India Information

Andreea Dicu Carmen Neghina - Alina Oprea - Teodora
Vasileva
International Management
Hofstedes Study on Work Related-Values Concept,
Methods, Results, and
Critique
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Agenda
2
Culture deined
!ostede"s cultural dimensions
Implications or management
Criticism
#$ %o&er Distance
2$ 'ncertaint( Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term orientation
Vasileva
Culture Deined
Culture defined
!ostede"s dimensions
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Culture and international -usiness
Why culture is important?
Impacts the &a( strategic moves are presented.
Inluences management/ decision ma0ing/

negotiations
Culture ma0es international -usiness diicult or

eas(
*
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Culture
1There are truths on this side of the
Pyrenees that are falsehoods on the other
Blaise Pascal
+
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
2lo-ali3ation
4
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
5hat is culture6
Main features of culture:
Culture is shared
Culture is intangi-le
Culture is conirmed -( others

Culture
7
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
,evels o culture
National Culture
Business Culture
Organizational and
Occupational Culture
8
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
9e( Cultural Issues
Cultural Etiquette the manners and behavior that are

expected in a given situation
Cultural Stereotypes our beliefs about others, their attitudes

and behavior
:thnocentrism looking at the world from a perspective shaped

by our own culture
;elativism all cultures are good
Cultural sensitivity
elf!reference criteria
<
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Contingenc( management
#$ Determining the pro-lem or goal in terms o home country
culture/ ha-its and norms.
2$ Determining the same pro-lem or goal in terms o host country
culture/ ha-its and norms.
)$ Isolating the SRC influence on the pro-lem and ho& it
complicates the issue.
*$ ;edeining the pro-lem &ithout the =;C inluence and solving it
according to the specific foreign market situation.
#>
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
'niversal cultural varia-les
Kinship
Economy
Recreation
Religion
Politics
Education
##
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Kinship
Economy
Recreation
Religion
Politics
Education
#2
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Kinship
Economy
Recreation
Religion
Politics
Education
#)
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Kinship
Economy
Recreation
Religion
Politics
Education
#*
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Kinship
Economy
Recreation
Religion
Politics
Education
#+
Culture defined
Implications
Criticism
#$ %o&er Distance
2$ 'ncertaint(
Avoidance
)$ Individualism
*$ Masculinit(
+$ ,ong-term
orientation
Kinship
Economy
Recreation
Religion
Politics
Education
#4
Vasileva
!ostede"s Cultural
Dimensions
Culture deined
Hofstedes
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
!ostede"s Cultural Dimensions
Culture is more oten a source o conlict than o s(nerg(.
Cultural dierences are a nuisance at -est and oten a
disaster.
"rof# $eert %ofstede
#8
Culture deined
Hofstedes
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
Conducted perhaps the most comprehensive study of how values in the &or0place are
influenced by culture
&naly'ed a large data base of employee values scores collected by ()M *%+,M+-
./01 ./12
more than 34 countries
5eveloped a model that identifies four primary Dimensions to assist in differentiating cultures:
#$ %o&er distance
2$ 'ncertaint( avoidance
)$ Individualism
*$ Masculinit(
? ,ong-term orientation @added later$
%ro. 2eert
!ostede
#<
Culture deined
Hofstedes
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
!ostede"s &or0

2>
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
%o&er Distance
"o#er distance - The eAtent to &hich the less
po&erul mem-ers o institutions and organi3ations
&ithin a countr( eApect and accept that po&er is
distri-uted uneBuall(
2#
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
%o&er Distance
High po#er distance
22
(ne6ualities among people
should be minimi'ed
(nterdependence between less
and more powerful people
%ierarchy in organi'ations
means an ine6uality of roles
5ecentrali'ation is popular
7arrow salary range
ubordinated expect to be
consulted
8he ideal boss is a resourceful
democrat
"rivileges and status are
disapproved
(ne6ualities among people are
both expected and desired
9ess powerful people should be
depended on the more powerful
%ierarchy in organi'ations
reflects the existential ine6uality
Centrali'ation is popular
Wide salary range
ubordinated expect to be told
what to do
8he ideal boss is a benevolent
autocrat or good father
"rivileges and status are both
expected and popular
%o# po#er distance
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
%o&er Distance
2)
!igh
,o&
:
r
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n
t
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i
o
n

