First native women Essay Example | Topics and Well Written Essays - 750 words

First local ladies - Essay Example The reason for Lavell and Bedard for their case of separation was the means by which Aboriginal ladies would lose their Indian status when a non-Indian or a non-enrolled Indian wedded them. What's more, it implied that Lavell’s kids would be denied of their Indian status. Lavell contended that Section 12 (1) (b) segregated the ladies sexual orientation, and the segments ought to be revoked, corresponding to the 1960 Bill of Rights (5). Lavell’s case was the primary that managed separation as a result of sex. As a result of these prejudicial segments, numerous Indian ladies were denied their legacy, and not by the will, but since of an age-old law. Lavell didn't care for how the demonstrations that were set to oversee the Indian stores were being worked, whereby it expressed who isn't and who is recognized as an Indian. Lavell was enraged about how the Indian Act permitted the male Indian, who happened to wed out held their status and had the option to give it to their n on-Indian spouses and to their kids. The male Indian spouses, despite the fact that they some of the time didn't have First Nation family; they were qualified for full status. The consequence of the biased areas was the useful exclusion of in excess of ninety thousand ladies, their youngsters and their companions from their social orders and customary countries (Lavell 7). It caused extraordinary passionate, mental and financial enduring to the influenced individuals. Lavell was not satisfied with this result since when she wedded she was sent a notification presenting that she was not, at this point recognized as an Indian as expressed in Section 12 (1) (b) of the Indian Act. It is on the grounds that she was a no local who had hitched David Lavell a local. These grave impacts for liberated First Nation ladies made Lavell go to court to challenge the Indian Act. Lavell’s guarantee was bolstered by Bedard, who joined her in 1973 when she offered for her case in the wake of losing it at preliminary. Lavell had lost her case on the premise that the Canadian Bill of right

Personal, Social, and Cultural Contexts Established by the Frame Story

Individual, Social, and Cultural Contexts Established by the Frame Story in MAUSÂ Â Â The utilization of the edge story, an all-encompassing account used to associate a progression of inexactly related stories, invades writing. A case of a casing story for a huge scope - integrating an entire book-length work, not a straightforward short story - can be found in Art Spiegelman's realistic novel MAUS. Every one of the account's six areas is surrounded with grabs of the collaboration among Vladek and Art during the meet that apparently happened to make the book. This encircling causes us find out about Vladek's character, which we would not think about from his somewhat level, dispassionate Holocaust story. In coming to comprehend this book, we should likewise consider the way that no work of writing exists in a vacuum, and all writing is influenced by the social and social settings of its writer and its peruser. MAUS is no special case. In MAUS, the utilization of edge stories assists with setting up close to home, social, and social setting for the primary stories told inside. In this push to give scholarly works a type of setting, it appears that there are three channels through which any work of writing can be seen. The first of these is the thing that I will call the individual setting, that is, the data we accumulate about the past encounters of the hero and other focal figures of the work. Plainly, what has befallen an individual, genuine or anecdotal, in the past will permanently illuminate their present and future activities and feelings. The second channel is the social setting: the connections that characters structure among themselves. (In MAUS, I will likewise allude to this as the familial setting, since the focal relationship in the book is... ...e realistic novel. This assists with explaining the social setting where Vladek sees himself. All in all, three distinct sorts of setting are built up by the outline story in the book. These are the individual, social, and social settings which I have portrayed. Maybe there are others, however these three appear to be the most fundamental to understanding the collaboration of writing with its experience culture. As there is peruser reaction analysis, maybe we may propose a school of culture-reaction analysis, gave to understanding the thoughts depicted in writing considering the environmental factors where they were made. Â Captured in a photo, without an edge, You see her standing tall however you see no face to fault. Â Tara MacLean, Let Her Feel The Rain Works Cited: Spiegelman, Art. Maus. New York, Toronto: Random House, Inc. 1973. Individual, Social, and Cultural Contexts Established by the Frame Story Individual, Social, and Cultural Contexts Established by the Frame Story in MAUSÂ Â Â The utilization of the edge story, a larger account used to associate a progression of approximately related stories, swarms writing. A case of a casing story for an enormous scope - integrating an entire book-length work, not a basic short story - can be found in Art Spiegelman's realistic novel MAUS. Every one of the account's six segments is surrounded with grabs of the cooperation among Vladek and Art during the meet that as far as anyone knows happened to make the book. This surrounding encourages us find out about Vladek's character, which we would not think about from his somewhat level, dispassionate Holocaust story. In coming to comprehend this book, we should likewise consider the way that no work of writing exists in a vacuum, and all writing is influenced by the social and social settings of its writer and its peruser. MAUS is no special case. In MAUS, the utilization of edge stories assists with building up close to home, social, and social setting for the fundamental stories told inside. In this push to give scholarly works a type of setting, it appears that there are three channels through which any work of writing can be seen. The first of these is the thing that I will call the individual setting, that is, the data we accumulate about the past encounters of the hero and other focal figures of the work. Plainly, what has befallen an individual, genuine or anecdotal, in the past will permanently advise their present and future activities and feelings. The second channel is the social setting: the connections that characters structure among themselves. (In MAUS, I will likewise allude to this as the familial setting, since the focal relationship in the book is... ...e realistic novel. This assists with explaining the social setting where Vladek sees himself. Taking everything into account, three distinct kinds of setting are set up by the outline story in the book. These are the individual, social, and social settings which I have depicted. Maybe there are others, yet these three appear to be the most integral to understanding the cooperation of writing with its experience culture. As there is peruser reaction analysis, maybe we may propose a school of culture-reaction analysis, gave to understanding the thoughts depicted in writing considering the environmental factors wherein they were made. Â Captured in a photo, without an edge, You see her standing tall yet you see no face to fault. Â Tara MacLean, Let Her Feel The Rain Works Cited: Spiegelman, Art. Maus. New York, Toronto: Random House, Inc. 1973.

