Cross Culture Management

6213 WordsJun 25, 201025 Pages
AYEBALE GORRETH RE: NO 099034636 CROSS CULTURE MANAGEMENT PGBM 07 (ASSIGNMENT) TABLE OF CONTENTS INTRODUCTION....................................................................................................................3 1. CROSS CULTURE MANAGEMENT..............................................................................3 2.1 Application of Cross-cultural Theories and Concepts to the Peer Action Learning Sets…show more content…
Better work would not be produced since nobody could object to anybody’s decisions. For as long as results were produced, the rest of the member were not ready to test the credibility of such results. According to Hofstede, in individualist societies people are supposed to take care of themselves and remain emotionally independent from group (Schneider and Barsoux 1997 P.79). According to Morrison (2002) P.139 individualism refers to the extent to which individuals perceive themselves as independent and autonomous beings and at the opposite pole is collectivism in which people see themselves as integrated into ‘in-groups’. Uganda, Pakistani and Thailand cultures are individualistic societies as differentiated from the Indian culture. In the PALS group, Shweta the Indian was always interested in seeing us work as a group yet the rest of us preferred each member producing individual work subject to discussion. Pakistan and India have strong masculinity while Uganda and Thailand are characterized by femininity. Morrison (2002) P.139 further argued that Hofstede associated masculinity with assertiveness, toughness and an emphasis on money and material things and at the opposite extreme of masculinity is femininity which denotes sensitivity, caring and emphasis on quality of life. The masculinity characteristic of Indians was illustrated by Shweta’s ways of forcing her way through to get whatever she
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