International Perceptions Of Management As An American Invention

932 WordsDec 15, 20154 Pages
International Perceptions of Management Hofstede once said, “Management as the word is presently used is an American invention. In other parts of the world not only the practices but the entire concept of management may differ” (Hofstede, 1993, p. 81). Adding this difference in the perception of management to the already existing cultural difference creates another layer of complexity as well as an additional potential for cross-cultural friction. While these differences affect things like chain of command, they also impart differences in what is considered acceptable workplace behavior as illustrated by Todd’s experience in Italy. The Italian experience also highlights how cultural models, while helpful, do not apply uniformly. Italy is…show more content…
India Todd also has experience working with teams from India. “People from India have a different work ethic than do the people from the US – they just work harder. They do not generally show up to work until mid-morning, often 9 am or 10 am, but usually work until 7 pm and often later. Adjusting to their ethic and hours was not difficult, adjusting to their work by “task” mentality was” (Ricketts, 2015). He goes on further mentioning the task mentality of people from India. When working, they are driven by completing tasks, not being inquisitive. He gives an example of filing a report with numbers- if the numbers don’t seem to make sense a U.S. employee would look into, be curious and want to fix the problem at hand. On the other side, an Indian employee would just finish the report and not try to problem solve. When delving further into his experiences and observations of his Indian co-workers, he states that “people from India usually have a very submissive personality so much so that although they may not understand a task, they will not ask enough questions to further the outcome” (Ricketts, 2015). This could be due to the appreciation for hierarchy in India. According to Hofstede’s National Culture Dimension scores, India scores high on power distance. Power Distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally (What about India). Employees
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