Hofstede, Cultural Constraints in Management Theories

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

The works cited help to navigate corporate values through the knowledge of cultural context. Corporate values is often time directly correlated with the influence of the corporate culture. In fact, Greg Medcraft suggests corporate culture is created through the implementation of corporate value (2016, p. 456). This research seeks to help prove the notion that corporate values, translated to principles within the organization help to build a genuine perception which can motivate employees within an organization. Ickis (2016) writes research that shows the importance of acknowledging corporate values among a shift in cultural context, specifically in South America. Recognizing that culture shapes an organization’s values prove the importance or knowing the culture within which the organization is found, which is known as relatedness. Sokhartov and Folta (2015) discuss the connection of relatedness as the drive of corporate values. More simply put, or corporation’s relation to the culture within which it operates will influence the corporates values. This is simply another way to state what Medcraft argues in his

The major problem every company encounters is the structure or hierarchy of the organization. Usually, it is in the form of a pyramid and gets narrower as it rises resulting in the few people on the top of the pyramid gets more advantages in the company. But the lower level employees are not given that importance when it comes to the utilization of the benefits provided by the company.

Unfortunately, if managers are stressed and does not have to staff to get make any production in the company, they will falter and become frustrated.

This structure is the traditional way of arrangement of employees in an organization. The main drawback of this structure is that it creates a huge difference between the leaders and employees. “When too much power lies in the hands of a leader or a group of leaders, power sets in. This may cause leaders to avoid internal feedback in deciding direction and strategy for the company”[ Kokemullar, Neil. "Pros & Cons of a Hierarchical Organizational Structure." Azcentral. July 27, 1995. Accessed September 17, 2014. http://yourbusiness.azcentral.com/pros-cons-hierarchical-organizational-structure-1208.html.]. Bureaucracy becomes a problem when a manager fails to maintain the organizational hierarchy.

On the one hand the structure might be very complex and employees become confused by different orders from different managers and departments. This kind of miscommunication could lead to unclear roles in the mind of an employee, which could lead to dissatisfaction or low morale. Also this structure requires more managing staff in order to keep up with the system, which results in extra payroll expenses. These extra expenditures burden a company’s resources and could lead to further internal conflicts caused by the competition between managers. (Gareth R. Jones,

Cultural assumptions can influence not just an individual 's behavior, but companies ' strategies and the way they choose to structure their organizations. The systems they use to motivate employees and control the organization similarly may be "culture bound," meaning that the underlying cultural assumptions are from the home country. Culture and the systems work as intended there but may not work when they are transferred and used elsewhere. Companies should understand that to be effective their structures and systems need to "fit," or be in alignment with, the culture and conditions of the countries in which they are operating.

Professor G • Hofstede culture more than fifty countries around the world conducted the investigation , analysis and comparison . In the field of international academic Professor G • Hofstede study is considered the cultural differences and cultural differences affect the authority of the management strategy. In the global economy , and the world are focused on the development of the company 's strategy on how to meet the largest market , the largest customer of products and services and the study of different cultures and values is the key to the success of such a strategy .

Although research into culture has been limited, compared to studies of other contextual variables, it remains relevant. Hopwood (1986, in Fauzi & Hussain 2008) stressed the importance of culture in MCS design with social control and Simons (2000, in Fauzi & Hussain 2008) with boundary system, which plays a negative, limiting role for company’s new opportunities. The basic view is that culture will impact the development and effectiveness of MCS (Chenhall 2003). The most frequently used culture classifications are the ones by Hofstede (1984, in Chenhall 2003) including following dimensions: power distance, uncertainty avoidance, and individualism and collectivism. However, these results in some limitations: a study using only Hofstede values may omit other relevant values; the values assigned by Hofstede may not be applicable to the country due to education and globalisation. What is more, such values may not apply equally to all individuals within a culture.

Cultural influences on organizational cultures and practices have become a very important research topic in the field of management and organization since the last decades of the 20th century. National culture has been seen as one of the most influential situational factors, which determine organizational phenomena. More recently, after the collapse of socialism, the role of national culture in organizational practices in countries that are in transition is becoming a widely recognized and studied topic. However, empirical studies about cultural influences on organizational

Culture • Culture – a community’s set of shared assumptions about how the world works and what ideals are worth striving for. • Culture can greatly affect a country’s laws. • Culture influences what people value, so it affects people’s economic systems and efforts to invest in education. • Culture often determines the effectiveness of various HRM practices. Culture • Cultural characteristics influence the ways members of an organization behave toward one another as well as their attitudes toward various HRM practices.

(E.g. Lack of employee training, difficulties of evaluating performance, legal and regulatory compliance, work environment/ergonomics, poor or indecisive management, interrelationships between people and groups, and lack of employee support and participation.

In terms of increasing globalisation, there is the need and necessity for managers to be aware and – more importantly- to understand different cultures and hence to be successful in world of high cultural connection. Culture demonstrates shared values and attitudes. It cannot be only classified by its geographical boundaries but also by a subcultural, e.g. gender, ethnic and an organisational context and is influenced by historical, social and political issues (Cavusgil, Knight and Riesenberger, 2008). The impact of the British on the Indian business culture is reflected in the well- educated Indian bureaucracy and the fact that English is taught in schools. However, cultural differences shouldn’t be neglected. In this point managers should consider in which degree natural culture contrast or is integrated in organisational culture and its impact on the previously mentioned challenges.

According to Peter Drucker, one of the most prominent business gurus of recent times, management is a timeless, human discipline. It has been used to build the Great Wall of China, to run empires and armies throughout history, and guide the development of the joint stock company, which has been the key institution in the development of the joint stock company which has been the key institution in the development of modern capitalism. If there is a lack of communication in an organisation there is tendency that the organisation will fail in achieving its goals and objectives more so, if there is lack of encouragement in terms of motivation as regards to salaries or better still working hours of the employees are not suitable for them the level of absenteeism will rise and recruiting an inexperience managers will only worsen the case. Organisations should be very careful when choosing the management style in order not to create chaos within the employees and also chose a suitable management style that welcomes equality and diversity principles so as to create a good working atmosphere and embrace all cultures within and outside the organisation environment.

Employee fails to live-up to the conditions set by the management or neglect to adhere to