...Southern Cross University ePublications@SCU Southern Cross Business School 2003 The generation gap and cultural influence: a Taiwan empirical investigation Huichun Yu Peter Miller Southern Cross University Publication details Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. Published version available from: http://dx.doi.org/10.1108/13527600310797621 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. The authors Hui-Chun, Yu is a DBA (Doctor of Business Administration) candidate in the Graduate College of Management of Southern Cross University, New South Wales, Australia. Dr Peter Miller is a senior lecturer in the School of Social and Workplace Development at Southern Cross University, New South Wales, Australia. Contact details: Southern Cross University Division of Business PO Box 42 Tweed Heads NSW 2485...
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...| Introduction: Definition Cultural Diversity From our increasingly diverse domestic workforce to the globalization of business, cultural competence is arguably the most important skill for effective work performance in the 21st century. According to de Woot (2000), companies in the industrial, financial and service sectors have to cleared most obstacles in the globalization process: that of size, that of time, that of complexity, and finally that of information and communication. Because of the differences in cultures, there might be some kind of misunderstanding among people working in the same organization due to their different values, beliefs, backgrounds, etc. To avoid cultural misunderstanding and turn cultural diversity to advantage, in this workshop we will provides a general definition for “culture” as well as for “diversity”, discusses the benefits of diversity in the workplace, the challenges of managing a diverse workplace, and presents effective strategies for managing diverse workforces. Definition of culture According to Kroeber und Kluckhohn (1952, p. 357) “Culture consists of patterns, explicit and implicit, of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups,.., the essential core of culture consists of tradition, ideas and their attached values, culture systems may considered as products of actions and also as conditioning elements of future action” Furthermore, managers often see...
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...1.0 Introduction Organizational behaviour is a field of study that analyzing the impact that individuals, groups, and structure have on behaviour within organizations, for the purpose of applying knowledge to improve an organization’s effectiveness (Robbins & Judge, 2013). According to the early research, to improve the effectiveness of the organization, stuffing may be one of the concern, and this leads to the discussion of organization member behaviour (Rue & Byars, 2009). As recent research pointed out that organization member behaviour can be affect by many factors, yet values have long been considered important to explain action in and around organization (Schwartz,1992; Potocan & Nedelko, 2011). In this essay mainly focus on how personal value as a vital diver of working and behaviour. Different person may have different value that leads different thought, attitude and behaviour, whereas understand how value drive a personal behaviour is not only important for a manager but affect the organizational behaviour as well (Collins & Porras, 2002). Therefore, the discussion will emphasize how personal values adjust into a group or an organization; and how personal values influence the organization behaviour. Besides, the discussion will go through the influence of personality to give further discussion on how an individual fit into an organization. The Hofstede’s Cultural Framework and The Big Five Personality Model will be used to explain how value and...
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..."Organizational Culture and Cross-Cultural Management" Please respond to the following: * Hofstede’s study is an important contribution to cross-culture management research. Analyze the impact that culture exerts on recruitment and selection, training and development, compensation, and task distribution. Determine whether or not there are leadership behaviors, attributes, and organizational practices that are generally accepted and effective across cultures. o * *From the e-Activity, compare the two (2) cross-cultural management theories that you researched to Hofstede’s cross-cultural theory. Determine two (2) fundamental differences and similarities between each theory. The impact the Hofstede’s study had on the cultural context of HRM practices are as follows: Recruitment and selection: In cultures low on “in-group” collectivism such as the U.S., and the UK, individual accomplishments are important selection criteria, and societies high on “in-group collectivism” such as China and Spain put more importance on team-related skills than on individual capabilities. Training and development: While no country has perfect gender equality, societies high on the gender social equality scale have more women in positions of power and similar levels of education as men, such as the U.S, women usually have the same chances for a straight up career progression as men and societies which score low on gender social equality such as Afghanistan and Liberia do not have nearly...