t
o
w
a
r
d
s

a
u
t
h
o
r
i
t
y
Mala(sia
Ara- Countries
MeAico
India
Crance
Ital(
Dapan
=pain
Argentina
'=
2erman(
'9
Denmar0
Israel
Austria
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
%o&er Distance
:Aample
& company from Austria *low power distance- is

considering entering the Meican *high power
distance- market#
Austria MeAico
4
;4
<4
04
=4
.44
..
=.
2*
"
o
w
e
r

5
i
s
t
a
n
c
e

(
n
d
e
x
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
%o&er Distance
:Aample @cont.$
Communication tips for the &ustrian manager:
#$ 2ive clear and eAplicit directions to those &or0ing &ith him
2$ Deadlines should -e highlighted and stressed
)$ Do not eApect su-ordinates to ta0e initiative
*$ Ee more authoritarian in his management st(le
+$ =ho& respect and deerence to those higher up the ladder
2+
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
&! 'ncertainty ()oidance
)$ Individualism
*$ Masculinit(
'ncertaint( Avoidance
'ncertainty a)oidance The eAtent to &hich mem-ers
o a societ( eel threaten -( uncertain or un0no&n
situations.
24
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
Strong uncertainty a)oidance
27
>ncertainty: normal feature of life
and each day is accepted as it
comes
9ow stress sub?ective feeling of
well!being
&ggression and emotions must
not be shown
Comfortable in ambiguous
situations and with unfamiliar risk
8here should not be more rules
than necessary
"recision and punctuality have to
be learned
8olerance to innovation
Motivation by achievement
>ncertainty : continuous threat
that must be fought
%igh stress sub?ective feeling
of anxiety
&ggression and emotions may
be shown at proper times
@ear of ambiguous situations
and of unfamiliar risk
+motional need for rules, even
if they never work
"recision and punctuality come
naturally
,esistance to innovation
Motivation by security
Weak uncertainty
a)oidance
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
28
!igh
,o&
5
e
s
i
r
e

f
o
r

s
t
a
b
i
l
i
t
y
2reece
Dapan
Crance
9orea
Ara- Countries
2erman(
Australia
Canada
'=
'9
India
Denmar0
=ingapore
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
2<
:Aample
& company from !rance *high uncertainty

avoidance- is considering investing in "enmar#
*low uncertainty avoidance-
Crance Denmar0
4
;4
<4
04
=4
.44
=0
;2
>
n
c
e
r
t
a
i
n
t
y

&
v
o
i
d
a
n
c
e

(
n
d
e
x
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
:Aample @cont.$
Communication tips for the @rench manager:
#$ Tr( to -e more fle*i+le or open in his approach to ne& ideas than he ma( -e used to
2$ Ee prepared to push through agreed plans Buic0l( as the( &ould -e eApected to -e
reali3ed as soon as possi-le
)$ Allo& emplo(ees the autonomy and space to eAecute their tas0s on their o&nF onl(
guidelines and resources &ill -e eApected o him
)>
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
,! -ndi)idualism
*$ Masculinit(
Individualism
-ndi)idualism The tendenc( o people to loo0 ater
themselves and their immediate amil( and neglect the
needs o societ(
)#
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
,! -ndi)idualism
*$ Masculinit(
Individualism
)2
High indi)idualism
(ndividuals learn to think in
terms of A&eB
%igh!context communication
5iplomas provide entry to higher
status groups
,elationship employer!
employee is perceived in moral
terms, like a family
%iring and promotion decisions
take employeesC ingroup into
account
Management is management of
groups
,elationship prevails over task
(ndividuals learn to think in
terms of AIB
9ow!context communication
5iplomas increase economic
worth andDor self! respect
,elationship employer!
employee is a contract based
on mutual advantage
%iring and promotion are
supposed to be based on skills
and rules only
Management is management
of individuals
8ask prevails over relationship
%o# indi)idualism
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
,! -ndi)idualism
*$ Masculinit(
Individualism
))
!igh
,o&
Australia
'=
'9
Canada
Crance
2erman(
=pain
Dapan
MeAico
Ital(
9orea
=ingapore
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
,! -ndi)idualism
*$ Masculinit(
Individualism
)*
:Aample
& company from $K *high individualism- is