Book Riots Deals of the Day for July 17th, 2017

Book Riots Deals of the Day for July 17th, 2017 Book Riot Deals is sponsored today by  JT McCormick, the CEO of Book In A Box and author of I Got There: Todays Featured Deals Graceling by Kristin Cashore for $1.99. Get it here or just click the cover image below: The Girl with All the Gifts by M.R. Carey for $1.99. Get it here or just click the cover image below: In Case You Missed Yesterdays Most Popular Deal: The Rules of Civility by Amor Towles for $3.99. Get it here or just click the cover image below: Previous daily deals that are still active (as of this writing at least). Get em while theyre hot. Ayiti by Roxane Gay for $1.99 Dawn by Octavia E. Butler for $1.99. The Looking Glass War by John Le Carre for $1.99. The Complete Stories by Clarice Lispector for $1.99. Too Like the Lightning by Ada Palmer for $2.99. Mothers Sons by Colm Toibin for $1.99. The Birthday of the World and Other Stories by Ursula K. Le Guin for $1.99. Galileos Daughter by Dava Sobel for $1.99. Brown Girl, Dreaming by Jacqueline Woodson for $1.99. An Edible History of Humanity by Tom Standage for $1.99. Tell the Wolves Im Home by Carol Rifka Brunt for $1.99. Zen in the Art of Writing by Ray Bradbury for $1.99. After Henry by Joan Didion for $1.13. The Song of Achilles by Madeline Miller for $1.99. The Toughest Indian in the World by Sherman Alexie for $1.99. The Last Samurai  by Helen DeWitt for $1.99. The Last Policeman  by Ben H. Winters for $1.99. Notes of a Native Son  by James Baldwin for $1.99. Labyrinths  by Jose Luis Borges for $1.99. All the Birds in the Sky  by Charlie Jane Anders for $2.99. A Study in Scarlet Women  by Sherry Thomas for $1.99.. The Inexplicable Logic of My Life  by Benjamin Alire Sáenz for $2.99. We, The Drowned  by Carsten Jenson for $2.99 Big Fish  by Daniel Wallace for $1.99. The Terracotta Bride  by Zen Cho for $1.40. The Geek Feminist Revolution  by Kameron Hurley for $2.99. The Girl at Midnight  by Melissa Grey for $1.99. Cloudsplitter  by Russell Banks for $1.99. Queenpin  by Megan Abbott for $0.99. The Good Lord Bird  by James McBride for $4.99. The Comet Seekers by Helen Sedgwick for $2.99 Frog Music by Emma Donoghue for $1.99 Bitch Planet, Vol 1 for $3.99. Monstress, Vol 1 by Liu Takeda for $3.99 Paper Girls, Vol 1. by Vaughn, Chiang, Wilson for $3.99. Labyrinth Lost by Zoraida Cordova for $1.99 The Wicked + The Divine Volume 1  for $3.99 The Inheritance Trilogy by N.K. Jemisin for $9.99 The Price of Salt by Patricia Highsmith for $0.99 We Should All Be Feminists by Chimamanda Ngozi Adichie for $2.99 Sign up for our Book Deals newsletter and get up to 80% off books you actually want to read.

Commercial Law - Agency Contract - 1857 Words

Question 1. Outline and describe the ways in which an Agency Contract may be established. Agency According to Nicole Busby, an agency is a contractual relationships that entitles one party to act on behalf, or in favour of, the other party in contractual arrangements with a third party. In this regardthese circumstances, the former is known as an â€Å"agent† and the entity on whose behalf the agent performs is called a â€Å"principal†. Generally, the agency relationships arises in commercial transactions, partnership and employment. The term â€Å"agency† in commercial law is represented in the Latin phrase, qui facit per alium, facit per se, i.e. the one who acts through another, acts in his or her own interests. In terms of agreeing an Agency†¦show more content†¦2006, 6-12) Agency by ratification Ratification is the post-dated approval by a principal of an act carried out by the agent. Such ratification may be express or may be established by the principal’s actings, in particular by accepting without demur the agent’s actions. But the ratifying principal must have the full facts before him and the agent must have made it clear to the third party that he was acting as an agent (Keighley Maxstead Co. V Durant 1901). Furthermore the ratification must be timeous and the principal must have been legally capable of authorising the transactions or act when the agent undertook it (Busby et al. 2006, 6-13). Are all conditions fulfilled we must notice that a third party who contracts with an agent whose actings are subsequently ratified cannot withdraw from the contract (Bolton Partners v Lambert 1889). Agency by necessity An agency by necessity (negotiorum gestio – management of affairs) occurs when and where an agent does what is vital to preserve a principal’s assets, where the principal is not in a position to do so himself (e.g. because the person cannot be contacted), and where it is likely that authority would have been given. The agent (gestor) can get his expenses and be relieved of any liability (Fernie v Robertson 1871). â€Å"The agency by necessity is devoid of prior approval or consent when anShow MoreRelatedAffects of European Law on English Law1370 Words   |  6 PagesQuestion 1:- The European law has affects the current English law by stating which particular bodies of rules needed to be taken into consideration. And the commercial Agents (Council Directive) Regulations 1993 whose passed principles which modified the traditional common-law agency rules has also produced an entirely new and commercially important form of agency. Courts may use the instrument’s preamble or the Directives explanatory notes in order to define the aim of the European DirectivesRead MoreUniform Commercial Code and Common Law Contracts1156 Words   |  5 PagesUCC and COMMON LAW CONTRACTS Introduction Uniform Commercial Code (UCC) entails many underlying laws and requirements governing it in trading within a country and internationally. The international trade part has in recent years raises the question as to whether states should change the laws or not. The current laws can bring about many issues causing the downfall of many large businesses. This makes it hard to conclude on the effect of U.C.C. on international commerce coming along with manyRead MoreThe Law of Agency1024 Words   |  4 Pagesï » ¿The Law of Agency The law of agency was originally formulated in the latter years of the 12th century (Reuschlein, 1990).It found its first application in the slave trade as there was concern relative to who was to be responsible of the acts of slaves. Without agency being applied, the acts of slaves, who were not considered citizens and therefore not subject to being sued, would go uncompensated. Agency laws were formulated to allow victims to see recovery against slave owners. The agencyRead MoreAgency of Necessity1574 Words   |  7 Pages QUESTION: Explain what agency of necessity is and how it may arise. AUTHOR: KATALILO JOY INTRODUCTION This paper will explain what agency of necessity is and how this agency arises. Agency is the work done by an agent. An agent is a person that has a contractual obligation with a principal to bind the principal to a third party without the agent being party to the contract. The contract then becomes one between the principal and the third party. In lay terms, imagine parties A, B andRead More Should Surrogate Motherhood be Allowed? Essay981 Words   |  4 PagesSurrogacy occurs when the birth mother contributes the ovum and the sperm is introduced by artificial insemination. She is a biological parent of the child. Commercial Surrogacy means a business-like transaction where a fee is charged for the incubation period. Lastly, there is a Non-Commercial Surrogacy in which there is no formal contract or any payment to the birth mother. It is usually an arrangement between close friends or family members.(1-10) There is no federal policy on the issue of surrogacyRead MoreShould Surrogate Motherhood Be Allowed?1019 Words   |  5 PagesSurrogacy occurs when the birth mother contributes the ovum and the sperm is introduced by artificial insemination. She is a biological parent of the child. Commercial Surrogacy means a business-like transaction where a fee is charged for the incubation period. Lastly, there is a Non-Commercial Surrogacy in which there is no formal contract or any payment to the birth mother. It is usually an arrangement between close friends or family members.(1-10) Read MoreStrategic Management and Strategic Competitiveness Essay1696 Words   |  7 PagesS. Department of Homeland Security, other U.S. Government civil agencies and selected commercial markets. Headquartered in McLean, Va., SAIC had annual revenues of approximately $10.6 billion for its fiscal year ended January 31, 2012. (About SAIC 2012) SAIC is rank number 5 on the Top 100 government contractors list of Washington Technology; with $4.1 billion in government contracts revenue and $1.4 billion in civilian contracts revenue and approximately 41,000 employees worldwide. Read MoreThe Legal Status Of Surrogate Motherhood1275 Words   |  6 Pagesallowed by law. Legal aspects of surrogate motherhood are governed by the Family Code, the Fundamentals of Legislation on health care. Implementation of the medical component of the surrogate motherhood is governed by Order 67 of the Ministry of Health. Countries where legally allowed surrogate motherhood and reproductive, including commercial: US (in most states, although the legislation differs from state to state.) In states like New Hampshire and Virginia permits only non-commercial surrogacyRead MoreAn Introduction With A Thesis Statement1064 Words   |  5 PagesAssignment D. Josh Rhoderick BUS311: Business Law I Instructor: Daniel Malvin Nov 30th , 2015 Final Paper Proposal: Develop an introduction with a thesis statement for the Final Paper: I have been tasked with figuring out if contracts with several large businesses will be governed by common law or the Uniform Commercial Code. Analyze with the owner formed a contract with the businesses, and apply the five essential elements of an enforceable contract. The business is growing, we want to exceedRead MoreA Critical Analysis Of The Contractual Elements Within The Given Case Study Essay939 Words   |  4 Pageswill offer a critical analysis of the contractual elements within the given case study. Through an application of relevant laws and biblical principles; I will examine the capacity and authority of individuals to facilitate binding contracts, the responsibilities of merchants in the practice of good faith and fair dealing, and the issues of fraud within contracts, implied contracts, promissory estoppel, and biblical dispute resolution. This work will contain three sections. The first, will investigate