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...Chapter One 1. Organizational Behaviour (OB) – The study of what people think, feel, and do in and around organizations. 2. Organizations – Groups of people who work interdependently toward some purpose. 3. Organizational Effectiveness – A broad concept represented by several perspectives including the organization’s fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning and ability to satisfy the needs of key stakeholders. 4. Open Systems – A perspective which holds that organizations depend on the external environment for resources, affect that environment through their output and consist of internal subsystems that transform inputs into outputs. 5. Organizational Efficiency – The amount of outputs relative to inputs in the organization’s transformation process. 6. Organizational Learning – A perspective which holds that organizational effectiveness depends on the organization’s capacity to acquire, share, use and store valuable knowledge. 7. Absorptive Capacity – The ability to recognize the value of new information, assimilate it and use it for value-added activities. 8. Intellectual Capital – A company’s stock of knowledge, including human capital and structural capital and relationship capital. 9. Human Capital – The stock of knowledge, skills and abilities among employees that provides economic value to the organization. 10. Structural Capital...
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...Master Thesis Spring Semester 2007 Supervisor: Per Nilsson Authors: Sabine Helou Timo Viitala 830508-T062 790922-T017 How Culture and Motivation Interacts? - A Cross-Cultural Study ~ Acknowledgements ~ ACKNOWLEDGEMENTS We would like to thank the respondents of Sasken Finland Oy and SYSteam for their participation in our study. Without their involvement this thesis would have never seen the light of day. In addition, we thank our supervisor Per Nilsson for his guidance and advices and Anders Söderholm for his helpful suggestions. Last but not least, we would like to express our gratitude to John Matthews, Jakub Mulac, and Robin Katoen for their supportive contributions and our friends and family for their support and encouragement. Sincerely, Sabine Helou & Timo Viitala Umeå, May 25, 2007 i ~ Summary ~ SUMMARY Motivating employees is essential for any organization aspiring to succeed. However, the process of motivating is not a straightforward one due to the diversity of individual’s needs. The task has been made even more difficult by the fact that personalized needs have altered in recent years. For instance, in many circumstances financial compensation is not considered as the main motivational factor of employees. Due to its innovative and youthful nature, the Information Technology (IT) industry has been considered to be at the forefront of dealing with organizational issues, such as how to motivate employees. Organizations that lie within this industry...
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...Name- ABHISHEK WADHWA Student number-640048899 Wuhan Erie Polymers joint venture INTRODUCTION ERIE speciality chemicals was a company which is based in Cleveland, Ohio, which moved to china due to the key support provided by them in expanding their industrial capacity relating to chemicals. In order to expand its production in China performance polymers had merged with Wuhan plastics factory to form Wuhan Erie Polymers (WEP). Stanley Wong was the manager of the team that negotiated the joint venture and soon became general manager and then chairperson of the Joint venture. Though he was very pleased with his transfer back to Gary, he wasn’t finished yet. He wanted to nominate a successor who would take the company to another level. He was a great leader as he motivated his employees in many aspects and he had also created a unique culture between the Chinese and the western practices. Ans1) if I had to advice the organisation on who to succeed Wong then I would choose MR Henri Boulanger as he has been in the organisation for the past 16 years and he also has 24 years of work experience. Though he lacks Chinese skills he yet gets along well with his Chinese subordinates. He has also been very effective in his current position and he has also introduced certain techniques such as marketing and networking which is very important for any organisation. According to me due to his intelligence and energetic levels he would also be able to inculcate leadership and adapt...
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...organizational behaviour (OB) The study of what people think, feel, and do in and around organizations. organizations Groups of people who work interdependently toward some purpose. organizational effectiveness A broad concept represented by several perspectives, including the organization’s fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and abil-ity to satisfy the needs of key stakeholders. open systems A perspective which holds that organizations depend on the external environ-ment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs. Internal Subsystems Effectiveness According to the open systems perspective, an organization’s effectiveness isn’t just its fit with the external environment. Effectiveness is also how well the company internally transforms inputs into outputs. organizational efficiency The amount of outputs relative to inputs in the organization’s transformation process. structural capital Knowledge embedded in an organization’s systems and structures. relationship capital The value derived from an organization’s relationships with customers, suppliers, and others. high-performance work practices (HPWP) A perspective which holds that effective organizations incorporate several workplace practices that leverage the potential of human capital. stakeholders Individuals...
