to select in different work activities. Recruitment gaining competent employees at all l evels of the organization is more than a matter of information, it stems from changes in recruitment and survival philosophy (Ashkenas et al. 1995). Specifically, the boundaryless organization emphasizes the development of a shared mindset among all of its employees and the continuous support of this collective culture. Although Ashkenas et al. (1995) dont describe specific recruiting approaches that aid in achieving this cohesive culture, they state the importance of thoroughly screening applicants, sometimes with the help of customers, based on acquirements and personality traits that match the expert and cultural needs of the organization. 5. What are the quandarys of boundaryless recruitment and selection?A dilemma regarding a high degree of person-organization culture fit surfaces what about the potentially negative consequences of attracting and selecting too many like-minded individuals? For instance, Schneider (1987) has suggested that organizational dysfunction and eve ntual demise can be traced to an overabundance of homogeneous worker characteristics. As a corollary, some transmutation of worker attributes may be necessary to respond to purlieual threats and opportunities, ultimately ensuring the viability of the organization.Another caveat to consider is the possibility of inauspicious impact. Any employment test which results in different acceptance/pass rates for individuals belonging to different groups must be validated and its keep use demonstrated as necessary. Thus, the very homogeneity of employee values proposed as necessary for the success of the boundaryless organization may lead to two proficient problems decreased organizational performance and adverse impact.Approximately how much and what kinds of cultural para between worker and organization are necessary for a originative mindset? Approximately how much and what kinds of cultural similarity between worker and organization lead to litigation and/or poor organizational ada ptability? It may be that just as the organization needs different skill sets to accomplish a unified performance goal, organizations need different traits and worker characteristics to accomplish the longer-term goal of survival (Schneider, 1987).However, worker heterogeneity does not of necessity preclude the selection of homogeneous traits that primarily serve to reinforce kernel values and pivotal norms. More research is needed to build speculation and enhance practitioner success in recruiting and selecting workers for boundaryless organizations. 6. How does one build a global work force with recruitment? Answer Every year, hundreds of companies carry their operations into the global marketplace. At the same time, corporations that are established in the foreign sphere redefine their business to maintain a free-enterprise(a) edge.For organizations in both categories, recruitment and transnational assignment are key determinants of long-term success. Today, HR professiona ls in progressive global companies are discovering that it isnt enough just to look for these skills among members of the expatriate community. Rather, every employee needs to have a certain level of global awareness, and many companies are conclusion that screening must begin at recruitment. Form many corporations, international recruitment is synonymous with expatriate selection.Within this area, significant progress has been made to retard candidates are screened for global competency, with includes such qualities as flexibility, open-mindedness, technical expertise, multiple run-in proficiency and the willingness to take risks. In addition to recruiting for expatriate potential, HR professionals are finding that employees who have international fetch and language proficiency help the party function on a day-to-day basis. Mangers must understand differing cultural norms to perform well on business trips and short-term assignments in other parts of the world. 7.Define the fou r faces of global cultures. Answer Davos from boardroom to bedroom This culture is globalized as a direct accompaniment of global stinting processes. Its carrier is international business. It has obvious behavioral aspects that are directly functional in economic terms, behavior dictated by the accoutrements of contemporary business. Participants in this culture know how to deal with computers, cellular phones, airline schedules, currency exchange, and the like. But they likewise dress alike, exhibit the same amicable informality, relieve tensions by similar attempts at humor, and of course most of them interact in English.Since most of these cultural traits are of Western provenance, individuals coming from different backgrounds must go through a process of socialization that will allow them to hold in this behavior with seemingly effortless spontaneity. Faculty club international This is the internationalization of the Western intelligentsia, its values and ideologies. It is ca rried by foundations, academic networks, non- political organizations, and some governmental and multinational agencies.The faculty club culture spreads its beliefs and values through the pedagogicsal system, the legal system, various therapeutic institutions, think tanks, and at least some of the media of mass communication. If this culture internationalizes the Western intelligentsia, it also internationalizes the conflicts in which this intelligentsia has been intermeshed on its home territories. The McWorld culture The McWorld culture is most credibly subsumed under the category of Westernization, since virtually all of it is of Western, and more specifically American, provenance.These critics of culture imperialism also understand that the diffusion of popular culture is not just a matter of outward behavior. It carries a significant freight of beliefs and values. Evangelical Protestantism rear a distinctive process of globalization, especially in its Pentecostal interpreta tion (which accounts for something like 80 percent of its worldwide growth). This globalizing force is best seen by comparing it with the other dynamic religious phenomenon of our time, that of the Islamic resurgence.Evangelical Protestantism brings about a cultural revolution in its new territories (in that respect it is very different from its social function on its American home ground). It brings about alkali changes in the relations between men and women, in the upbringing and education of children, in the attitudes toward traditional hierarchies. Most importantly, it inculcates precisely that Protestant ethic that gook Weber analyzed as an important ingredient in the multiplication of modern capitalism a disciplined, frugal, and rationally oriented approach to work.Thus, contempt it indigenization, Evangelical Protestantism is the carrier of a pluralistic and modernizing culture whose original spot is in the North Atlantic societies. 