William Faulkner s A Rose For Emily And Barn Burning

The of the 20th century was fueled by the domestic changes in American society as a result of struggles faced in warfare directly, as well as, on the home front during World War II. Many endured the result of the war producing inhumane execution, massacres, and mass casualties. Veterans and American believed in the country’s stability and strong structure, as the nation began to weaken, uncertainty and the struggles that resulted from the acts of war generated unease of people who defined a new belief titled: Modernism, neglecting any previous traditions relevancy. William Faulkner, author of stories: â€Å"A Rose for Emily† and â€Å"Barn Burning† represent the processes of perception through the struggle between traditions and personal values. William Faulkner s two short stories, â€Å"A Rose for Emily† and â€Å"Barn Burning†, share similar structure plots of these two different stories, sharing a relatable theme on the effects of a father’s teaching and the impact it has on their children. The protagonists Miss Emily and Sarty are shown making their own decisions in response to what was learned from their environments. Miss Emily lives with her father and the two have a known respectable bond, when Emily’s father limits her relations with any male, Emily sees the age of thirty before she ever considers bringing a romantic interest inside her home. â€Å"None of the men were quite good enough for Miss Emily† (Rose for Emily). Her father’s principle enhances Emily’s thirst for love andShow MoreRelatedWilliam Faulkner s A Rose For Emily And A Barn Burning1447 Words   |  6 Pagesdifferent stories from the author William Faulkner. These two stories are A Rose for Emily and a Barn Burning. Faulkner s short stories are known to be teeming with symbolism, however, this paper will be covering six of the most compelling symbols. The symbols found in Rose for Emily are the house, the corpse, and the rose. In Barn Burning, the wagon, rug and blood will be discussed. The first symbol, found in A Rose for Emily, is the house where Emily and her father live. This houseRead MoreWilliam Faulkner s A Rose For Emily And Barn Burning796 Words   |  4 PagesWilliam Faulkner has said that when you are writing a novel, there is a lot of room to add some fluff and be a bit careless with your ideas, but when writing a short story there is no room for â€Å"trash†, as he calls it. However, this can be a tough thing to do when you have a lot to say. Even Faulkner could have difficulty following along with his beliefs. After having read and considered A Rose for Emily and Barn Burning, I do believe that William Faulkner has been true to his beliefs in both of theseRead More William Faulkners A Rose for Emily and Barn Burning Essay1106 Words   |  5 PagesSymbolism in William Faulkners A Rose for Emily and Barn Burning If we compare William Faulkners two short stories, A Rose for Emily and Barn Burning, he structures the plots of these two stories differently. However, both of the stories note the effect of a father ¡Ã‚ ¦s teaching, and in both the protagonists Miss Emily and Sarty make their own decisions about their lives. The stories present major ideaRead MoreWilliam Faulkner s A Rose For Emily1801 Words   |  8 Pages William Faulkner is known for his many short stories, however, many has wondered what has influenced him in writing these stories. Like his well known, most famous short story â€Å"A Rose for Emily†, which has always been compared to â€Å"Barn Burning†, one of Faulkner’s other short story. It only make sense to compare them two together because these two stories has may similarities , whether it may be in setting , characters or style they favor each other . Nevertheless they also have many differencesRead MoreWilliam Faulkner s A Rose For Emily1810 Words   |  8 Pages William Faulkner is one amazing writing ,who is known for his many short stories .However, many has wondered what has influenced him in writing these stories . Like his well known, most famous short story â€Å"A Rose for Emily†, which has always been compared to â€Å"Barn Burning†, one of Faulkner’s other short story. It only make sense to compare them two together because these two stories has may similarities , whether it may be in setting , characters or style they favor each other . NeverthelessRead MoreWilliam Faulkner’s Barn Burning and A Rose for Emily Essay1157 Words   |  5 Pages â€Å"Barn Burning† is a story filled with myth. This coming of age story features a boy stuck in a family with a father who can be thought of as Satan, and can be easily seen as connected to myths of Zeus and Cronus. The connection to Zeus is further elaborated when William Faulkner’s â€Å"A Rose for Emily† is also con sidered. These two stories along with a few others provided an amazing view of the south. Many characters or families can be viewed as groups that lived in the south duringRead MoreWilliam Faulkner s Literary Accomplishments1753 Words   |  8 PagesWilliam Faulkner was a powerful writer whose highly anthologized works bear the image of the Southern Gothic tradition and the weight of more than half a century of literary analysis and criticism. Despite a vast amount of intense and perhaps belated scrutiny directed at Faulkner s literary accomplishments, the author himself had a vision and scope not to be outdone by his commentators. Between 1929 and 1936, Faulkner published novels with characters ranging from children, thinkers, the insane,Read More William Faulkner Essay1234 Words   |  5 Pages Faulkner grew up in Mississippi in the beginning of the twentieth century (William Faulkner; 699). He was the son to Murray C. and Maud Butler Faulkner (Hoffman 13). Growing up in the South in the early 1900s meant being exposed to harsh racism. He watched the blacks endure unbelievable amounts of cruelty and was amazed at how the blacks conducted themselves with such dignity. He witnessed, first hand, what discrimination is and could not comprehend why this goes on. In many of Faulkners worksRead MoreA Rose For Emily And Barn Burning By William Faulkner1049 Words   |  5 Pages In A Rose for Emily and Barn Burning, William Faulkner creates two characters worthy of comparison. Emily Grierson, a recluse from Jefferson, Mississippi, is an important figure in the town, despite spending most of her life in seclusion. On the contrary, Abner Snopes is a loud, fiery-tempered man that most people tend to avoid. If these characters are judged by reputation and outward appearance only, the conclusion would be that Emily Grierson and Abner Snopes are complete opposites. HoweverRead MoreLogical Reasoning189930 Words   |  760 Pagesspeakers. In 1840, in his introduction to The Philosophy of the Inductive Sciences, William Whewell wrote: We very much need a name to describe a cultivator of science in general. I propose to call him a scientist. Whewells stipulative definition caught on. It has now become a correct lexical definition. Persuasive definitions are another category of definitions. Take the definition of atheist proposed by William, an acquaintance of mine: By atheist I mean a non-Christian pervert who will rot

Cross Cultural Management Free Essays

string(168) " to low power distance culture which means that subordinates are not totally dependent upon their superiors, they like to take their own decision if and when required\." Executive Summary The aim of this report is to provide a framework for understanding the differences in the cultures of India and China and to highlight the adjustments that will need to be made by ABC Ltd. which is based in Northampton, UK to succeed in the innovation co-operation of solar technology solutions in these two countries (Bhasin, 2007). In this paper we have used the historical background of cultures in India and China to define value, traditions, and attitudes. We will write a custom essay sample on Cross Cultural Management or any similar topic only for you Order Now It also highlights the various cross cultural problems and adjustments which the company has to make in order to succeed in India and China. The Conclusion has been drawn after the extensive research in different cross cultural areas where making a small adjustment will make a big difference. To support our research we have used various models which have been discussed by the famous author’s like Hofstede and Trompenaar’s. It also highlights the implications of these cultural differences on management and team member’s practices. 1. Cooperative Strategies 2. Conflict management 3. Decision making 4. Work-group characteristics and 5. Motivation system. With the help of these aspects few conclusive recommendation are made to inform the CEO and the managers of the company to be aware of varying cultures which would help them to have a long-term relationship and successful negotiations. Table of Contents 1. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 2. Literature Review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 1. Geert Hofstede Five Dimensions Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 1. Power Distance Index†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 2. Individualism Vs Collectivism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 . Masculinity Vs Femininity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 4. Uncertainty Avoidance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 5. Long-term Orientation Vs Short-term Orientation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 2. Al(Fons) Trompenaar’s Seven Dimension Model of Culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 1. Universalism Versus Pluralism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 2. Collectivism Versus Individualism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 3. Affective Versus Neutral†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 4. Specific Versus Diffuse†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5. Achieving Versus Ascribing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦. 