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...scholarly field of intercultural communication was then mainly advanced by university-based scholars of communication in the United States and Japan, and in other countries. The development of intercultural communication in the U.S. and Japan is analyzed here. Intercultural communication is one of the most important communications and also a structure of global communication as the world today is characterized by an ever growing number of contacts resulting in communication between people with different linguistic and cultural backgrounds. This communication takes place because of contacts within the areas of business, military cooperation, science, education, mass media, entertainment, tourism but also because of immigration brought about by labour scarcity or political conflicts. Hence, there is communication which needs to be as constructive as possible, without misunderstandings and breakdowns. It is to belief that study on the nature of linguistic and cultural similarities and differences here can play a helpful and constructive role. Intercultural communication in its most fundamental form refers to an academic field of study and research. It seeks to understand how people from different countries and cultures behave, communicate and observe the world around...
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...Individual-level Cultural values and Workplace Attitudes and Behaviours: Examining the moderating effects of individual-level cultural values on social exchange relationships involving organizational justice and organizational citizenship behaviour (OCB) in Pakistani organizations Samina Quratulain* Abdul Karim Khan* CERGAM, Université Paul Cézanne Aix-Marseille-III, France ABSTRACT The relationships among employee’s work related variables, cultural variables and OCB are investigated in Pakistani work setting. Based on the review of literature it has been observed that perceived organizational justice (procedural, distributive & interactional justice) is an important antecedent of OCB. This study intends to extend the previous research by assessing the validity of social exchange theory within Pakistan where norms of reciprocity (social exchange ideology) may play a lesser role in social exchange relationships. The primary objective of the study will be to compare the influence of individual differences in values using Hofstede’s cultural value framework (collectivism-individualism, uncertainty avoidance, masculinity-femininity, Power distance) as moderators of generally well established positive relationships between OCB & employee’s perception of organizational justice. The results will provide insights into the influences of employees value differences on relationships established in management literature. Keywords: Organizational citizenship behaviour; Individual-level cultural values;...
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...not only need to know the political, legal and regulatory environment in host country but also the culture difference which is very important to lessen the cultural problems and know how to solve it wisely. Companies may be abandoned by customers or spend a lot of money to recover their reputation if MNEs’ managers do not understand the cultures of the countries they deal with. The influence of international trade liberalization has presented not only substantial opportunities but also some challenges for domestic and international companies (Watchravesringkan 2011). The aim of this essay is to discuss the importance of culture difference to MNEs. In this essay, culture and society will be discussed in the first part. The following part is about the importance of cultural difference to international managers. Finally, it will discuss the methods to understand cultural difference. Dowling & Liesch (2009) state that culture is a system of values and norms those is shared among a group of human beings and form a pattern for living when brought together. Culture is gained knowledge that human beings use to explain experience and develop social behaviour and this knowledge forms values, generates attitudes, and affects behaviour (Luthans and Doh 2012). Moreover, culture influences the way of people’s thoughts and behaviour, for instance, the type of handshake is very different to western and eastern...
