跨文化交际期末term-paper-Hofstede`s-value-dimensions

DIFFERENTMANAGESYSTEMINDIFFERENTCULTUREATermPaperpresentedtotheCourseofInterculturalCommunication,Spring,2012,Collegeof*************************Universityby*******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AbstractHofstedeculturaldimensionstheorybasedoncomparativeanalysis,summarizesthedifferencesinthecauseofthedifferentmanagementsystemsfordifferentcultures.Hofstededimensiontheoryisdividedintofourparts,namely:powerdistance,individualismandcollectivism,thedegreeofmalesfemaledegree,uncertaintyavoidance,andlong-termorientationinshort-termorientation.Inmodernsociety,themanagementsystemforenterprisedevelopmentplaysaveryimportantanddecisiverole,whichmakessimilarinstitutionsindifferentculturesystemmayhaveverydifferentmanagementsystem,managementsystemnotonlyaffectdevelopmentpatternsandtrends,butalsofromthereflectionoftheculture.Butdoesnotmeansomekindofsystemisabsolutelyreasonable,dependingonthedifferentculturalsystemsindifferentcountries,alsoneedtohaveadifferentmanagementsystemtoadapttothesocialandcultural.Keywords：Hofstedeculturaldimensionstheory,uncertaintyavoidanceindex,powerdistance,managesystemOutline1.Introduction2.Differentmanagesystem2.1ManagesysteminChina2.2Managesysteminsomeothercountries3.reasonforthedifferentmanagesystembetweendifferentcountries3.1Whatfactorshavecontributedtothedifferent3.2useHofstede`sculturaldimensionstheorytodealwithit4.conclusion1.IntroductionManagementsystemplaysanincreasinglyimportantroleinmodernsociety.Itdirectlyaffectsthestatusandprospectsofthedevelopmentofenterprises,andinfluencethecompositionoftheculture.However,indifferentcountries,hasadifferentmanagementsystemculture,thisdifferencemakesthedifferentcountries,thedevelopmentmodelandthedevelopmentofobviousdifferences.However,thisculturaldifferenceisnotabsolutelycorrectorincorrect,adifferentmanagementsystemcultureisbasedonthedifferentcountriesandculturalbackgrounds,thatis,suitableforthesysteminsomecountriesisnotnecessarilysuitedtoanothercountry,sostudythissystembecause,forourmanagementsystemhasanimportantrole.Next,thedifferentmanagementsystemsindifferentcountrieswillmaketodescribeandexplain.2.Differentmanagesystems2.1ManagesysteminChinaEnterprisesinChina,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.2.2ManagesystemsinsomeothercountriesInothercountries,thismanagementsystemwillbesignificantlydifferent.Forexample,intheUnitedStatesinthemanagementsystemoftheUnitedStates,focusingonindividualism,everyoneisfightingforinsomerespectssuperiortootherpeople,whichmakestheenterprise,thereisaclearcompetitiverelationship.Moreimportantly,theredoesnotexistsignificantdifferencesinstatusbetweentheleaderandstaff,employeescanchoosetheirownviewsdirectlytotelltheleaderandtheleaderdoesnotgetangry,butwillactivelypromotetherecommendationsthisroleinpromotingthehealthydevelopmentofenterprises.Inmostcases,theinterestsoftheindividualisthehighest,whichmakeseveryone'senthusiasmisveryhigh.However,themanagementsystemofthisindividualismisnotnecessarilygood.Forexample,ifeveryoneisonlythinkingabouttheirowninterests,thenwillplayanadverseimpactonthedevelopmentoftheenterprisesthemselves,everyonecaresabouttheirowninterests,sothatcompaniescannotmeeteveryone'sneeds,sothatwillbeinterestsofmanypeoplebythethreatofothers,Anobviousgapbetweentheemployeesandtheleaderwillbeagreatbigunderminetheprestigeofthemanagersforthemanagementofthebusinesswillhaveabadeffect.3.reasonforthedifferentmanagesystembetweendifferentcountries3.1WhatfactorshavecontributedtothedifferentFrist,Ithinkwhat`smoreimportantisdifferentvalues.Forexample,inChina,Manypeoplecareaboutisthecollectiveinterests,followedbypersonalinterests,whiletheUnitedStatesonthecontrary,theycareaboutistheirpersonalinterests,whichisthemostimportant.Second,istheattitudeofthepowers.inChina,employeeisverycareforpowerofleaders,ifsomeonehavepowerstrongthanhis,hewilldoeverythingmorecarefullythanfacedwithothers,ButintheUnitedStatesandsomeotherWesterncountries,leadersandstaffistotallydifferentintheattitudeofther