跨文化交际期末termpaperHofstedesvaluedimensions.docx
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跨文化交际期末termpaperHofstedesvaluedimensions.docx
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跨文化交际期末termpaperHofstedesvaluedimensions
DIFFERENTMANAGESYSTEMINDIFFERENTCULTURE
ATermPaper
presentedto
theCourseofInterculturalCommunication,
Spring,2012,
Collegeof************
*************University
by
*******
June2012
摘要
以霍夫斯塔德文化维度理论为依据,通过对比分析,总结了造成不同文化的不同管理体系差异的缘由。
霍夫斯塔德维度理论又分为四个部分,即:
权力距离、个体主义与集体主义、男性度与女性度、不确定性避免以及长期取向于短期取向。
在现代社会,管理体制对于企业的发展起着非常重要的决定性作用,这使得在不同文化体制下的相似机构,可能会产生截然不同的管理体制,这些管理体制不但影响着企业的发展模式和趋向,也从侧面反映了文化的内涵。
但是并不意味着某种体制就是绝对的合理的,这取决于不同的文化体制,在不同的国家,也就需要有不同的管理体制来适应社会文化。
关键词:
霍夫斯塔德文化维度理论;不确定性避免;权力距离;管理体系
Abstract
Hofstedeculturaldimensionstheorybasedoncomparativeanalysis,summarizesthedifferencesinthecauseofthedifferentmanagementsystemsfordifferentcultures.Hofstededimensiontheoryisdividedintofourparts,namely:
powerdistance,individualismandcollectivism,thedegreeofmalesfemaledegree,uncertaintyavoidance,andlong-termorientationinshort-termorientation.
Inmodernsociety,themanagementsystemforenterprisedevelopmentplaysaveryimportantanddecisiverole,whichmakessimilarinstitutionsindifferentculturesystemmayhaveverydifferentmanagementsystem,managementsystemnotonlyaffectdevelopmentpatternsandtrends,butalsofromthereflectionoftheculture.
Butdoesnotmeansomekindofsystemisabsolutelyreasonable,dependingonthedifferentculturalsystemsindifferentcountries,alsoneedtohaveadifferentmanagementsystemtoadapttothesocialandcultural.
Keywords:
Hofstedeculturaldimensionstheory,uncertaintyavoidanceindex,powerdistance,managesystem
Outline
1.Introduction
2.Differentmanagesystem
2.1ManagesysteminChina
2.2Managesysteminsomeothercountries
3.reasonforthedifferentmanagesystembetweendifferentcountries
3.1Whatfactorshavecontributedtothedifferent
3.2useHofstede`sculturaldimensionstheorytodealwithit
4.conclusion
1.Introduction
Managementsystemplaysanincreasinglyimportantroleinmodernsociety.Itdirectlyaffectsthestatusandprospectsofthedevelopmentofenterprises,andinfluencethecompositionoftheculture.However,indifferentcountries,hasadifferentmanagementsystemculture,thisdifferencemakesthedifferentcountries,thedevelopmentmodelandthedevelopmentofobviousdifferences.
However,thisculturaldifferenceisnotabsolutelycorrectorincorrect,adifferentmanagementsystemcultureisbasedonthedifferentcountriesandculturalbackgrounds,thatis,suitableforthesysteminsomecountriesisnotnecessarilysuitedtoanothercountry,sostudythissystembecause,forourmanagementsystemhasanimportantrole.
Next,thedifferentmanagementsystemsindifferentcountrieswillmaketodescribeandexplain.
2.Differentmanagesystems
2.1ManagesysteminChina
EnterprisesinChina,focusingontheharmonybetweentheemployees,soinmanycases,wecannotseetheverystrongcompetitionbetweenemployees.However,betweenthestaffandleadership,butthereareobviousdifferences.Employeesarenotandleadershiponthesameheight,theobviousdifferencesinstatusmakesemployeesfortheleaderhasaverystrongfear,soinmanycases,thefaultoftheleader,Wedaretopointitout,whichmakesthedevelopmentofenterpriseshasbeenhamperedinsomesense,morethanthat,howeverterrible.Whenemployeesfearasenseoftheleaderhaveseriouslyaffectedtheenthusiasmofthestaff,makingArrestedDevelopment.
Ontheotherhand,theChinesemanagementsystem,thereareobviouscollectivismthateveryone'sinterestsaboveallelse,ifsomeonedestroyedthecollectiveinterests,itwillbecondemnedbythecollective,andwillbepunishedaccordingly.
So,inChina,thereareobviouslyCollectivism,thedevelopmentofenterprisesbythecollectiveimpact.
2.2Managesystemsinsomeothercountries
Inothercountries,thismanagementsystemwillbesignificantlydifferent.Forexample,intheUnitedStatesinthemanagementsystemoftheUnitedStates,focusingonindividualism,everyoneisfightingforinsomerespectssuperiortootherpeople,whichmakestheenterprise,thereisaclearcompetitiverelationship.
Moreimportantly,theredoesnotexistsignificantdifferencesinstatusbetweentheleaderandstaff,employeescanchoosetheirownviewsdirectlytotelltheleaderandtheleaderdoesnotgetangry,butwillactivelypromotetherecommendationsthisroleinpromotingthehealthydevelopmentofenterprises.
Inmostcases,theinterestsoftheindividualisthehighest,whichmakeseveryone'senthusiasmisveryhigh.
However,themanagementsystemofthisindividualismisnotnecessarilygood.Forexample,ifeveryoneisonlythinkingabouttheirowninterests,thenwillplayanadverseimpactonthedevelopmentoftheenterprisesthemselves,everyonecaresabouttheirowninteres
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