9 6. Time as Sequence Versus Time as Synchronization†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 7. Inner Directed Versus Outer Directed†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 3. Implication or Impact of Cultural differences on Business Organizations. 9 1. Impact of Cultural Differences on Work-Group Characteristics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 2. Impact of Cultural Differences on Cooperative Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 3. Impact of Cultural Differences on Confli ct Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 4. Impact of Cultural Difference in Decision Making Risk Taking/Risk Avoiding†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 5. Impact of cultural differences in Motivations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 4. Research Findings †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Language Barrier†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Attitude toward A uthority†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Concepts of Time†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Adherence to Rule†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Building Relationship†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Communication Style†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 5. Conclusion with Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 6. References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 1. Introduction The 21st century has brought an era of globalization of the world economy. Since the world has become the local market companies which have branches/offices in different countries are facing various cross-cultural differences. Hofstede (1993) believes that since companies are spreading their business in global stage the core issue which comes out from this is how they should manage various national and regional differences. There is something in all countries called ‘management’, but its meaning differs to a larger or smaller extent from one country to another† (Hofstede G. H. , 1984). It is important for the companies to understand what culture actually means, Hofstede (1984), defines culture as â€Å"collective mind programming which differentiate one group from another culture through set of values†. So these values a nd fundamental assumptions held by a group of individuals are manifested into people’s attitudes and behaviors. Thus, culture difference can lead individual to view similar things in quite different ways. Since India and China’s economy is the fastest growing economy in the world. In the past few years these two countries has experienced an explosion in the field of foreign direct investment. Doing business in India and China provides a very good platform for international organizations, however, it is extremely important for the companies to at the same time there are number of cultural challenges that can create misunderstanding, conflict as well as huge direct or indirect costs to the organization if overlooked. In this report we will discuss and highlight the various cultural differences in management style of Indian, Chinese and British companies with advice to the British Manager’s of ABC Ltd on how to deal with cultural differences and to make a healthy and long-term relation in these two countries. 2. Literature Review In order to understand culture and its differences in more depth we will now discuss the various cross culture models which is discussed by famous authors like Hofstede, Trompenaar’s and Halls. It is important for ABC Ltd and its management to understand what these authors think about various cultural differences especially in countries like China, India and the United Kingdom. In this report we will be focusing on Greet Hofstede Five Dimensions Model and will also touch upon the seven Dimension Models of Trompenaar. This will help the ABC Ltd to understand the basic cultural differences between UK, China and India and make an adjustment in their management style in order to build a healthy and long-term relationship amongst each other. 1. Geert Hofstede’s Five Dimension Model Out of various author’s who came at different times and discussed about culture, Hofstede is one of the most famous, which came with Five Dimensions Model. [pic] (Source: http://www. geert-hofstede. com/hofstede_dimensions. php? culture1=18culture2=42) (Source: http://www. geert-hofstede. com/hofstede_dimensions. php? culture1=18culture2=42) 1. Power Distance (PDI) According to Hofstede (1984) â€Å"that is the extent to which the less powerful members of organizations and institutions (like family) accept and except that power is distributed unequally†. If we see the above table we can find out that India (77) and China (80) has a high power distance score compare to United Kingdom (35). People from higher level management do not like to discuss official matters with the lower level directly. In other words insight or suggestion from lower level employees will not make any impact in higher management decisions. Similarly, China culture is also high in power distance, which means they never question or challenge the capabilities or ideas of their superiors, they like taking orders from their managers and use formal language in the work place. Whereas, United Kingdom belongs to low power distance culture which means that subordinates are not totally dependent upon their superiors, they like to take their own decision if and when required. You read "Cross Cultural Management" in category "Papers" In low power distance people respect their boss because of high quality work and not because he/she holds authority. 2. Individualism Vs Collectivism (IDV) As word suggests individualism, is related to an individual, where every individual is responsible to take care of him/herself, or if required of his own family member. But on the collectivist side people since birth becomes the part of a group or an extended family. They take part in each other happiness and believe in living in harmony. (Hofstede G. , 1980) defined individualism-collectivism as a relationship which prevails in a particular society between an individual and the group. In the above table when we compare India (48), China (20) and UK (89) we can find out that UK is most Individualistic country. It shows UK people are more comfortable doing individual task and believe in achieving individual goals. China, on the other hand, has a collectivist culture and they give more emphasis on achieving collective or group goal. 3. Masculinity Vs Femininity (MAS) As per Hofstede (1984), there are various values which define the characteristics of masculinity culture, for example people are very assertive towards their work, show their aggression and are very competitive task-oriented. On the other hand, qualities which define the feminine culture are caring, very co-operative, and they believe in equal opportunity for everyone. The table reflects that India is medium feminist society (56) as compared to China and UK’s 66. This shows people in UK and China like to be competitive in market by being assertive all the time and also at the same like to get materialistic reward in the form of profits, promotions or bonuses. 4. Uncertainty Avoidance (UAI) As per Hofstede definition (2001), uncertainty avoidance is the degree to which a member of a society is ready to face the uncertainty in life or how much comfortable a person would be if presented with unfamiliar, unseen, unstructured and uncontrollable circumstances and at the same time what efforts the society makes to avoid or control such situations in future. People in high uncertainty avoidance culture tend to feel threatened from unseen circumstances. However, in low uncertainty avoidance culture people are more ready to face the unexpected circumstances. The above table suggests that India (40) is high in uncertainty avoidance then UK (35), and China (30). 5. Long-term Orientation Vs Short-term Orientation (LTO) This dimension was based on more practical terms, because it reflects the values which are important during the long-term and short-term orientation of people’s life. This dimension also plays a very important role for companies who want to establish their offices in India and China. If we see the above table India has scored (61), UK scored (25) and China has scored a massive (118) which clearly indicates from their culture as they believe in harmony relationship and long term benefits. These scores indicates that UK belongs to a short-term oriented culture but in order to succeed in China or in India they have to change their perspective and think from a long-term perspective. They should think about earning market share and market penetration instead of thinking about earning short term profits. 2. (Al)Fons Trompenaar’s Seven Dimension Model of Culture After the extensive studies for over ten years and gathering of data, in the year 1998, management consultant Trompenaar and Hampden-Turner came up with seven dimensions model of culture. It is important for the management of ABC Ltd to understand this in brief because this will help them to understand the various cultural differences that they might face while setting up their business office in China or India. Following are the seven dimensions of cultures: 1. Universalism Vs Pluralism The Universalist society gives a very high importance towards the observance of rules and they believe that rules should be same for everyone in the society regardless to any situation or any circumstances. Where as in a pluralistic culture people give importance to relationships over general rules and laws. They think rules can be amended when it comes to someone close to them. UK follows the Universalist culture whereas India and China follow the Pluralistic Culture. . Collectivism Versus Individualism It is exactly the same as we discussed above in Hofstede five dimensions model wherein, India and China culture are more of Collectivist compare to UK which is an individualistic. 