considering investing in Meico *low
individualism-
'9 MeAico
4
;4
<4
04
=4
.44
/0
;2
(
n
d
i
v
i
d
u
a
l
i
s
m

(
n
d
e
x
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
,! -ndi)idualism
*$ Masculinit(
Individualism
:Aample @cont.$
Communication tips for the >E manager:
#$ Note that individuals have a strong sense o responsi-ilit( or their amil(
2$ ;emem-er that praise should -e directed to a team rather than individuals
)$ 'nderstand that promotions depend upon seniorit( and eAperience
*$ Ee a&are that the decision ma0ing process &ill -e rather slo&/ as man(
mem-ers across the hierarch( need to -e consulted
)+
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
.! Masculinity
Masculinit(
Masculinity The tendenc( &ithin a societ( to
emphasi3e traditional gender roles
)4
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
.! Masculinity
Masculinit(
)7
High masculinity
5ominant values: caring %or
others and preser&ation
"eople and warm relationships
are important
ympathy for the weak
(n family, both fathers and
mothers deal with facts and
feelings
tress on e6uality, solidarity ,
and 6uality of work life
Managers use intuition and
strive for consensus
,esolution of conflicts by
compromise and negotiation
5ominant values: material
success and progress
Money and things are important
ympathy for the strong
(n family, fathers deal with facts
and mothers with feelings
tress on e6uity, competition
among colleagues and
performance
Managers are expected to be
decisive and assertive
,esolution of conflicts by
fighting them out
%o# masculinity
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
.! Masculinity
Masculinit(
)8
!igh
,o&
Dapan
MeAico
2erman(
'9
'=
Ara-ia
Crance
9orea
%ortugal
Denmar0
=&eden
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
.! Masculinity
Masculinit(
)<
:Aample
& company from "enmar# * low masculinity- is

considering investing in Meico *high masculinity-
Denmar0 MeAico
4
;4
<4
04
=4
.44
=
/.
M
a
s
c
u
l
i
n
i
t
y

(
n
d
e
x
Culture deined
!ostede"s
dimensions
Implications
Criticism
#$ %o&er Distance
)$ Individualism
.! Masculinity
Masculinit(
:Aample @cont.$
Communication tips for the 5anish manager :
#$Ee a&are that people &ill discuss -usiness an(time/ even at social gatherings
2$Avoid as0ing personal Buestions in -usiness situations
)$Ta0e into account that people are not interested in developing closer riendships
*$Communicate directl(/ unemotionall( and concisel(
+$In order to assess others use proessional identit(/ not amil( or contacts
*>
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
/! %ong-term orientation
,ong- term orientation
%ong- term orientation A -asic orientation to&ards time
that values patience
*#
Culture deined
!ostede"s
dimensions
Implications
Criticism
! "o#er $istance
)$ Individualism
*$ Masculinit(
/! %ong-term orientation
,ong- term orientation
*2
%ong-term orientation
,espect for traditions
9ittle money available for
investment
Fuick results expected
,espect for social and status
obligations regardless of cost
Concern with possessing the
8ruth
&daptation of traditions to a
modern context
@unds available for
investment
"erseverance towards slow
results
,espect for social and status
obligations within limits
Concern with respecting the
demands of Girtue
Short- term
orientation
Vasileva
Implications
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
5or0 Centralit(
!o& important is &or0?

