Organizational And National Cultures Of A Polish Us Joint Venture

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Group Case 1: Organizational and National Cultures in a Polish-US Joint Venture Group 4: Michelle Otremba, Nipa Patel, Laura Pawlusiak, Ann Phillips Question 1: Using the Hofstede’s and 7-D cultural model explain the cultural differences between US and Poland and how they matter to managing the work environment effectively in Poland? Hofstede’s first part of the model, power distance, defines the varying points that cultures are able to deal with inequality. These approaches can be categorized as: inequality can be essentially good or bad, everyone has a place whether it is high or low, most people should or should not be dependent on a leader, the powerful are or are not entitled to privileges, or the powerful should or should not hide or express their power. In this presented case, Poland has a high power distance culture. They express a strong desire and need for hierarchy while the US business culture displays a lower power distance. In Hofstede’s second part of the model is uncertainty avoidance, or a culture’s tolerance of ambiguity. Poland here exhibited moderately high uncertainty avoidance. The Polish workers required and sought structure in their social systems, valuing rules, regulation and predictability. However, based on the case, the Americans were sought to be lower on uncertainty avoidance. Their upper management and executives believed that consensus is not always important and conflict should not be necessarily avoided. They also believe that experts
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