3. Affective Versus Neutral The effective culture reflects the degree to which people show their emotion, where as in neutral culture people do not like to show their emotions to others. Both UK and India have neutral management cu lture where employees do not like to show their emotions at the work place. 4. Specific Versus Diffuse Specific culture reflects a culture where people maintain a distance with their seniors while at work or during working hours but outside working hour they might sit together and share a glass of wine together in some restaurant. On the other hand in diffuse culture people maintain distance with their seniors even outside working hours. UK has a specific culture whereas, China and India shares the diffuse culture. 5. Achievement Vs Ascription As the word suggests, in achievement-oriented society an individual earns the status or respect basis their achievements in life. People respect them because they are capable of delivering high performance and are competent of doing any work. Ascribed status on the other hand is earned basis age, sex or seniority in an organization. UK follows the achievement oriented culture and the promotion is totally based on talent and past records, whereas China reflects the ascribing status culture where status is gained through other means like the seniority or age, it has nothing to do with an individual performance. 6. Time as Sequence Versus Time as Synchronization This dimension is similar to one of the dimensions of Edward T Hall three dimensions model where he described time as monochronic versus polychronic. In monochromic culture, time tends to be seen as limited; and is spent wisely like money. Managers in monochronic culture prefer doing things once at a time or in sequence. Whereas, in polychronic culture time is considered to be unlimited and managers from these culture believes many things can be done at a time. 7. Inner Directed Versus Outer Directed This dimension is similar to Hofstede Risk Avoidance Dimension where people from inner-directed culture believe that they have the power to dominate nature and think that they can choose their own action. Whereas, people from externally-controlled culture see things differently, they think nature is controlling the human kind and thus, their focus is on environment and not on themselves. Source: (seven dimensions of culture, 2011) 2. Implication of Cross Cultural Differences on Management Since we are clear with various dimensions model of different authors it is equally important to know how management decisions are impacted by cultural differences. The entrepreneurs and the managers are very much influenced by their cultural values, norms, experience, surroundings and implement things which they have learned from their culture in their management decision as well. It is important to understand the significant cultural differences between China, India and UK because that is the major aspect which influences the change from one management practices to another. 1. Impact of Cultural Differences on Work-Group Characteristics China is a collectivist society and gives a very high importance towards personal relationship, which eventually also reflects on their work-group environment in every business organization. Following are the steps which a Chinese manager would undertake to get the successful negotiation: †¢ Before entering into any business or contractual relationship Chinese manager would first want to build rapport and try to establish the social and interpersonal relationship with their partners. †¢ Chinese believe that it would not be inappropriate to spend time in developing a healthy and fruitful relation during the process of interaction. According to them that’s the most important part before any successful negotiation. Which eventually help in building long-term relationship In contrast, UK is an Individualist state, UK managers would never want their employees to waste time in building rapport or any interpersonal relationship, and rather they would encourage them to concentrate on their own work. They may also encourage them to learn from each other and try to deliver the superior performance to build the confidence in the minds of management (Pan Zhang, 2004). 2. Impact of Cultural Differences on Cooperative Strategies Entrepreneurs in any country mature by learning things from their social or cultural environment. Their attitude towards cooperation is basically influenced by the values which they learned from people around them or from their society (Pan Zhang, 2004). As we discussed above UK falls in the category of individualistic society and medium masculine which in turn represent they rely on their own idea and thoughts and decide what they should do. Managers in UK company like working alone and are very uncomfortable in co-operating with others, because they give high importance to independence and control. On the other hand, if we see India and China they represent the strong collectivist society and India is also medium feminism, they depend more on groups or institution, and are likely to cooperate because they like to avoid risk and taking responsibilities. 3. Impact of Cultural Differences on Conflict Management India, UK and China has a different style of resolving conflicts, since China and India belongs to high Collectivism in which they give special importance to personal relation, and resolve their conflict through indirect ways and avoid taking the direct method. They try to suppress the conflict by either using the authority or settling things in private. They would not mind negotiating or compromising to end the conflict. UK on the other side comes from individualistic and medium masculine society where managers would not mind discussing the matter in public or directly in person. 4. Impact of Cultural Difference in Decision Making Risk Taking/Risk Avoiding India, China and UK management follow a different approach towards decision making or risk taking. Since India and China belongs to a very high ower distance culture, their managers believe that only the top management can take decision for the company and it will be inappropriate to indulge the lower level employee in decision making process because as per them both parties (higher, lower level people) are unequal and those sitting at higher level are more knowledgeable and experienced then the rest of the people in the organization. In contrast, UK belongs to lower power distance cultu re where management believes that everyone has the right to share their ideas and thoughts in the decision making process. In fact they appreciate and value the interdependence between the superior and the subordinate. 5. Impact of cultural differences in Motivations Motivating employees in an organization is also very much depended upon the cultural differences. Different companies use different methods to motivate their employees depending upon their cultural values (Pan Zhang, 2004). For example: China and India belongs to long-term oriented culture and people working in this culture would like themselves to be associated with an organization for a longer time. As Aguinis (2002) stated, there are various ways of rewarding an employee, rewards depending upon performance is called principle of equity, rewards basis equality known as principle of equality, or reward depending upon the need is called principle of need. In general, management in individualist culture likes to use the principle of equity method to motivate their employees and on the other hand, collectivist culture management will use principle of equality to motivate their employees 3. Research Findings After applying Hofstede and Trompenaar’s cultural dimensions, a cultural comparison is made between UK, China and India. They differ in nearly all the aspects of cultural differences. There are several findings from the above cultural comparison, in order to succeed in India and China ABC Ltd has to prepare them to face these problems efficiently. †¢ Language Barrier: Language is going to be the biggest problem for ABC Ltd, especially while setting their offices and China. It will be very difficult for the management of ABC Ltd to communicate or to co-operate with their Chinese counterparts because people in China prefer speaking in their own language. This would not be a problem with Indian partners. †¢ Attitude Towards Authority People attitude towards authority would be another challenge for ABC Ltd. without understanding the complexity of Indian and Chinese attitude towards authority and how it impact business, they will face hard time implementing their new policies as soon as possible because people would have different approach towards new management and they might struggle to get the best out of their experienced employees. †¢ Concepts of Time Being a polychronic culture, people in India change their priorities depending upon the importance and attitude towards their work. Most companies struggle to meet their deadlines while doing business in India. Adherence to Rule India and China has very high tolerance towards uncertainty. People generally accept the social etiquette rather than general rules and laws. Even after having proper rules and regulations in these two countries the adherence towards these rules are very low and this makes a challenge for any organizations while setting their offices especially when they are forced to implement their home-country laws and regulations. †¢ Building Relationship Both of these countries believes in building relationships and like to build trust and