...HRM Issues Based on Hofstede’s Cultural Dimensions in Ghana Alison C Holt Saint Leo University Abstract This paper will contain information concerning the challenges human resource management faces when the organization decides to go global. Human resource management faces many global issues; however, this paper will look at Hofstede’s cultural dimension theory in the comparison of Ghana and the United States. We will look at three of Hofstede’s five dimensions and see how Ghana is rated to each of the theories. The first dimension, Individualism verses collectivism, focuses on cultures in terms relationships of individuals, families and extended families (Ivancevich & Konopaske, 2013). The second dimension, Power distance, focuses on power relationships within a culture. The last dimension, Masculinity verses femininity, focuses on gender roles within culture (Ivancevich & Konopaske, 2013). In the 21st Century, many organizations have reached out into the global market due to changes in technology, economics and social responsibility. Therefore, interactions between businesses in different countries have become routine. When a company expands globally, new challenges arise due to different laws, customs and characteristics (Ivancevich & Konopaske, 2013). International laws and customs pose numerous challenges for human resource professionals, for example, HRM must supply an adequate amount of top managers with global experience, which is necessary...
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...A Comparison of China and the United States using Hofstede’s Five Cultural Dimensions Kerbe Dorsey BUS600: Management Communications with Technology Tools (MOA1512A) Professor Stephen Griffith March 30, 2015 The global marketplace has become a very competitive and stress filled environment. The way a country deals with the many obstacle’s encountered on a daily basis may very well be the fine line that separates success from failure. In this piece we’ll look at the similarities and differences the US and China have gauged by Professor Geert Hofstede’s five cultural dimensions. As we examine the US and China, most would see these two countries as polar opposites of each other, but a closer look would r4veal some shocking cultural similarities. In two of Hofstede’s cultural dimensions the US and China almost mirrors one another. Masculinity and Uncertainty Avoidance are the cultural dimensions where the two countries see eye to eye. Both the US and China scored in the 60’s in masculinity (The Hofstede Centre). This is a key indicator of the competitive nature of both countries. The drive to be the best and the pursuit of excellence is alive and well in both countries. Whether it is an individualized approach or collective approach, the numbers are what they are and the US and China is similar in this cultural dimension. The cultural dimensions where the US and China differ the two countries are...
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...Variations In Human Resource Management Based On Cultural Dimensions Tyrone Kelly Saint Leo University We recognize that we exist in a global economy. Advances in telecommunications and Internet technology have literally placed connectivity with the world at our fingertips. This evolution is a catalyst for people of various nations who would not ordinarily interact, to collaborate, work much closer, more intimately and more frequently than ever before. This is a very stimulating time, yet it is also challenging for Human Resource Management teams in administrations all over the world. Questions such as, what are the cultural business norms or taboos that one should be sensitive to, or how to interact in a business setting with someone of another culture will inevitably arise. Thus, learning the people, culture and work ethic of a host nation is just as important, if not more so than learning about its business, finance and engineering infrastructures. The requirements of developing strategies, organizing projects, and motivating individuals to achieve and maintain competitive advantage for joint ventures is essential. Just as important is the development of sincere relations with people from around the world. Understanding key element of cultural diversity will be critical in this endeavor. No matter where you are in the world, people expect to be treated with respect and honor when you are guests in their country. Attempts to change others to fit your paradigm, e.g....
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...Variations In Human Resource Management Based On Cultural Dimensions Tyrone Kelly Saint Leo University We recognize that we exist in a global economy. Advances in telecommunications and Internet technology have literally placed connectivity with the world at our fingertips. This evolution is a catalyst for people of various nations who would not ordinarily interact, to collaborate, work much closer, more intimately and more frequently than ever before. This is a very stimulating time, yet it is also challenging for Human Resource Management teams in administrations all over the world. Questions such as, what are the cultural business norms or taboos that one should be sensitive to, or how to interact in a business setting with someone of another culture will inevitably arise. Thus, learning the people, culture and work ethic of a host nation is just as important, if not more so than learning about its business, finance and engineering infrastructures. The requirements of developing strategies, organizing projects, and motivating individuals to achieve and maintain competitive advantage for joint ventures is essential. Just as important is the development of sincere relations with people from around the world. Understanding key element of cultural diversity will be critical in this endeavor. No matter where you are in the world, people expect to be treated with respect and honor when you are guests in their country. Attempts to change others to fit your paradigm, e.g....
