Socio-Cultural Environment in Uae

Management Summary This Bachelor Thesis will yield insights in the applicability of motivational theories across cultures. Within a globalizing working environment this research will provide relevant information on how to motivate employees with a different cultural background. The research combines the theory of Hofstede’s four dimensions (Power Distance, Uncertainty Avoidance, Individualism/Collectivism and Masculinity/Femininity) with two theories of

Although, the Japanese business culture involves a more democratic and participative approach to the decision making process by seeking consensus based on who’s allowed at the table. There is a strong seniority system, stresses in rank, and the upper level management is tasked with looking after employees, which influence relationships dynamics. Moreover, the person with the highest status usually speaks first and has more influence. (Deresky, 2014) While in Mexico, the authoritative hierarchical decision making process where lower level employees are not involved and it would be seen as inappropriate. Moreover, the employees have confidence in the credibility of the manager and therefore their decisions. (Commisceo Global, 2017)

Monochromic cultures tend to be focused on the schedule, on doing one thing after another. Usually in sequence. Western cultures are very monochronic, particularly, countries like the United States, Switzerland, and Germany. For instance, it is common for people from these cultures to schedule a day full of meetings. Agendas ending promptly and moving to the next meeting one right after the other. This approach does not work well in the east and Middle East regions, where culture is polychronic. The sequential approach can send the wrong message and often offend the people from polychronic cultures. Focusing on the schedule, the wrong message can be sent and misunderstanding can result. Differently, polychronic time orientation is very practical plan on doing more than one thing at the time. Polychromic individuals will take the time to build the relationship, and expect people to do the same for them. They plan on doing multiple things at one time.

The first main cultural difference would be power distance. The power distance dimension indicates “the point at which the less powerful members of organizations and institutions accept and expect that power is distributed

Scholars are required to explain the ethical implications of cultural abuse of leaders and manager power. The culturally abusive power selected is nepotism. An explanation will be provided as to why nepotism could be considered as culturally abusive. Also, a discussion regarding possible ways diversity could redirect the influence of nepotism. Nepotism is the power leaders and managers utilize to influence companies or organizations to give preferential treatment to friends, and relatives; particularly, as it relates to employment.

Power Distance is the dimension that deals with the fact that all individuals in societies are not equal it expresses the attitude of the culture towards these inequalities amongst us. At 80 China sits in the higher rankings of power distance a society that believes that inequalities amongst people are acceptable, therefore subordinate-superior relationship tends to be polarized and there is no defence against power abuse by superiors. Individuals are influenced by formal authority and sanctions and are in general optimistic about people’s capacity for leadership and initiative. People

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

Employee involvement and participation (EIP) became known as part of the new HRM practices of the late twentieth century when stable economic conditions encouraged employers to adopt them. While the method of choice varied between organisations and sectors, the general view was that it is beneficial for a company’s employees to be involved in management decisions. In the UK, workplace employment relations surveys (WERS) showed that direct forms of EIP (employee involvement) became more widespread through to 2004, whilst indirect participation (employee participation) became less extensive (Kersley et al. 2006). This might well be due to the fact that there is a need for the employees to be fully engaged with their work by having more information about their organisations’ activities and increased opportunities to use their experiences and unique knowledge to improve customer service.

The dimension of power distance affect the HR activities by reactions to management authority differently among cultures. There will be greater status and authority differences between superiors and subordinates if the power distance increases. The next factor is individualism which it can up to which people in a country prefer to act as individual in the group. Asian countries more toward to group-oriented meanwhile United Stated more prefer to individualism. The last factor are masculinity and femininity which means masculine is for men and femininity is for women. The person with assertiveness, success, and competitiveness well known as masculine meanwhile feminine known by quality of life, close personal relationships, and

Here the cultural values by Eric and Indian employees show the differences in terms of power, position, relationship, and rules. The entire report is focussed on the cultural differences in India and the west.

This paper will be about the relation between the cultural dimension ‘power distance’ and three management principles we chose and will also be about the applicability of these management principles. This is quite interesting because even though we know that the cultural dimensions, by Geert Hofstede, and the management principles, by Fayol, have something to do with each other, the more the cultural dimensions differ, the more the ranking of the management principles will differ in the compared countries. We will now try to find out if some of these principles are more linked to a certain cultural dimension, in our case Power Distance, than others and we will find out whether these

As far back as history can be told mankind has struggled between balancing culture, power and politics. Many wars have been fought and many people have placed their lives on the line in order to stand up for what they believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s business environment individuals have much more to worry about than just completing their assigned tasks. Organizational culture, power and office politics influence day to day operations as well as govern the atmosphere within the organization. The amount of impact that power and politics have in the workplace, directly reflect the organization’s culture formally as well as informally.

Ping Ping Fu and Gary Yukl believed that people from different cultures deal with the difficulties of exercising influence differently. According to Smith and Peterson, to understand cultural differences, international relationship, and various influences in cross-cultural cooperation are necessary for managers under 21st century globalization. The authors also believed that the managers who have strong cultural awareness

The most recent studies in cross-cultural management reveal that the culture is a very expansive subject for organizations to study, especially for organizations, which hire the most diverse workforce. One definition of a diverse workforce could be as the one, which comes from different ethnic and demographic backgrounds (Plessis, 2011). For studying culture of the diverse workforce, there are two parts to study, the implicit and the explicit culture. The explicit culture includes behavior while the implicit part involves norms and values of individuals (Guang & Trotter, 2012). The explicit culture is already known when workers stay and work in a firm for a length of time, but the most difficult is to understand the implicit culture which is obscured in form of norms and values of the workers. Due to the differences of cultures, workers hold a great potential of variance, variety in terms of their explicit and implicit parts of the culture. The

UAE is located at the southeast end of the Arabian Peninsula on the Arabian Gulf sometimes referred to as Persian Gulf, bordering Oman , and Saudi Arabia to the south, sharing sea borders with Qatar and Iran (CIA World Factbook). The population is estimated to be 9.446 million and consists of 1.4 million Emirati citizens and 7.8 million expatriates, majority of whom came from India, Pakistan, Philippines and other Arab countries. It was established in 1971 as a federation of seven emirates (states). Each emirate is governed by a monarch; together, along with some elected representatives, they form the Federal Supreme Council – legislative organ. One of the monarchs is selected as the President of the United Arab Emirates.