confidence before entering into any contract. Companies fail to understand these small things which later turn into big problems like delayed projects, frustration, and failure to meet the required targets. †¢ Communication Style Indians and Chinese prefer indirect or high context communication. It’s important to understand whole picture, give importance to the body language and emotion because that plays a very important part in indirect communication. Any communication gap can create a large problem and it will be very difficult to overcome especially for someone which comes from direct or low context culture. . Conclusion with Recommendations In order to succeed and to have a fruitful negotiation and a long-term relation in India and China, the management of ABC Ltd should keep these conclusive notes in mind while approaching their Indian or Chinese counterparts. †¢ Since India and China is very high in power distance so it is important that you send the experienced managers from top management for negotiatio ns and later on after the successful negotiation send middle-level managers for paper work and for rest of the formalities. During the initial stage of negotiation it is advisable to have the business card of the managers printed in English on one side and Chinese on the other side. Always present the card to the Chinese counterpart with the Chinese side facing up. †¢ It is vital that UK managers should give importance to rapport building and gaining the trust of both the management because both Indian and Chinese believe in maintaining healthy relationship with their partners. To build rapport they should go out for a lunch with these managers and try to know each other. Develop Language and culture training program for both the countries where training should be focused to overcome jargon words regional ascent, this would be a very good ice-breaker and could make a huge difference in creating a pool as talented people for the company. Send a cultural trainer from UK to incre ase the cultural awareness in these two countries. †¢ It is important while addressing an Indian or Chinese you should always use formal title like Professor, Doctor, Mr. , and Mrs. Followed by the surname and if you do not know their names then Sir or Madam will suffice. Always use the two-way communication model where there is scope of feedback which enables the UK managers that the receiver understands the message in the same way as they want. †¢ Avoid asking direct questions; try to keep negotiations calm and impersonal. †¢ Long-term orientation should be kept in mind while setting policies and introducing it to the Chinese or Indian counterpart, it is important that the managers should focus that these policies are made to achieve long-term goals and establish a long-term relationship with their partners. . References Aguinis Herman, 2002, the Search for Universals in Cross-Cultural Organizational Behavior. Chapter to appear in J Greenberg (ed), Organizational Be havior: The state of the science (2nd ed) Mahwah, NJ: Lawrence Erlbaum Associates. Bhasin, B. B. (2007). Succeeding in China: cultural adjustments for Indian businesses. Cross Cultural Management: An International Journal , 43-53. Hofstede, G. (1993). Cultural constraints in management theories. The Academy of Management Executives, 7(1): pp81-94 Hofstede, G. H. (1984). Cultural Consequences:International Differences in work-related values. Newbury Park, California 91320: Sage Publications, Inc. Hofstede, G. (1980). Motivation, leadership, and organisation: Do American theories apply abroad? Organisational Dynamics , 42-63. http://www. geert-hofstede. com/hofstede_dimensions. php? culture1=18culture2=42 (1967-2009). Retrieved 2011, from www. geert-hofstede. com: http://www. geert-hofstede. com/hofstede_dimensions. php Pan, F. , Zhang, Z. (2004). Cross Cultural Challenges when Doing Business in China. Singapore Managment Review 26. , 81-90. seven dimensions of culture. (2011). Retrieved from seven dimensions of culture: http://www. provenmodels. com/580/seven-dimensions-of-culture/charles-hampden-turner–fons-trompenaars Schneider, B. , Barsoux, J. L and Lawrence, P. (2003) Managing Across Cultures. Harlow: Financial Times Prentice Hall. Trompenaar, F (1993) Riding the Waves of Culture. London: Nicholas Brealey ———— ———– PDIPower Distance Index IDVIndividualism MASMasculinity UAIUncertainty Avoidance Index LTOLong-Term Orientation LTOLong-term Orientatin How to cite Cross Cultural Management, Papers Cross Cultural Management Free Essays string(126) " communication as a transmission of information from sender to receiver, what is understood as a possible to control process\." CROSS CULTURAL MANAGEMENT Under these conditions it is obvious that corporations very often operate in different countries and deal with people from other nations. The Company that makes business outside the home country encounters some difficulties. There are significant differences among countries according to their culture and this affects their relationships between trade partners or cooperating companies. We will write a custom essay sample on Cross Cultural Management or any similar topic only for you Order Now This subject very often is described by Lisbeth Clausen. She is a professor that associates with Department of Intercultural Communication and Management at Copenhagen Business School and she is also affiliated with Asia Research Center. In the International Journal of Cross Cultural Management, 2007 Vol 7(3): 317-332 we can find an article titled: Corporate Comunication Challenges – A Negotiation Culture Perspective, written by Lisbeth Clausen. The article is based on her research project, which examines communication between Danish companies and their headquarters/alliances in Japan. The main interest in this research is related to communications between people in organizations with a global perspective. The author for a year and a half was part of the international news flow research team at Keio University in Japan where she was observing political decision-making processes in the newsrooms at the public service station NHK and also the commercial station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the five Japanese national news producers about their production of international news and also she has compared studies of Danish and Japanese news programs. Her project is supported by the Danish Research Council (LOK). She also has interviewed fifty global managers from Denmark and Japan, paying attention to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her article Corporate Communication and Challenges-A Negotiated Culture Perspective is the essence of her long term studies and hard work. The author’s main thesis is that business culture cannot be defined only in terms of nationality. By the examination of Danish-Japanese business relationships she tries to show that there are other factors like industry, organizational and professional knowledge that shape culture. However that does not mean that national characteristics and values are not important. The article is very well organized. It includes a little introduction to the problems. Lisbeth presents results of her research that she did while being in Japan. She applies concept of negotiated culture to empirical data at both organizational and contextual levels in intercultural encounters. Communication is viewed as a complex, multi- issued, and dynamic process in which global managers exchange meaning (Clausen, 2007). The fact that she based her article on the theories of intercultural communication and negotiated culture and after that lead readers through information obtained from managers engaged in Danish-Japanese business to get to conclusions that support stated by her thesis, strengths this article, makes it clearer and more reliable. Based on the analyses of strategic and operational communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how many challenges are brought about by the globalization. As mentioned earlier the theoretical foundation for these studies is a theory of negotiated culture. According to Brannen and Salk (t2000): national origin is a source of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from different national and organizational cultures deal together during cooperation between corporation from two different countries emerge the specific attributes of a headquarters/partners relationship cultural differences may affect task related issues in unexpected ways The fact that the author indicates all the sources from which she has obtained information presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has collected data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe Company. She conducted fifty interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed made i n both Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner. In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several shoe stores and has spent some time in the showroom. She has thoroughly interviewed managers and directors from so many departments. Besides that she has also interview via telephone the managing director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that let her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a header to make it easier to understand. The author describes different issues step by step without mixing them together. Everything together is connected in the reasonable article and all the conclusions are drawn from all the information presented in there. It gives me an impression that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses involve communication therefore ability to communicate with people from other culture is crucial in global world of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002). There are no doubts that managers and expatriates have big challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I think that this is one of the proofs that Lisbeth tries to be very objective. Western approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. You read "Cross Cultural Management" in category "Management" From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture. She presents different theories of culture at the end she puts essence of all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded while interviewing managers in SHOE Company. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the author indicates as many areas that show differences in culture as possible. The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, still paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but they cannot incorporate everything into a Japanese business setting. Even if Danish managers made so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that force Japanese to modify Danish business philosophy. To convince readers about differences in Danish and Japanese culture Lisbeth gives so many examples from Companies life. SHOE Company has an office in Honk Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is kind of mediator between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and adaptation of the Asian managerial director. The author very good presents a base for her conclusions. She discusses variety of factors that affect her final opinion. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much conservative and spend too much time making sure that everything is perfect before they launch the product. Moreover dominating there vertical hierarchy does not support empower employees. The lack of freedom, independence and personal responsibilities makes business slower and less developed that it could be. Another important issue discovered by Lisbeth during her studies was lack of agreement on distribution channel. There is intermediary system of distribution in Japan, which in Danish’s opinion makes selling prices to go up. Unfortunately the power of wholesalers is overwhelming in the Japanese market, and many department stores are depended on them. Japanese tradition of wholesalers is not possible to change. I think that this example strengths Lisbeth’s article because proofs the assumption that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbet’h took closer look at Product, Brand and Marketing strategy in the SHOE Company. The main strategy of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to promote its shoes as Danish as comfortable, which is accepted by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This totally does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marketing. Similar situation appears if it comes about brand strategy. Living in the global world Danish tries to apply one global strategy to its products, however Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are very visible during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting. They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act totally different and value other things. For them every business meeting it has a form of formal ceremony. It is extremely important for them to attend the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details. They focus on the relationship building. Very often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy spending their private free time for meeting people from work. Lisbeth Clausen has done a very good job collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries. Numerous analyses of certain facts and behaviors let readers better understand stated problem. Examination of the situation that she personally experienced is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of globalization there are many challenges in making business across the countries. Maybe one day I will work for a Company that performs global and I will have to deal with managers from different culture. Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shape communication. References: Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada: North-Western Brannen, Y. and Salk, J. E. (2000) â€Å"Partnering across Borders: Negotiating Organizational Culture in German-Japanese Joint Venture†, Human Relations 53(4):451-87. How to cite Cross Cultural Management, Essays Cross Cultural Management Free Essays The purpose of this essay to demonstrate the cultural differences between the UK manager going to work as an expatriate manager in Colombia. By taking into consideration Hofstede, Bond, Trompenaars and other cross cultural management researchers to advise the UK manager about the Colombian culture, taking into consideration the differences between leadership styles, decision making, recruitment and selection, motivation, planning and team versus individual working. The reason for selecting Colombia was that according to the results by Geert Hofstede, these two countries are very opposite to one another. We will write a custom essay sample on Cross Cultural Management or any similar topic only for you Order Now Therefore it will be good to compare the differences and the similarities between the countries’ culture. According to Adler (1983) Cross Cultural Management is defined as the study of the behavior of people in the organizations located in cultures and nations around the world. It focuses on the description of organizational behaviour within countries and cultures, on the comparison of organizational behaviour across countries and cultures, and perhaps most importantly on the interactional of people from different countries working within the same organization or within the same work environment. As an advisor to a UK company opening a subsidiary and to send an expatriate Manager to work in Colombia, the best way is to enter the country with an acceptance to what is the culture of Colombia, as it is always better to accept and then expect. Hofstede defines culture as â€Å"the collective programming of the mind which distinguishes the members of one human group from another Culture, in this sense, includes values; systems of values are a core element of culture. (Mead et al, 2009) From further research on Hofstede’s culture dimension, we can state that there is a huge different between the UK and Colombian culture. (Hofstede, 2009) Power Distance is the extent to which members of a society accept the unequal distribution of power among individuals. (Ball et al 2004) On the Power Distance dimension (PDI) Colombia scored a comparatively high score of (67). Hofstede, (2011) the score reveal that Colombians are reliant on authority and have leadership that is regularly in a paternalistic approach. This is predictable by workers, they are often loyal and the assumption is that all authority and accountability is at a higher level. Here subordinates are to treat those in positions of authority with particular respect, meaning it is a society that has a very low level of tolerance for uncertainty. The manager knows everything and is all powerful. Harris et al (2004) Management here is seen as being authoritarian, the theory X managers as defined by McGregor. Netmba, (2011) In Colombia the lines of communication in organisation is vertical, subordinates will normally know whom to report to. Companies here are characterised by a less formal controls and fewer layers of management. (Mead et al, 2004) According to Geert Hofstede’s culture dimensions scores, UK has the score of (35) This shows that the UK has a very low power distance, which means that it society de-emphasises the differences between citizen’s power and wealth. It places more emphasis on opportunity and equality for everyone. Managers and subordinates are treated equally. Hodgetts et al, (2003). Here the management style as more of the theory Y manager, as managers are more flexible. (Netmba, 2011) Trompenaars views Individualism and Collectivism dimension as the conflict between groups and individual interest. Triandis, (1994) this reflects the underlying arrangement of society integrated, tight social arrangement involving collective responsibility. (Jhon Martin, 2005) UK has a score of (89) on the Hofstede’s finding, this score indicate that UK has a high score on individualism and a high gross national product and also a free political structure. Here the society are more individuals and are expected to look after themselves and their immediate families only. Mcfarlin et al, 2011) On the other hand Colombia has a score of (13), this indicates the opposite of UK, meaning that Colombia is a collective society, where a favourite for a strongly tie social framework in which citizens are integrated in groups, they expect their clan, families, or other in-group to look after them in exchange for unquestioning reliability. Colombian’s societies are strongly from birth onwards integrated into strong groups, this is often extended family. (Hofstede and Bond, 1988) Colombian people would openly express emotions even in business circumstances, whereas the British would consider such display nprofessional. (Helen Deresky, 2003) UK managers separates work, relationships and personal issues, they compartmentalise their private lives and work, they are more direct and open, whereas in an diffused oriented cultures, such as Colombia, there is spill over from work into personal relationships. (Helen Deresky, 2003) According to Edward Hall Britain is a monochronic time society. To British citizens time is precious and limited resource, it is to be scheduled, saved, and also spent with precision, for the British time is money, and the clock is at all times running. Therefore, schedules and deadlines must to be met, and when others are not on time for meetings, British may feel insulted, when meetings digress from their purpose, British tend to become impatient. (Mcfarlin et al, 2011) However in Colombia attitude toward time is â€Å"manana† meaning tomorrow. From Edward Hall research, Colombian is a polychonic time society. Despite the fact that the British frequently regards a deadline as a firm commitment, Colombians often regards deadline imposed on them as an insult. They feel that important things take long time and therefore cannot be rushed. Colombians are not