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... HR Policies and Practices [Name of Writer] [Name of Institution] HR Policies and Practices Introduction Managers in the twenty-first century are being challenged to operate in a complex, interdependent, and dynamic global environment. Due to globalization, the international dimension of management has become a major challenge to countries, institutions and people. International management is becoming more important within the academic setting. International management is a process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage. This essay identifies the challenges of operating in different national cultures for international managers by using Hofstede’s theory. In addition, the essay explains international skills and knowledge’s required by managers to be successful in different countries (Brewster 2001 .Pp. 99-119). Discussion Human resource management is in the selection of policy and techniques related to human resource management agency (Adler 1997 pp.39-59). Taken together, these techniques and preferences are messages to employees, managers and interested persons abroad about the value of the agency placed on human resources (Mathis 2000 Pp. 66-76). Unfortunately, international managers have had to adopt sensible policies in the field of organization for fixing the responsibility and cost control. First, employers continue to place administrative employees...
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...Conclusion To conclude, each dimension has its distinctive features. People who come from an individualistic society loosing ties to others in the organization while those from collectivistic cultures are fully integrate themselves into the organization; Long-term orientation advocate perseverance, thrift and close attention to status differences, in contrast, “short-term orientation stress stability, face-saving and social niceties.” (Johns) In today’s global economy and society, cross-cultural negotiation strategies ensure communication with people of other cultures. Hofstede’s model which contains the five major dimensions exist across cultures has been very significant for us to have a better comprehension of people from different cultural background. These five dimensions model to a certain extent reflects people’s values toward work and life in the contemporary society. On the one hand, we can estimate our thoughts and actions based on a general sense of how the society might react to us by using Hofstede’s model. “Hofstede measures culture in five dimensions and teaches that cooperation across cultures is essential to human survival.” (Marilyn, 2013) On the other hand, managers can analyze multi-cultural employee’s personalities and group them reasonably to have a best working efficiency. these will have a crucial influence on human resource management and organizational behavior. The model also helps to understand what one county’s situation is and how it is different...
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...To excel in today’s global market, it is important to understand the cultural differences that exist. A global leader is capable of being flexible and managing across cultures. The Global Human Resource Management (GHRM) and Human Resource Management (HRM) perform similar duties, but are faced with different challenges. “Most HR professionals no longer question that there are important cultural differences between nations that might influence the effectiveness of HRM policies and practices” (Ivancevich & Konopaske, 2013, p. 99). The ability to understand and adapt, has a huge impact on an organization, and its likelihood to succeed when doing international business. Holfstede’s Cultural Dimensions Theory Geert Holftsede is a Dutch social psychologist and former IBM employee. Holfstede traveled internationally when working for IBM and was the head of the Personnel Research Department. Holfstede studied differences amongst different cultures. Between 1967 and 1973, he conducted a large survey containing samples from 117,000 IBM employees; he compared value scores from the database. “The data covered more than 70 countries, from which Hofstede first used the 40 countries with the largest groups of respondents and afterwards extended the analysis to 50 countries and 3 regions” (Natural Cultural Dimensions, 2014). Based on Holfstede’s theory there are five dimensions of national cultures: power distance index (PDI), individualism (IDV) vs. collectivism, avoidance of uncertainty...
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...Russian Culture and Human Resource Management Thad Lopez Saint Leo University Human Resource Management (HRM) as described by Ivancevich & Konopaske (2013) is the function performed in organizations that effectively uses employees to achieve both organizational and individual goals. Throughout the years HRM has evolved domestically influenced by both business and social events leaving behind a renewed emphasis on human capital. Today’s environment requires business leaders to focus on the financial returns of the company as well as the contributions of strategic HRM to that end. Organizations are continuing to scan the business environment looking for opportunities creating value and differentiation. Increased evidence points to an engaged workforce as a competitive advantage for many companies and more than ever these organizations are looking to expand internationally. Successful global organizations have come to understand that western theories of HRM may not apply to other cultures and as a result have found ways to remain strategic with HRM outside of their domestic borders. Russian culture is primary example where HRM practices must be evaluated in the context of Russian culture and values. Global Human Resource Management (GHRM) refers to the policies and practices that relates to managing people internationally and according to Ivancevich & Konopaske (2013) the external environment of the international organization is one of the most important...
