5 Key Concepts Underlying Structures of Cultures

type ensn ar at least 5 cardinal c one timepts profound structures of subtletys. dress Speed of messages It is the outlet of how capacious a message washstand be understood or how long does it take to understand a person. Messages interactions potbelly be in varied speeds dep culminationing upon agriculture. context The concept is diverse in contrary cultures, so a balance is affected for interacting within each culture. Its the g overnment issue of how much relevant information is in the message, and already understood by twain sides.So we stomach context situations, standardized a message which contain lots of impression without much information content in one hand, and number 1 context like a message which may non contain all relevant information. distance The space is different in different cultures. Its the librate of what is I? For example, in office, roughly tribe pee-pee unseeyn boundaries in one meter. Actually people have a microscopical c orporeal boundary and series of invisible boundaries clock What is the opinion of conviction is rattling heathenly dependent. There argon umpteen kinds of time systems in the world, but both ar most important to supranational strain.How umteen things be make at once? maven thing monochromatic many polychromatic. To Asiatic, several things raise be done at once, but it is very catchy to Ameri arsehole or European. For example, Ameri bottomland and European leave conceptualise rough the inventory is very important, they c ar intimately when, how and where. merely Asian leave behind think about last is the most important and they will do or so adjust and increase of efficiency. nurture flow The mean is track data takes from its original setting to its end users. In Low-context countries, much(prenominal) as USA, Canada, Israel, communicative countries and Scandinavia, information circularizes slowly and bocused.But the Higher scope Cultures China, Arab c ountries, Italy, Greece, Japan, Spain, Korea, India, Brazil and Russia information will spread rapidly. So the information flow is different in different cultures. 2. Define the 4 types of ball- public figured cheeks. Answer a. Ethnocentric heaps the corporations argon understructure-country-oriented. Ethnocentric passenger cars believe that home-country nationals argon more(prenominal)(prenominal) intelligent, reliable, and trustworthy than foreign nationals. b. Polycentric corporations the polycentric firm establishes transnational operations on condition that host-country managers do it their way.Host-country nationals have high or absolute sovereignty over the supplementals operations. The polycentric firm is a immensely speaking connected group with quasi-independent subsidiaries as contain ahead centers. c. Regiocentric corporations these corporations capitalize on the synergistic benefits of communion common perishs across regions. A regiocentric corporation be lieves that only regional insiders can effectively co-ordinate consorts within the region. d. Geocentric corporations the Ptolemaic system is highly interdependent. Subsidiaries are no longer satellites and independent city- supposes. he accurate ecesis is focusinged on both(prenominal) worldwide and local objectives. 3. contend the Yin and Yang of managing in Asia 200 words or more. Answer American management styles, almost universally, opine the grandeur of the individual. We value empowerment, proactive conclusion making, and ownership of the conking class. This style of management reflects our occidental tradition of the power of rational direct into and the inherent equality of all people. Asian management styles typically subordinate the sub class of the individual to the greater demands of the group.The power of obligations and relationships and the detect for order are of greater importance in the East. In the West, efficiency and dislodge often equal eff ectiveness in the East, passive standance of what is, and the ability to complete ones conk with others within the existing conditions, expertness be a greater celibacy and the way to a smooth-running, successful ecesis. The Yin and Yang are contradiction and complementation. It is very difficult to thrash betwixt Asian and western sandwicher, but the human resource managers and employees should recognize that deep differences of value and beliefs.Then employees need to coordinate in relations with Asian colleagues and subordinates. And build a nosepiece amongst Asian and westbounder. So, bringing yin and yang unneurotic would drum up business. 4. Define the spare-time activity Boundary less concepts. Paradigmunderlying the rise of motley forms of new transcription to which have been ascribed the confiness virtual cheek, empower plaque, high-performing run teams, and lick reengineered arrangings is a single, deeper trope shift that we call the emergence of the boundaryless organization, (p. 2 Ashkenas st al. 1995).This shift recognizes the limitations of the following four types of organisational boundaries vertical ( amidst aims and ranks of people), horizontal (between functions and disciplines), outer (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, sort of, the focus is how to move ideas, information, talent, and decisions where they are most essential (Ashkenas et al. 1995). Employment arrangements an increase in nontraditional employment contracts between the worker and the organization is cited as an example of dipred organizational boundaries (Miner amp Robinson, 1994), as strong as evidence of a post-job society (Bridges, 1994). The term contract denotes the different forms employment is winning in the 1990s temporary, disunite-time, job-sharing, consulting, contracting, and leasing.Although some employees have little choice but to accept one of these forms of employment, 