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...that having a diverse heterogenic workplace has many benefits. I will be focusing on diversity in employee cultural and gender. Due to the increasingly diverse nature of Australia’s workforce, organisations will have to use strategic tactics such as successful Human Resource Planning, in order to attract, select and retain a diverse workplace. A company with employees that bring different perspectives is presented to be able in finding more efficient ways to operate and grow (Wojcik 2012). Diversity programs enhance the ability of an organisation to meet client needs, which can improve its profits (Wojcik 2012) Dwyer et.al (2001) discusses the potential benefits of gender diversity, such as novel insights, perspectives, creativity, and experience appear to foster and support expansion into new markets. Finding a similar association between racial diversity, growth, and firm performance, This insight will assist me to form an argument to why organisations should select a diverse workforce. Management teams with higher proportion of women promote more interpersonal channels of communication, employee participation in decision-making and monitor feedback and development more intensely (Melero, E 2010) Communities and consumers want to engage with and do business with organisations that reflect themselves and the current population (Lieber 2012). Attracting diverse employees to organisations has a flow on effect on the community. A workplace that embodies respect for all types...
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...Defining Organizational Behaviour Page 4 • A field of study that investigate the impact of individuals, groups, and structure on behaviour within organizations; its purpose is to apply such knowledge toward improving an organization’s effectiveness. B. Challenges in the Canadian Workplace Page 6 Challenges at the Individual Level 1. Individual Differences 2. Job Satisfaction 3. Motivation 4. Empowerment 5. Behaving Ethically Challenges at the Group Level 1. Working With Others 2. Workforce Diversity Challenges at the Organizational Level o Improving Customer Service o Stimulating Innovation and Change o The Use of Temporary (Contingent) Employees o Improving Quality and Productivity o Developing Effective Employees o Helping Employees with Work-Life Balance o Creating a Positive Work Environment o Responding to Globalization Chapter 2 A. Perception Page 38 What is Perception? • The process by which individuals organize and interpret their impressions to give meaning to their environment. Why is it important? • Because behaviour is based on perception of what reality is, not on reality itself. • The world as it is perceived is the world that is behaviourally important. Why we study perceptions? • To better understand how people make attributions about events. We don’t see reality. We interpret what we see and call it reality. The attribution process guides our behaviour, regardless of the truth...
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...Business Communication between People with Different Cultural Backgrounds Livia Ablonczy-Mihályka, Széchenyi István University, Hungary Abstract At present every aspect of our social, scientific and mental life is subdued to accelerated development. In our globalised world, the amount of cross-national communication increases drastically and in recent years many researchers have emphasised the importance of awareness of different cultural norms as globalisation has brought about a growing trend to communicate with people from different cultural backgrounds. This paper argues for a revaluation of how we approach the topic of business communication and for greater emphasis on successful business communication as the goal of better understanding in global business setting. The ideas which are presented in this paper have been derived over a period of two years of our own research and through the reading of research literature. The research to be discussed in the paper is connected to one of the major research lines at Széchenyi István University, titled The dialogue of professional, organisational and national cultures. The purpose of the present paper is to present the results of a survey conducted with professionals who communicate with foreign business partners. The data were gathered by means of a questionnaire. At the root of the argument is the hypothesis that communication rules and norms between people with different cultural background have altered and different cultures have...
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...Managing cross-cultural staff." ABSTRACT Cross-cultural communication in business is a feature of study that looks at how people from dissimilar backgrounds converse, in comparable and different ways among themselves, and how they handle to communicate crosswise with cultures. In this investigation we will try to find which are the problems and what ways can we find in order to manage better employees from around the world. The plan of the essay is to expand a better understanding of the key points that control cross-cultural communication and international staff managing . 1. INTRODUCTION Anthropology includes all aspects of human behaviors and ideas. Anthropologists study diverse cultures to be more compliant and accommodating, more appreciative and to improve our own culture. Culture influences the business setting and management practices of a country and helps appreciate the differences between countries, it is difficult to determine and shows significant dissimilarity inside a country .A cultural approach does not accommodate transform and tends towards stereotypes. Besides every country has its own position of competitive improvement in its politico-economic ,industrial relations ,training and other requirements for firms and workers in their dealings with the state and culture. The resultant 'varieties of capitalism in different countries mediate the influences of global economy and multinational practices (Armit and Shoemaker ,1993).There is a challenge...
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