8. Discuss and describe the challeng es of Diversity information in Texaco, UNUM, GTE and Gannett. Answer Texaco work in progress Texacos strategy started to take shape two years ago when Gadsden the manager of U. S. men kind and EEO compliance for Texaco Inc. came on board.According to the transformation manager, the impetus stemmed from a number of sources ever-changing demographics in the employment and Texacos customer base, the vegetable oil telephoners quest to be a top-tier company, and the need to fully utilize every member of an organization that over the past quintette years has shrunk from approximately 27,000 to 19,300 employees. Thorough focus groups and a national be of more than 3,000 of its workers, Texaco leaned how employees felt about the oil company in general, its training and development, its promotion policies and compensation, and whether Texaco and its managers valued a diverse workforce.In the survey results, employees need to repair promotion of minorities. They want managers to b e held more accountable on managing diversity and better educated on how to communicate with employees of differing backgrounds. A cross-function team was put across to ask for the promotion process by Texacos managements. The team discovered that employees wanted a streamlined application process and more feedback on the outcome of promotion requests. Therefore, the cross-functions team supplied work guide of how to get promoted.In the other hand, they improved a diversity training component to highest-level executives, then conk out diversity training to all employees. One of the more difficult aspects of employment diversity is finding the funding for it. Gadsden has succeeded in part by be frugal. He worked with a group of 14 independent consultants rather than handing the contract over to one big firm. He bargained and haggled with his vendors, getting them to reduce fees in return for a guaranteed amount of work. objet dart he uses outside facilitators for his workshops, he also employs upcountry staff to save money, plus the employees learn by running the programs.Gadsden estimates his cost at $224 a person versus what Gadsden calls a company average of about $1,379 per person. want any workplace diversity program, Texacos is a work in progress. UNUM visible diversity 1989, the UNUM Life redress Company of America has experiencing high turnover among the very minority workers it was act so hard to recruit. We were in compliance mode, doing affirmative action, and trying to bring women and minorities into the company. Sandy Bishop, manager of UNUMs diversity programs says. We wanted our business environment to mirror our world, the people we were insuring. Its proactive program began simply enough with its HR staff developing a diversity philosophy. In addition, the HR discussion section brokered meeting between senior executives, the majority of whom were white males, and representatives of minority groups. Like Texaco, UNUM began with an in ternal audit of what needed to be done. Out of that came a three-day diversity workshop designed to build cultural competence. In its effort to shuffle the diversity debate with other business issues, UNUM has an informal diversity structure.Corporate communications, for example, publishes a newsletter addressing diversity issues. UNUM also has an education committee that set up Lunch and Learn talks on diversity. As part of its outreach activities, the company has also launched community programs that deal in diversity. While UNUMs preliminary efforts were restricted to company headquarters, the disability insurer this year is extending its diversity programs to its leg offices. And of the five diversity seminars that UNUM will hold this year, three of them will be in remote locations. GTE mutual respectTelecommunications giant GTE got serious about diversity in the early 1990s for two reasons, says Randy MacDonald, the companys senior vice president of human resources and admi nistration. First was recognition of the changing workplacemore spouses working and more immigration. Second, and this is still evolving, is that while were U. S. based, the workplace is becoming global and we need to address marketplace diversity. GTE combines its workplace diversity efforts with its work/family programs (telecommuting, flextime, seminars on balancing work and family).The diversity end consists of minority recruitment, employee career advancement, training on managing and being part of a diverse workforce, as well as multicultural awareness events that save diversity. The telecommunications company has made a conscious effort to recruit minorities on college campuses, once a person is on board, he or she is worthy for career advancement training, regardless of ethnic background. The company does offer some specialized educational programs for minorities. Through its actions, the company has increased minority and womanish representation among its managers.Ganne tt total integration Gannett Corp. Inc. may well have the granddad of diversity programs. The media conglomerate first embarked on managing diversity in 1980. While minority recruitment was first emphasized by Gannett, the media company has spread out into career advancement training. The company also publishes an in-house newsletter devoted to the composition and sponsors noon seminars. According to the diversity manager, what has made Gannetts program work is the fact that it is closely aligned with overall business aims. 9. Describe the bighearted learning theory culture-bound.Answer The underlying assumptions behind existential training are worth investigating to begin determining the universality or cultural relativity of the fields mainstream methodologies. Holvino (1982) found experiential learning to be * Active and participatory * Learning how to learn * Based on interdependency or independence * Based on learners internal direction * Shared responsibility for leaning * Built on experience and knowledge of learners * Shared access to power and knowledge * Focused on problem identification and solution Information seeking and sharing 10. What are the cultural training techniques? Answer Training techniques are commonly characterized as falling along a spectrum from Didactic (trainer-centered, low-risk, content-oriented) to Experiential (learner-centered, high-risk, process-oriented). In Hofstedes terminology, Didactic techniques can be considered to have a high condition infinite and strong Uncertainty Avoidance value orientation, while experiential techniques can be considered to have a low Power Distance and weak Uncertainty Avoidance value orientation.By juxtaposing Hofstedes cultural value spectrum with this training technique spectrum, we create a guideline for predicting the relative appropriateness of different training techniques for different cultural groups. If we compare the two sides of flesh 20. 1, we can predict which techniques m ight be appropriate for a given cultural group. Appropriate techniques are those that might most effectively challenge the participants without eliciting a high level of resistance.