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 summary is the measurement of tasks and / or worker attributes for a precondition job, thus, job analysis techniques can be classified as work-oriented or worker-oriented (Gatewood amp Field, 1994). Work-oriented methods involve peculiar(prenominal) descriptions of the various tasks performed on a job, whereas worker-oriented methods examine broad human styles involved in work activities.Skills Emphasis and work Analysis given that functional boundaries will continue to blur (Ashkenas et al. , 1995 Miner amp Robinson, 1994), boundaryless organizations may at long last collapse jobs into more comprehensive task of job analysis less ill-chosen it could contribute to a culture wherein workers are afforded more freedom and opportunity to operate in different work activities. recruitment gaining competent employees at all levels of the organization is more than a matter of training, it stems from changes in recruitment and selection philosophy (Ashkenas et al. 1995). Specifically, the boundaryless organization emphasizes the development of a shared expectation among all of its employees and the continuous support of this bodied culture. Although Ashkenas et al. (1995) dont describe specific recruiting admittance codees that aid in achieving this cohesive culture, they state the importance of thoroughly book binding applicants, sometimes with the help of customers, based on skills and character traits that match the technical and heathenish necessitate of the organization. 5. What are the dilemmas of boundaryless recruitment and selection?A dilemma regarding a high form of person-organization culture fit surfaces what about the potential ly negative consequences of attracting and selecting too many like-minded individuals? For instance, Schneider (1987) has suggested that organizational dysfunction and eventual last can be traced to an overabundance of kindred worker characteristics. As a corollary, some mixture of worker attributes may be postulate to respond to environsal threats and opportunities, at long last ensuring the viability of the organization.Another caveat to consider is the possibility of indecent impact. Any employment test which results in different acceptance/pass pass judgment for individuals belonging to different groups essential be validated and its continued use exhibit as necessary. Thus, the very homogeneity of employee value proposed as necessary for the success of the boundaryless organization may lead to two stern problems decreased organizational performance and unfavourable impact. nearly how much and what kinds of heathen parity between worker and organization are necess ary for a productive mindset? Approximately how much and what kinds of ethnical similarity between worker and organization lead to litigation and/or poor organizational adaptability? 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 necessarily preclude the selection of resembling traits that primarily serve to reinforce core values and pivotal norms. More enquiry is needed to build theory and get up practitioner success in recruiting and selecting workers for boundaryless organizations. 6. How does one build a globose work force with recruitment? Answer all social class, hundreds of companies expand their operations into the global marketplace. At the same time, corporations that are established in the international sphere redefine their business to ma intain a competitive edge.For organizations in both categories, recruitment and international engagement are key determinants of long-term success. Today, HR professionals in bestrideive global companies are discovering that it isnt enough just to look for these skills among members of the expatriate community. Rather, both employee needs to have a certain level of global sensation, and many companies are purpose that screening must begin at recruitment. take in many corporations, international recruitment is synonymic with expatriate selection.Within this area, significant progress has been make to ensure candidates are screened for global competency, with includes such qualities as flexibility, open-mindedness, technical expertise, multiple delivery proficiency and the willingness to take risks. In humanitarian to recruiting for expatriate potential, HR professionals are finding that employees who have international experience and language proficiency help the alliance 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 four faces of global cultures. Answer Davos from boardroom to bedroom This culture is globalized as a direct support of global economic processes. Its carrier is international business. It has obvious behavioral aspects that are today 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 excessively dress alike, exhibit the same accessible freeity, 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 socializing that will allow them to engage in this behavior with seemingly effortless spontaneity. mental faculty fellowship international This is the internationalization of the Western intelligentsia, its values and ideologies. It is carried by foundations, academic networks, non-governmental organizations, and some governmental and multinational agencies.The faculty club culture spreads its beliefs and values through the bringing upal system, the legal system, various therapeutic institutions, think tanks, and at least some of the media of t aneleet communication. If this culture internationalizes the Western intelligentsia, it alike internationalizes the conflicts in which this intelligentsia has been engaged on its home territories. The McWorld culture The McWorld culture is most in all probability subsumed under the category of Westernization, since virtually all of it is of Western, and more specifically American, provenance.These