ofsted e 's national cultures
• measures & compares cultural dimensions of different countries & demonstrates that there are
national &
regional cultural that affect the behaviour of organisations
( study over 1100,000 IBM
groupings each dimension
scored btwn 1 to 120
.
-
employees in 50 countries -
assessed them on 6 dimensions ,
.
som e societies value the performance of individuals & some
↳ •
value performance of team
T1 DV = lack of
•
.
Has important implications for financial rewards (bonuses)
connection & dinterpersonal sharing of
of responsibility .
Ppl 's timed freedom valued d rewards
given .
d l DV
strong cohesion work done for intrinsic res onas
group
-
•
,
tradition
age wisdom all respected & introduced slowly
-
.
, ,
Too extent to which inequality is tolerated & if theres
.
strong sense of position & status .
• r PD -
national culture
encourages bureaucracy d
r respect for authority & rank
Lawton
.
tr PD
encourages flatter organisational structures
. -
& a greater emphasis on personal responsibility &
Effort
fEeaFE9owEniEFI E m9n
emphases national cultures have on the
time horizons for business
planning objectives d performance ,
Some countries place
greater emphasis on short term
•
EEE:Igi::ihnen:3:: :::L;
(
* a*arent www.n.sa.eau.mg T LTO -
t respect for tradition with Icommitment rewarded
loyalty
d levels A risk work outside
accept rules & embrace od LTO & remphasis on
equality & individualism
promotes creativity
-
- -
,
dfqna.ge#.efupwpeoftrennuees7aatatnqYTmariYy EFFIE
'
.
B.Differences in decision
making stylefact based
.
.
Masculine approach hard
edged aggressive
°
Allows free
-
gratification of basic & natural human drives
- .
, ,
.
p feminine decision making A consultation & intuitive
analysis
. "
-
having fun
.
-
Men allowed to be sensitive
Restraint strict social norms
.
-
.
.
freedom of speech & leisure (Europe & America)
• measures & compares cultural dimensions of different countries & demonstrates that there are
national &
regional cultural that affect the behaviour of organisations
( study over 1100,000 IBM
groupings each dimension
scored btwn 1 to 120
.
-
employees in 50 countries -
assessed them on 6 dimensions ,
.
som e societies value the performance of individuals & some
↳ •
value performance of team
T1 DV = lack of
•
.
Has important implications for financial rewards (bonuses)
connection & dinterpersonal sharing of
of responsibility .
Ppl 's timed freedom valued d rewards
given .
d l DV
strong cohesion work done for intrinsic res onas
group
-
•
,
tradition
age wisdom all respected & introduced slowly
-
.
, ,
Too extent to which inequality is tolerated & if theres
.
strong sense of position & status .
• r PD -
national culture
encourages bureaucracy d
r respect for authority & rank
Lawton
.
tr PD
encourages flatter organisational structures
. -
& a greater emphasis on personal responsibility &
Effort
fEeaFE9owEniEFI E m9n
emphases national cultures have on the
time horizons for business
planning objectives d performance ,
Some countries place
greater emphasis on short term
•
EEE:Igi::ihnen:3:: :::L;
(
* a*arent www.n.sa.eau.mg T LTO -
t respect for tradition with Icommitment rewarded
loyalty
d levels A risk work outside
accept rules & embrace od LTO & remphasis on
equality & individualism
promotes creativity
-
- -
,
dfqna.ge#.efupwpeoftrennuees7aatatnqYTmariYy EFFIE
'
.
B.Differences in decision
making stylefact based
.
.
Masculine approach hard
edged aggressive
°
Allows free
-
gratification of basic & natural human drives
- .
, ,
.
p feminine decision making A consultation & intuitive
analysis
. "
-
having fun
.
-
Men allowed to be sensitive
Restraint strict social norms
.
-
.
.
freedom of speech & leisure (Europe & America)
