英语本科毕业论文what are the most important culture differ.docx
- 文档编号:1324297
- 上传时间:2023-04-30
- 格式:DOCX
- 页数:7
- 大小:18.89KB
英语本科毕业论文what are the most important culture differ.docx
《英语本科毕业论文what are the most important culture differ.docx》由会员分享,可在线阅读,更多相关《英语本科毕业论文what are the most important culture differ.docx(7页珍藏版)》请在冰点文库上搜索。
英语本科毕业论文whatarethemostimportantculturediffer
Englishculturalexchangeisanimportantfactorinthecollectivethinking
毕业生姓名:
所属院系:
牡丹江师范学院外语系
所属专业:
英语专业
所属年级:
2004级
导师评语:
成绩:
指导教师:
职称:
职务:
Abstract
Thenthereisalsoalargediscrepancyontheuncertaintyavoidance.Defined'Uncertaintyavoidanceisthelackoftoleranceforambiguityandtheneedforformalrules.'Thatmeanspeopletryingtosetuprulestofacetotheuncertainty.ThereishighuncertaintyavoidanceinmostorientalcountriessuchasJapan,China.Inthesecountries,peoplepreferastablejob.Theyfeelsafeandpridefulwhentheykeepworkinghardattheoneplace.
Keyword:
UncertaintyDiscrepancyMostoriental
Contents
Introduction………………………………………………………………1
Ⅰ.Intheoriental………………………………………………………1
1.1Thatisthecorporatecultureinorient…………………………3
1.2Ithinkbecauseofthedifferent…………………………………3
Ⅱ.ThethirddimensionHofstedeindicatedistheindividualism.………4
2.1FinallyHofstedpointedoutthemasculinity……………………5
2.2Thelastbutnottheleast………………………………………7
References……………………………………………………………9
Englishculturalexchangeisanimportantfactorinthecollectivethinking
Introduction
Asweallknow,differentcountrieshavedifferentcultures.'Cultureisthecollectiveprogrammingofthemindwhichdistinguishesthemembersofonecategoryofpeoplefromanother.'(Hofstede,1991)
Itisinevitablethattheculturaldifferencehasimpactonbusiness.Forexample,whenacompanyhavingmeeting,theword"table"inAmericanEnglishthatmeanstoputsomethingontheagenda.ButinBritishEnglishitmeanstoputsomethingofftheagenda.Thisexampleindicatedhowthecultureaffectsthebusiness
TherearefourculturaldimensionsthatweredefinedinHofstede'sresearch:
Powerdistance,Uncertaintyavoidance,Individualism,Masculinity,andrecentlyHofstedeaddonemore:
long-term-short-termorientation.
WhatIthinkthemostsignificantinfluenceinculturaldifferenceisthepowerdistance.(Hoecklin,1995:
28)"Itwouldconditiontheextenttowhichemployeesacceptthattheirbosshasmorepowerthantheyhaveandtheextenttowhichtheyacceptthattheirboss'sopinionsanddecisionsarerightbecauseheorsheistheboss."Iconsidereditashowmuchsubordinatescanconsentordissentwithbossesormanagers.Itisthedistancebetweenamanagerandsubordinate.Amongmostorientalcorporatecultures,thereishierarchism,greatercentralization,sometimescalled'power-orientedculture',duetothehistoricalreasons.Thatisahighpowerdistanceculturethatmangersmakethedecisionandsuperiorsappealtobeentitledmoreprivileges.Theirdecisionalwaysclosesupervisionpositivelyevaluatedbysubordinates.Inthissituation,itisnotberegardedifasubordinateshaveadisagreementwiththeirmanagers,especiallyinMalaysia,Japan,China,India.
Ⅰ.Intheoriental
Powerdistanceisalsoassociatedwith'thefamilyculture'(Trompernaars,1993:
139).Inthiskindofcorporateculturethemanagerislikethe"caringfather"whoknowsbetterthanhissubordinateswhatshouldbedoneandwhatissuitableforthem.Thesubordinatesalwaysesteemthemanagers.Becauseofthemanagersageandexperience.Thatisusuallyhowemployeesgettheirpromotion.Therearebothpositiveandnegativepartsinthefamilycultures.Ifeelitisaneasymanagingsystem.Butsometimeitishardtogetyoungcreativeemployeesworkwellcauseofthehierarchy.AsTropmenaars(1993:
142)toldus"familycultureattheirleasteffectivedraintheenergiesandloyaltiesofsubordinatestobuoyuptheleader."Soinfamilyculture,thepowerdistancecanbeviewedasthesubordinatesrespectthesuperiors.
1.1Thatisthecorporatecultureinorient.