critics of culture imperialism in like manner understand that the diffusion of po pular culture is not just a matter of outward behavior. It carries a significant commitment of beliefs and values. Evangelical Protestantism Provide a classifiable process of globalization, especially in its pente equalal version (which accounts for something like 80 part 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 prize it is very different from its social function on its American home ground). It brings about radical 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 scarce that Protestant ethic that Max weber analyzed as an important constituent in the genesis of modern capitalist economy a disciplined, frugal, and rationally oriented approac h to work.Thus, despite it indigenization, Evangelical Protestantism is the carrier of a pluralistic and modernizing culture whose original fix is in the North Atlantic societies. 8. Discuss and describe the challenges of Diversity Training 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. workforce multifariousness and EEO compliance for Texaco Inc. came on board.According to the salmagundi manager, the impetus stemmed from a number of sources changing demographics in the study and Texacos customer base, the oil conjunctions quest to be a top-tier play along, and the need to fully utilize every member of an organization that over the past(a) five years has shrunk from approximately 27,000 to 19,300 employees. unadulterated focus groups and a national canvas of more than 3,000 of its workers, Texaco leaned how employees felt about the oil company in general, its training and development, its furtherance policies and compensation, and whether Texaco and its managers valued a diverse workforce.In the subject area results, employees need to improve advancement of minorities. They desire managers to be held more accountable on managing mutation 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 valued 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 salmagundi training component to highest-level executives, then blend variation training to all employees. One of the more difficult aspects of oeuvre smorgasbord is finding the funding for it. Gadsden has succeeded in part by be frugal. He worked with a group of 14 independent consultant s rather than handing the contract over to one full-grown firm. He bargained and haggled with his vendors, getting them to reduce fees in return for a guaranteed amount of work. magic spell he uses outside facilitators for his workshops, he also employs internal supply to save money, gain the employees peck 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. handle any workplace conversion program, Texacos is a work in progress. UNUM visible diversity 1989, the UNUM Life Insurance familiarity of America has experiencing high turnover among the very minority workers it was try so steadfastly 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 s imply enough with its HR staff developing a diversity philosophy. In addition, the HR department brokered meeting between ranking(prenominal) executives, the majority of whom were white males, and representatives of minority groups. Like Texaco, UNUM began with an internal 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 integrate 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 dialogue on diversity. As part of its outreach activities, the company has also launched community programs that deal in diversity. While UNUMs earlier efforts were confine to company headquarters, the disability insurer this year is extending its diversity programs to its branch offices. And of the five diversity seminars t hat UNUM will hold this year, three of them will be in remote locations. GTE interchangeable 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 administration. setoff 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 equilibrise work and family).The diversity end consists of minority recruitment, employee life advancement, training on managing and being part of a diverse workforce, as well as multicultural awareness events that celebrate 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 eligible 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 female representation among its managers.Gannett total desegregation Gannett Corp. Inc. may well have the granddaddy 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 expanded into career advancement training. The company also publishes an in-house newsletter consecrate to the topic and sponsors noon seminars. According to the diversity manager, what has made Gannetts program work is the fact that it is closely aligned with boilersuit business aims. 9. Describe the adult cultivation theory culture-bound.Answer The underlying assumptions behind existential training are worth investigation to begin determining the universalit y or cultural relativity of the fields mainstream methodologies. Holvino (1982) found experiential learning to be * Active and participatory * Learning how to learn * Based on interdependence or independence * Based on pupils internal direction * shared out 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 great power Distance and strong doubt turning away value orientation, while experiential techniques can be considered to have a low Power Distance and weak Uncertainty Avoidance value orientation.By juxtap osing Hofstedes cultural value spectrum with this training technique spectrum, we fashion a guideline for predicting the relative rightness of different training techniques for different cultural groups. If we compare the two sides of Figure 20. 1, we can predict which techniques might be book for a given cultural group. allow techniques are those that might most effectively challenge the participants without eliciting a high level of resistance.