**
Dapan
Israel
'nited =tates
Eelgium
Netherlands
2erman(
4 4#; 4#< 4#0 4#= . .#; .#< .#0 .#=
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
5hat do people value in &or06
*+
Cultural
Contet
'igh po(er
distance
'igh
indi&idualism
'igh
uncertainty
a&oidance
'igh
masculinity
Dominant
5or0
Motivators
Conform to
norms and
rules
Meet moral
obligations to
leaders
&utonomy
Challenging
work
&dvancement
ecurity
Clear
organi'ational
hierarchy
"ay
8raining
opportunities
&chievement
:Aample Mexico >nited tates )elgium Hapan
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
:mplo(ees and ,eaders
)eadership *ssue )o( Po(er "istance Medium Po(er
"istance
'igh Po(er "istance
=u-ordinate"s
Dependence Needs
Weak dependence on
superiors
Moderate dependence
on superiors
%eavy dependence on
superiors
Consultation trongly expected as
part of superiorCs role
+xpect consultation,
but will accept
autocratic leadership
+xpect autocratic
leadership
Ideal =uperior & democrat & moderate democrat &n autocratic or a
paternalistic father
figure
,a&s and ;ules &pply to superiors and
subordinates
&pply to all, but
superiors have some
privileges
uperiors are above
the law and take
advantages of
privileges
=tatus =(m-ols Giewed as not
appropriate
&ccepted as symbolic
of authority
Gery important
contributions to the
authority of superiors
*4
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
:mplo(ees and ,eaders
)eadership *ssue )o( Po(er "istance Medium Po(er
"istance
'igh Po(er "istance
=u-ordinate"s
Dependence Needs
Weak dependence on
superiors
Moderate dependence
on superiors
%eavy dependence on
superiors
Consultation trongly expected as
part of superiorCs role
+xpect consultation,
but will accept
autocratic leadership
+xpect autocratic
leadership
Ideal =uperior & democrat & moderate democrat &n autocratic or a
paternalistic father
figure
,a&s and ;ules &pply to superiors and
subordinates
&pply to all, but
superiors have some
privileges
uperiors are above
the law and take
advantages of
privileges
=tatus =(m-ols Giewed as not
appropriate
&ccepted as symbolic
of authority
Gery important
contributions to the
authority of superiors
*7
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
,eadership =t(les
Cultural
Context
)o( P" +
lo( $A
'igh P" +
lo( $A
)o( P" +
high $A
'igh P" +
high $A
9eader 8ype A8he
5emocratB
A8he MasterB A8he
"rofessionalB
A8he )ossB
,ecommende
d 9eadership
tyles
upportive
"articipative
&chievement
5irective
upportive
5irective
upportive
"articipative
5irective
+xample $reat )ritain China $ermany @rance
*8
"
o
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e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
,eadership =t(les
Cultural
Context
)o( P" +
lo( $A
'igh P" +
lo( $A
)o( P" +
high $A
'igh P" +
high $A
9eader 8ype A8he
5emocratB
A8he MasterB A8he
"rofessionalB
A8he )ossB
,ecommende
d 9eadership
tyles
upportive
"articipative
&chievement
5irective
upportive
5irective
upportive
"articipative
5irective
*<
"
o
w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
,eadership =t(les
Cultural
Context
)o( P" +
lo( $A
'igh P" +
lo( $A
)o( P" +
high $A
'igh P" +
high $A
9eader 8ype A8he
5emocratB
A8he MasterB A8he
"rofessionalB
A8he )ossB
,ecommende
d 9eadership
tyles
upportive
"articipative
&chievement
5irective
upportive
5irective
upportive
"articipative
5irective
+>
"
o
w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
,eadership =t(les
Cultural
Context
)o( P" +
lo( $A
'igh P" +
lo( $A
)o( P" +
high $A
'igh P" +
high $A
9eader 8ype A8he
5emocratB
A8he MasterB A8he
"rofessionalB
A8he )ossB
,ecommende
d 9eadership
tyles
upportive
"articipative
&chievement
5irective
upportive
5irective
upportive
"articipative
5irective
+#
"
o
w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
Organi3ational =tructures
#. Adhocrac(
@lat organi'ational pyramid
"eople can tolerate ambiguity in organi'ational roles
9ess need for formali'ed rules and regulations
5istance between management and workers tends to be small

