Answer to Question #183739 in Management for rudzani Lucky

Question

Complete Hofstede’s power distance against individualism grid for the BRICS countries using the 

data provided in the table and the template provided below. Attach a copy of your completed grid to 

your assignment. (10)

In essay format, discuss the implications for the workplace of the cultural differences between South 

African and Chinese organisations in the case where a Chinese entity has a controlling interest in a 

South African firm. Choose three strategies that could be applied in this firm to manage cultural 

diversity. Substantiate your choice of strategies, which should follow from the power distance against 

individualism grid for the BRICS countries that you have completed.

Answer 1

CROSS-CULTURAL MANAGEMENT: In today's competitive world, people need to manage with all the regional, national, international levels of entities, so as to succeeding. reach and promotion of products or services. the concept of cross-cultural management arises and helps us to interact, understand and deal with people who belong to another culture.it helps to bridge a number of required business factors and to hold everything together. A number of cross-cultural issues arising in a range of business contexts, such as communication and information gaps, workstyles, influences, etc.

KEY DIMENSIONS OF CULTURE WITH REFERENCE TO PSYCHIC APPROACH : (in the backdrop of Hofstede's research):

define culture: culture can be defined as the characteristics or growth of a particular group of people or society.

discuss Hofstede's four dimensions of culture: there are four types of cultures,

1. The power distance index measures the degree of inequality of power that may prevail in every company and its acceptance among the people, which is again defined as the extent to which the less powerful members of organizations/company/institutions, accept and expect that power is not distributed equally.Decentralization of more may be accepted more here.
2. The second type of dimension is Individualism versus Collectivism (IDV), which shows the degree of connections among the employees within the organization. People from different backgrounds and cultures may have different perceptions and they have different inducements in life, which forms the reason behind a Multi-cultural diversified work team.
3. The third type of dimension is masculinity-femininity (task orientation versus person orientation), masculinity is a preference in society for achievement, heroism, assertiveness, and material rewards for success.  Its counterpart is the preference for cooperation, modesty, caring for the weak, and quality of life. Women, in feminine societies, tend to display different values, they share modest and caring views equally with men. In other words, they still recognize a gap between male and female values. This dimension is frequently checked in highly masculine societies, also it indicates the difference between the emotional status of men and women regards to their decision making in the social system
4. The final dimension of Hofstede's culture is Uncertainty Avoidance (UAI): the degree to which people can control the uncertain situation and how dynamically people can react to it explains well here. An organization where people get a high score in UAI tries to control the uncertain situation arising from unknown sources and they try to predict the situation as much as possible. On the other side, low UAI organization adopts the more relaxed style of management. Employees are ready to face uncertainty and they are more inclined towards surprises and unknown challenges.

2. Power Distance against Individualism-CollectivismCultural Dimensions: for BRICS COUNTRIES: COMPLETE ANALYSIS

CRITICS REVIEW ON HOFSTEDES CULTURES:

• The multicultural diversified organizations may face lots of confusion and misunderstanding. This entire team process is more often seen to be conflicted with each other in the decision-making process.
• ONE OF THE MAJOR CRITICS IS THAT it could not generalize the culture of a wide range of countries and it is reasonable only if human societies are isolated from each other and to work upon that.
• Being loyal and committed to their work, here overpowers their cultural differences in total.
• They do not believe in teamwork and have a little hold on interpersonal relationships,or Opposing this situation, the organization where a low score of IDV exists, a high priority of teamwork for a specific goal can be seen.
• Irrespective of their cultural barrier employees work as a team and they enjoy a strong interpersonal relationship with other members of the group.