known for punctuality. They may arrive at a business meeting 15 or 20 minutes late, since this is considered the norm. (Mcfarlin et al, 2011) The UK manager going to Colombia must be careful not to offend Colombians as they misunderstand the local language of time. Polychronic cultures take a more flexible view of time and this may be hard for British to understand. The procedure of relationship building is regarded with much more importance in most part of the globe. It is important for a cross culture manager to be aware of the influence of culture on decision making styles and process. Deresky, 2003) According to Harris et al, (2004) British negotiators are in general speaking objective regarding the precise issue at hand and usually would like to waste no time in getting down to business and making progress. They understand the other’s position, and are marked by tolerance and compromise. Managers here are seen as being one dimensional, mechanistic and c aught in a short term transitional approach. They focus more on formal rules than relationships. According to trompenaars’ dimensions UK is seen as being a high universalism society, However Colombia is seen high on particularism. Hodgetts et al, (2003) Colombian managers would like to take sufficient time to build trust and respect as a basis for negotiating contract. In Colombia personal commitment to individuals, rather than the legal system, form the basis for the enforcement of contracts. UK manager must be aware that relationship building is in fact, the first phase of negotiations with the Colombian. Looking at Trompennars dimension of diffuse vs specific, Colombians are known to have an indirect communication style and they rely on facial expression. With the Colombians it is considered polite to keep close eye contact during conversations. With close friends, women could kiss each other on one cheek or clasp forearms. Men often hug and hit each other’s back. This particular hug is known as the â€Å"abrazo. † (Cultural taboos, 2010) Colombians will also ask numerous polite questions and go through other pleasantries; UK managers should expect inquiries as to your trip, family, friend and health, when greeting Colombians you don’t not rush them, as it is considered callous and disrespect to rush greeting. The standard greeting is the handshake upon introduction and departure. Cultural taboos, 2010) In the other hand communication in the UK will be more direct and reserved; they avoid high pressure tactics and confrontational behaviour. (Harris et al, 2004) Language can also be a pitfall for a British expatriate manger going to work in Colombia. Inability to speak local language can be a challenge; therefore the British manager must learn Spanish when going to work in Colombia as this will help. In C olombia selecting a leader or a manager from a company is the most crucial decision, as they will normally want to know them personally and probably establish friendship. They make decisions on the basis of feelings, rather than experience or empirical evidence of other facts. Cultural taboos (2010) In Colombia before starting a meeting, there will always be a small talk, this is necessary in as its gives manager and subordinate the time to get to know each other personally. It is seen as a good way to establish relationship this is seen as a high priority than just doing business. Most time other cultures doing business with Colombian should wait for them to initiate the business discussion. (Charles, Trompenaars, 2004) At the end of the meeting, do not hurry off; wait a little longer to continue talking with the work colleague or business partners, Colombians will find it impolite and disrespectful to leave immediately following a meeting, this to them suggest that you have better things to do. Therefore a British expatriate manager should take this into consideration as mentioned above, time is not an issue for Colombians, and Meetings will last as long as they need to last, and establishing trust is very important first. (Charles, Trompenaars, 2004) Management nowadays must make sure that they are understanding and being understood across cultural borders. As a UK manager working as an expatriate in Colombia, there are many things to take into account as the two countries are very different when it comes to cross cultural differences and in cross cultural management. Dealing with different culturally teams can be a challenge. The expatriate UK manager going to Colombia must consider and respect that Colombian’s management is totally different from the one from UK; therefore the expatriate manager must show appreciation and consideration of Colombian culture. Uk manager should show tolerance, in respecting Colombian’s cultural views, beliefs and have tolerance for their difference working practices, as mentioned above in the views from Trompenaar, Colombia is seen as a high particularism society, they focus is more on relationship than formal roles, in Colombia the business set is very formal and the expatriate manager from UK will be more successful if he bears in mind the importance of being polite at all times. And treat people in positions of authority with respect. It is better to make an error on the side of being excessively formal rather than to jeopardize a business relationship by being too informal and appearing flippant. Cultural taboos (2010) whereas in the UK this is not the case. British society is seen as high universalism, they focus is more on formal rules than relationships, here business contract are adhered to very closely, and they believe that â€Å"a deal is a deal†. (Hodgetts et al 2003) The UK expatriate manager must also have the knowledge of the Colombian organisational culture and history, as this will help him know exactly what to expect from the Colombian working trategy, and learn who has the authority to decide on settlement and on the decision making. He must also take whatever step that is necessary to gain an in depth understanding of Colombians, and how they negotiating styles, views of process, and cultural values may come to play. Another important issue that the UK expatriate manager should consider is language, the lack of foreign language skills will put the British manager at a disadvantage, as verbal communication is important. In Colombia business is done in English and in Spanish, therefore the British manager should consider learning Spanish before taking the challenge of working in Colombia. In Conclusion a manger moving to work from one country to another, must know that it is not an easy issue but a challenging one. Cross cultural manager must learn the differences management styles between the host country and the visiting country. Taking into consideration their cultures differences, value, beliefs and norms. References Dereskey, E. (2011). International Management, 7th Edition. Prentice Hall Dereskey, E. 2003). International Management, 4TH Edition. Prentice Hall Mcfalin, D. , Sweeney, P. (2011). International Management, 4th Edition. New York Harris, P. Robert, T, . Moran, S, . Moran, V. (2004). Managing Cultural Differences, 6TH Edition. USA Hampden, C, T, Trompennar, F. (2004). Building Cross- Cultural Competence. UK Hodgetts, R. Luthans, F. (2003) International Management, 5TH Edition Mead, R. , Andrews T. (2009). International Management, 4th Edition Wiley Nancy J. (1983). The Academy of Management Review Cross-Cultural Management Research: The Ostrich and the Trend Cultural taboos (2010) Available at: http://www. circlesofexcellence. com/blog/? tag=cultural-taboospaged=2 [accessed: 21 March, 2011]. Colombian culture tips Available at: http://rw-3. com/tag/colombian-culture/ [accessed: 19 March, 2011]. Intercultural Management, UK. Being a Manager in United Kingdom http://www. kwint essential. co. uk/intercultural/management/uk. html [Accessed: 20 March, 20011]. Theory X and Theory Y Available at: http://www. netmba. com/mgmt/ob/motivation/mcgregor/ [accessed: 19 March, 2011]. APENDIX Geert Hofstede Culture Dimension See: http://www. geert-hofstede. com/hofstede_dimensions. php? ulture1=94culture2=19 High Context vs. Low Context Take a look how members of high and low contextual cultures see themselves and their opposites: High Context Communication †¢polite †¢respectful †¢integrates by similarities/harmony †¢not directLow Context Communication †¢open †¢true †¢integrates by authenticity †¢direct High Context claims Low Context †¢impolite †¢Ã¢â‚¬Å"cannot read between the lines† †¢naive †¢no self discipline †¢too fastLow Context claims High Context †¢hiding information †¢not trustable †¢arrogant †¢too formal †¢too slow See:http://globthink. com/2009/06/24/indirect-comm unication-and-indirect-leadership-in-asia/ How to cite Cross Cultural Management, Papers

The Romantic Period Nathaniel Hawthorne free essay sample

This paper examines three of Nathaniel Hawthornes works that demonstrate his characterization as a Romantic writer. This paper begins with a discussion of the Romantic Period, and then turns to Nathaniel Hawthorne, a writer of that time. Three of his works, Young Goodman Brown, The Ministers Black Veil, and The Scarlet Letter are discussed as examples of writings of the Romantic Period. The Romantic Period can be characterized by four things, a return to nature and to belief in the goodness of humanity; the rediscovery of the artist as a supremely individual creator; the development of nationalistic pride; and the exaltation of the senses and emotions over reason and intellect (Encyclopedia.com). Nathaniel Hawthorne is one writer whose work is generally classified as Romantic. By looking at three of his important works, we can see how Hawthorne meets the criteria of a Romantic and also how Hawthorne goes beyond this definition, not only making a comment on the place of humans, but actively encouraging all humans to reconsider their place in the world. We will write a custom essay sample on The Romantic Period: Nathaniel Hawthorne or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page