Reference no: EM133945281

Questions

1. Masculinity pertains to the level of traditionally maintaining values such as lack of concern, materialism, and assertiveness. In comparison, values such as quality of life, relationship, and respect for others. For instance, in Austria and Japan, women are expected to raise children and stay at home with high masculine society. Generally, impinging on employees' lives is significant job stress and organizational interest. One finds less job stress and less conflict in countries with low masculinity, women appointed in high-level jobs, and a decreased level of assertiveness (New Zealand and Switzerland). The four cultural dimensions are not in a vacuum. Instead, these are interrelated, interdependent, and complex in their effect on behaviors and attitudes within the work environment. Once more, international managers must note that assessing an entire country based on one cultural value dimension is basic. Hence, a potential oversimplification for the differences may happen based on individuals, regions, and subcultures. A possible study is to replicate Hofstede's research in this period and observe whether the countries studied within the same categories remained the same. Assuming many countries shifted from one value dimension to the next due to complications of the business environment, brain drain multiculturalism, technological advancement and globalization, and many more.

2. Particularly, culture assumes a significant management purpose on specific management functions. Imposing a new set of values and beliefs on another society is specifically noticeable. For instance, American managers plan activities, regulate them, and pass judgment according to a belief that people have direct control over its outcome, instead of assuming that any plan's success depends on Allah's will, as managers of any Islamic nation tend to believe. People in the world relate and understand others based on their culture, called the self-reference criterion.

3. As an initial step, international managers should increase their cultural sensitivity by understanding their culture. This level of awareness assists them in protecting against adopting an ethnocentric or parochial attitude. Ethnocentrism is an attitude based on the assumption that their doing methods are always the best in any condition. Parochialism happens when an American expects other countries to adopt a behavior pattern typical in America immediately.

4. Lack of cultural sensitivity in any company, large or small, has demonstrated this with the detrimental result. After examining his own culture, the manager should establish a practical cross-cultural relation to develop cultural sensitivity. It is not enough for managers to be aware of cultural variables but must appreciate cultural diversity and possess the skills to produce constructive working relationships with anyone.