TITLE: Managing cultural differences
Discussion of cultural frameworks 3
My cultural background and discussion of my cultural scores 6
Recommendation on cross cultural management 7
References list 9
Cultural practices in different regions of the world are different. In managing a firm in a particular region, a manager should thus understand the effective cultural practices in the region so as to conduct management in an effective manner (Joint, 2013). The cultural practices determine the expectations of the workforce from the manager and the conditions required by the workforce ...view middle of the document...
It describes the extent to which the individuals of the community accept that the power in organizations is distributed. It analyzes that large distance power communities accept a hierarchical order in which everybody is an occupant. On the other hand, people in communities with small power distance tend to strive for power equality (Getz et al., 2010). The people thus strive also for justice in the equality. Cultures vary in the power distance parity and countries are measured in a scale that ranges from one to a hundred depending on the size of the power distance in the average community. Australia on this dimension scores 36. The organizations in Australia have hierarchy established for efficiency. Both the employees and the managers expect to be consulted and thus share information frequently. The organizations are characterized by informal and direct communication (Stanwick et al., 2013).
The second dimension as discussed by the Hofstede cultural framework is the individualism. It is an expression that stands for a preference of individuals to take care of themselves and their immediate families. However, individuals do not expect much from their relatives and the community at large. In this dimension, individualism is compared to collectivism; a term that refers to the preference of people expecting relatives and the close community members to look after them for loyalty. In this dimension, the scale measures the level of individualism. Australia scores 90 on this dimension. It shows that individuals in Australia are highly individualistic and thus an individualistic culture is practiced (Cantwell et al., 2010).
Masculinity is the third dimension discussed in the cultural framework. Individuals in masculine societies value achievements and successes more than in feminine societies. In such communities, males dominate a significant portion of the community and the power structure. The females in such societies tend to shift towards the male role. The other term used to describe this dimension is the femininity (Chen et al., 2010). A feminine community is a society that considers caring for others and quality of life important.in this dimension the scale measures the level of masculinity in a region. In regard to this dimension, Australia scores 61 and it is considered a masculine community. Moreover, the citizens of Australia are proud of their achievements in life, and thus offer a basis of promotion in the workplace. It is noteworthy that in Australia, conflicts are resolved at the individual level, and the main aim is to win (Hofstede, 2011).
The next dimension in this cultural framework is the uncertainty avoidance. It denotes the extent to which members of a society, feel uncomfortable with ambiguity and uncertainty. Regions that are characterized by strong uncertainty avoidance tend to uphold rigid codes of belief and behavior. On the other hand, communities that are said to have weak uncertainty avoidance are those that uphold a...