Personality and Cultures

Over the last 100 years, the underpinning concepts in the fields of psychology and counseling were wrought. Within this period, these concepts have transformed and evolved from somewhat crude conceptions of the psyche toward more holistic interventions and approaches. As the profession continues to move forward, adaptations of the original theorists regarding the nature of man and the development of personality continue to emerge. These adaptations, along with the integration of new concepts and ideas, continue to contribute to the field. The author describes his view of man and human nature, personality development, and explores potential implications for counseling.

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This paper was conducted as a Discussion Board Post assigned by Professor J. Reinke of: Liberty University, Graduate School of Business, Lynchburg, Virginia 24515.

In this paper I will begin by defining personal culture and national culture. After, I will then elaborate my own personal and national culture. I will continue to talk about the subject with the person that I have chosen for my cultural group, my mother, and I will identify her personal and national culture. Lastly, I will talk about my own personality and how it has a connection with my own natural culture; knowing this is important, it lets us know who we are, and how we act with people who are from different cultures.

Fall 2009 This case was prepared by Itir Karaesmen and Inbal Yahav of Robert H. Smith School of Business at University of Maryland, College Park. The names, locations, and other information included

Location. The principal office of this chapter shall be at the University of Florida, Hough Graduate School of Business – 1404 Union Rd, Gainesville, FL 32611

However, outside of the senior management team an all-encompassing belief in the culture is less pervasive, and use of the culture as a management tool is less effective. An employee’s understanding of the company culture is impact by the employee’s national cultures and the location of business unit. Outside of the United States, particular in my experience in Asia, when the company’s credo is translated into local languages, like Chinese and Thai, the words often do not carry the same meaning. Even with transliterate the credo is not easily understood. This was recognized by Halsall in 2008 who noted that national cultures may share different common values creating a challenge for standardized management practices. We also seen that whilst many employees appreciate the credo their motivation is driven by other needs, such as the security that the wage brings, and the impact that the financial rewards can bring to their families. In these instances the level of the financial reward far out weights the importance of company culture or working environment.

An attitude are the long lasting beliefs, feelings, and behavioral responses towards social objects such as other people or issues (Attitudes and Behavior, n.d.). Attitudes can either be positive or negative.

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

This research is being submitted on March 9, 2014, for Dr. Reshowrn Thomas’s BUSI-604 International Business course.

Brian J. Franklin, BBA Accounting ‘12, College of Business and Public Policy, University of Alaska Anchorage, 3211 Providence Drive, Anchorage, AK 99508, 907-268-4233 Ext. 401, bfranklin@frontiertutoring.com

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An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

SUBMITTED TO PROF. NEIL COHEN School of Business and Public Management The George Washington University