). %roessional Eureaucrac(
*. Cull Eureaucrac(
+. Camil( Eureaucrac(
+2
"
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w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
#. Adhocrac(
tandardi'ation of skills
Centrali'ed decision making
:rder and compartmentali'ation

*. Cull Eureaucrac(
+)
"
o
w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
#. Adhocrac(
*. Cull Eureaucrac(
8he most formali'ed
:rgani'ation dominated by rules, procedures and hierarchical

relationships
tandardi'ation of the work process
"redictability I control
+*
"
o
w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Culture deined
-mplications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
#. Adhocrac(
*. Cull Eureaucrac(
"arallels an extended family: dominant father figure
mall
9ess speciali'ation of roles
Control: personal supervision
5irect contact
%ighly centrali'ed decision making

++
"
o
w
e
r

5
i
s
t
a
n
c
e
>ncertainty
&voidance
Vasileva
Criticism
Culture deined
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
Criticism
=ingle compan(
Time dependent
Eusiness culture/
not values culture
5estern -ias
+7
Non-eAhaustive

%artial geographic
coverage
Attitudinal rather than
-ehavioral measures
:cological allac(
Vasileva
3=
Discussion Guestions
Culture deined
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
.# Do (ou notice an( cultural dierences among (our classmates6 !o& do
those dierences aect the class environment and (our group proHects6
2. 2ive some eAamples o cultural dierences in the interpretation o -od(
language. 5hat is the role o such nonver-al communication in -usiness
relationships6
+<
Culture deined
Implications
Criticism
#$ %o&er Distance
)$ Individualism
*$ Masculinit(
.# Do (ou notice an( cultural dierences among (our classmates6 !o& do
those dierences aect the class environment and (our group proHects6
2. 2ive some eAamples o cultural dierences in the interpretation o -od(
language. 5hat is the role o such nonver-al communication in -usiness
relationships6
4>
Vasileva
;eerences
;eerences
42
Cullen, H# *;44;-# Multinational Management, ;nd ed# :hio: ounth!Western
8homson 9earning#
5eresky, %# *;442-# International Management / <th ed. 7ew Hersey: "rentice %all#
%arris, "# I Moran, ,# *;444-# Managing cultural dierences. %ouston: $ulf
"ublishing Company#
%ofstede, $# *./=;-# Culture"s ConseBuences. International Dierences in 5or0-
;elated Values. 7ewbury "ark: &$+ "ublications#
%ofstede, $# *.//1-# Cultures and organi3ationsI sot&are o the mind. 7ew Jork:
Mc$raw %ill#
Intercultural Eusiness Communication. ,etrieved March ., ;44= from
Ewintessential Cross Cultural olutions
Website:
http:DDwww#kwintessential#co#ukDintercultural!business!communicationDtool#php?culture.K.1Iculture;K.1
Vasileva
02
Than0 (ou or (our attentionJ

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Andreea Dicu Carmen Neghina - Alina Oprea - Teodora

Why culture is important?

Impacts the &a( strategic moves are presented.

Inluences management/ decision ma0ing/

Culture ma0es international -usiness diicult or

Main features of culture:

Culture is conirmed -( others

Cultural Etiquette the manners and behavior that are

Cultural Stereotypes our beliefs about others, their attitudes

:thnocentrism looking at the world from a perspective shaped

;elativism all cultures are good

& company from Austria *low power distance- is

& company from !rance *high uncertainty

& company from $K *high individualism- is

& company from "enmar# * low masculinity- is

!o& important is &or0?

@lat organi'ational pyramid

"eople can tolerate ambiguity in organi'ational roles

9ess need for formali'ed rules and regulations

5istance between management and workers tends to be small

Centrali'ed decision making

:rder and compartmentali'ation

8he most formali'ed

:rgani'ation dominated by rules, procedures and hierarchical

tandardi'ation of the work process

"arallels an extended family: dominant father figure

9ess speciali'ation of roles

Control: personal supervision

%ighly centrali'ed decision making

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