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...------------------------------------------------- International Management EA ------------------------------------------------- Assignment 12407210 - Hang Nguyen Title Compare and contrast cultural frameworks developed by Geert Hofstede and Fons Trompenaars. I - Introduction Different national cultures comprise different cultural value systems. The value systems are generated from a conception, or as noted previous beliefs, of existing means or resources, and necessities. Cultures have various standards and some factors such as behaviors, traditions or communication of one culture can be observed as irrelevant or sometimes even threatening by other cultures. These uncertainties can bring into being cultural gaps between people within a workforce. Not only do the variety of cultural structure interacting together increase the potential for conflict or disagreement, but also methods of control disputation among the cultures. The project manager must be able to handleconfrontation using different styles, depending on the circumstances, in order to effectively manage a diverse team. This paper discusses the most well-known and accepted theories of cultural differences and illustrates them with cases from international project management. Two leading studies of cross-cultural management have been conducted by Geert Hofstede and FonsTrompenaars. Both frameworksoffer a set of cultural dimensions along which core values can be obtained. These structures influence on human thinking, feeling, performance...
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...www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business, McNeese State University Kayla Gradney College of Business, McNeese State University Kochakan Rattanametangkul McNeese State University katekochakan@yahoo.com Received: September 14, 2010 Abstract The aim of this paper is to examine the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management approaches that organizational leaders can adopt to be more effective in dealing with employees from respective cultures. This paper concludes by identifying the importance of understanding...
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...successfully interpreting it helps to realize and take advantage of the opportunities provided by globalization. Analyzing the cultures of triumphing companies and countries helps to compare, contrast and learn from their path to glory. Based on these facts, this research paper will study three different successful electronics companies from three different countries/cultures. These are Apple Inc. of USA, Samsung Electronics of South Korea and Sony Corporation of Japan. Apple and Sony Corporation are both involved in many types of business activities and Samsung Electronics is part of a larger multinational conglomerate (Samsung group) which comprises numerous affiliated international businesses. However due to size and commonality of products, this research will focus on their electronics business with specific attention to Mobile devices (Smartphone and mobile computing devices). This research paper will briefly touch up on the activities of the three companies and how cultures of their respective countries influence their corporate culture, management style and overall business activities. The purpose of such research is to analyze the corporate culture of each company in relation to their respective country of origin and present a comparative conclusion of each company’s culture in contrast of one another. The findings of the research will have informative and comparative significance for individuals interested in cultural effects on managing businesses internationally or locally...
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...Cultural Management Theories and Challenge for Global Managers Preface The hospitality and the tourism industries are inter-related. Neither industry is limited to country boundaries. They are growing very rapidly. In a world which has become globalized, international trade barriers are becoming less and funds can be more easily obtained at present than in the past which boost the development of these industries throughout the world. More and more multinational organisations have emerged in these fields. These organisations are working in different countries in different cultural environments. This cultural difference in different countries introduces to the managers with the classical problem of cross cultural management which involves problems regarding understanding, interacting and communicating with individuals from different cultures (Ayoun and Moreo, 2008). Organisations in hospitality and tourism industries, especially hotels, are being more widely spread across the globe. As such, all managers have to think about culture. There may be two types of manager in this scenario. One is a global manager, actually the best person available for the job from any culture, who is responsible for coordinating business in more than one country. The other one is an expatriate manager, a person from any culture, who is assigned to control the business of one country and who thus becomes an expert of that culture (Capellen and Leuven, 2006. p. 1-4). The global manager’s competency and...
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...Company report on cross border offshoring management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing...
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...communication within any organisation can prove a difficult task, especially when faced with the complexity of a diverse workforce. The organisation being considered is a small accounting company (‘The Company’) located in Zimbabwe, South Africa. Due to its ‘multiplicity of traditions and skin tones’ (Brand South Africa 2011), South Africa has been portrayed as a ‘Rainbow Nation’ since the end of the Apartheid era. When diversity is not managed and monitored carefully, differences can lead to highly counter-productive communication dilemmas. Two fundamental aspects of diversity will be discussed: Firstly, cultural differences are common throughout The Company and have proven to be an issue of emotional and economic importance. Five of Hofstede’s (1994) dimensions of culture can be used to explain the reluctance of employees from different countries to effortlessly integrate their personalities and ideas within The Company. Power distance, individualism, uncertainty avoidance, masculinity and long-term orientation will be analysed in terms of their affect on interpersonal communication between culturally diverse employees. Secondly, another feature of diversification within The Company is the range of conflicting generational profiles. A generational gap that has formed between employees and managers within the organisation is a further source of interpersonal communication issues that hinder organisational efficiency. This reflective essay will analyse my personal...
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