Management: Social Responsibility and Page Ref

The average point differential between Japan and Canada on Hofstede’s cultural dimensions is 35.6. The largest differentials between the two cultures are pragmatism (52), uncertainty avoidance (43), and masculinity (42). Given that individualism has the largest differential in favor of Canada, as well as being Canada’s highest scoring dimension, it will be included for analysis as well. (The Hofstede Centre)

The United States is categorized as individualistic. More like initiating alone, achieving alone, and sweating alone not certainly corporative effort. Whereas, more collective societies prioritize group goals over individual goals. Individual members concentrate on devotion towards the group, thus the group takes care of its members. Mexico have more group oriented values; it is considered as a collectivistic culture.

The low-wage workers are deprived of gratitude of their employer/manager, who treat them like animals and set these absurd hoops for their employees to jump through (drug tests:14&moralistic interviews)

Umesh Regmi Dr. Lisa Moody English 101 Section 54 22 November 2014 Time for a Raise “A family with two kids that earns the minimum wage still lives below the poverty line. That’s wrong. Tonight, let’s declare that in the wealthiest nation on Earth, no one who works full time should have to live in poverty.” —President Barack Obama. For the purpose of keeping America out of poverty and increase consumer purchasing power in order to simulate the economy, President Franklin Roosevelt signed the law of minimum wage on June 25, 1938 as a part of the Fair labor Standards Act of 1938. The first minimum wage was $0.25 an hour, which is equivalent to $4.18 in today’s dollars. Started from $0.25 an hour, the minimum wage was raised to $7.25 per hour on July 24, 2009. Although the minimum wage has been increased to $7.25 an hour, the value of it has fallen sharply over the past forty years. In 1968, the federal minimum wage was $1.60 an hour, which translates to $10.90 in 2013 dollars. One of the most important reasons behind declaring the minimum wage law is to ensure that even the lowest-paid workers would receive an adequate level of pay. Adjusted for inflation, the minimum wage raise in 2009 was way lower than it was in 1968. The law that promises to pay its workers sufficient money for their living has failed in past decades. In order to adjust the minimum wage to the inflation, to improve the living standard of the people, and to boost the overall economy of the country,

But research has shown that modest increases like the proposed raise to $10.10 have little to no effect on employment and that affected businesses can absorb them with negligible price adjustments. As the country struggled to pull itself out of the Great Depression, America’s business leaders saw what many employers are coming to recognize today that paying low wages has significant costs for businesses. To build a thriving economy, workers need to be paid wages upon which they can build a

judge conclusively whether the rise to $9 an hour has worked, although Walmart says that the

The country that I choose for the Session Long Project for this class is Japan. By observing the Hofstede’s webpage a person can easily tell that there is a huge disparity in the values of the power distance, individualism, masculinity, and uncertainty avoidance cultural dimensions between Japan and the United States. Japan’s cultural dimension values of power distance, masculinity, and uncertainty avoidance are significantly higher than the values of the United States. The United States’ value in the cultural dimension individualism doubles that of Japan. Japan’s power distance score indicates that the country’s has a borderline hierarchy society while the United States’ fairly low score indicates that the country has the belief that everybody is treated equal rather than having a hierarchy. By observing the individualism culture dimension value for both countries, one can identify that the United States has a more independent society than Japan.

In multinational workplaces understanding how important the significance of cultural differences is larger than we might think. Organizations that are diverse have to work together because their functionality impacts the productivity of the workplace. It is vital to have an understanding the different cultures to develop a strong organization. Certain principles will help you acknowledge that different cultures exist within the organization. As a manager, you have to analyze the reasons for the development of the differences and

7. What are the shortcomings of Hoftsede’s criteria for assessing differences on a global basis? Do you consider that his fifth factor adequately caters for the underlying differences between Asian and Western cultural values?

Cross Cultural management explains the behaviour of people in organizations worldwide, helping managers and firms to understand how to act in business matters dealing with the different cultures. (Adler, 2008)

For instance: “Thus, U.S. managers often have relatively little difficulty doing business in England, because managers in both countries speak the same language, and a common framework exists for understanding both commercial and personal relationships”( DeNisi & Griffin, 2014, p. 56). However, this can open a can of worms if both the in house management and the business country are having issues with the foreign country such as Canada or India; to name a few. These differences can alter the direct business practices to stray from its original format, causing misunderstandings, personal norms, and certain customs to play a major role in the misfortune of the situation being evaluated. “As a result of these and myriad other cultural differences, then, managers may encounter unexpected complexities when doing business in countries where these sort of cultural differences exists” (DeNisi & Griffin, 2014, p. 56).

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.