Letustakealookatthewesternway.Itisnotawholeconversephenomenon.Thereis'theEiffelTowerculture'(Trompernaars,1997:
166)intheinternationalmanagement.AbouttheEiffeltowerTrompenaars(1993:
148)toldus"Itshierarchyisverydifferentfromthatofthefamily.Eachhigherlevelhasaclearanddemonstrablefunctionofholdingtogetherthelevelbeneathit."German,AustrianhavethecharacteristicoftheEiffelTowerCulture,whichisalowpowerdistance.Inthelowerpowerdistance,(Hoecklin,1995:
31)'higher-educatedemployeesholdmuchlessauthoritarianvaluesthanlower-educatedones.'Theobedienceshowedfromthesubordinatestothesuperiorsisnotasmuchastheorientalway.Theleadershipcanbecalledashierarchyandconsensus.Employeecanhavedifferentopinionwithhis/herboss.Andwhenhe/shegotdifferentideas,he/shecangoallthewayuptothebossanddiscusstheproblem.Thisisagoodthingusuallycompanymayexploreallthepotentialsofitsemployees,becausesometimethesubordinatesmayhavethebetter ideaofthebusiness.
1.2Ithinkbecauseofthedifferentrealizationofpowerdistance
Peoplebehavecompletelydifferentinbusiness.Soconflictandmisunderstandingmustbeemergedwhentwoormoreinterculturesmeetup.Underthissituation,theinternationalmanagersmustpayattentiontotheclashesandbeawareof.Howtoworkthesubordinatestogetherefficientlyandmorecooperativelyisimportanttoo.
Andthenthereisalsoalargediscrepancyontheuncertaintyavoidance.(Hoecklin,1995:
31)defined'Uncertaintyavoidanceisthelackoftoleranceforambiguityandtheneedforformalrules.'Thatmeanspeopletryingtosetuprulestofacetotheuncertainty.ThereishighuncertaintyavoidanceinmostorientalcountriessuchasJapan,China.Inthesecountries,peoplepreferastablejob.Theyfeelsafeandpridefulwhentheykeepworkinghardattheoneplace.Underthiscircumstance,anexcellentmanagershouldkeephisemployeeawayfromunpredictable;risk.Andtheemployeewouldliketobeworkedwithingroupsratherthanindependentlycauseofthelessrisk-taking.Butinmostwesterncountries,thereislowuncertaintyavoidanceshowed,whereashighjobmobilityoccursinthosecountriessuchasUSA,Denmark,Singapore.Thewesternpeoplethinkthatwhentheychangetheirjobs,theycangetmoreexperiencecausetheylikechallenge.Ibelievethatthedivergenceoftheuncertaintyavoidanceisfromdifferentbasicsocialideology.Acompetentmanagershouldpayattentionontherulessettingbetweendifferentuncertaintyavoidance.Themisreadingofthatmayaffecttheinitiativeandtheaspirationofthesubordinates.
Ⅱ.ThethirddimensionHofstedeindicatedistheindividualism.
Itisaconcernforyourselfasanindividualasopposedtoconcernforthegroup.Thepriorityofself-concernorgroup-concernvariesfromdifferentcultures.Forexample,mostwesternemployeesliketoworkwiththeirownplanfordefendingtheirinterest.Thatisahighindividualism.Becauseofthedifferentattitudetowork,'theincubatorculture'(Trompernaars,1997:
175)ariseswhencross-culturalindividualsworktogetherasagroup.Trompenaars(1993:
158)toldus"theincubatorisbothpersonaland egalitarian."Peopledonotcooperateatall.Theyjustsimplyworkintheirownways,followtheirownrules,andachievetheirownobjective.Theydonotliketobeinterferedbyothers.Itisgoodforacompanytogatherasmuchideasastheycanwhenstartinganewprogram.Buthowtomanagetheseindividualstoreachthegroupgoalshouldbetheawarenessformanagers.Ithinkwhoisgoodatthisshouldbegoodatgrouping,troubleshooting,andcoordinatingskills.
2.1FinallyHofstedpointedoutthemasculinity.
Thatisaboutthesexualinequality.AccordingtoHofstede'sdefinitions,masculinesocietiesdefinegenderrolesmorerigidlythanfemininesocieties.Inbusiness,managersshouldtakeabigconcernofthetreatmenttodifferentsexunderdifferentculturalinfluence.Intoday'sworld,becauseofthemasculinevalueandpointofview,malestakemostseniormanagingpositions.Butaexperiencedmanagersupposeknewthatitisharmoniousthatmenworkwithwomensincewomensometimesaremoresensitive.Therefore,howtobalance;themasculinity/femininityfromdifferentcultureandbackgroundinordertomaximizetheteampowerisworthconsideringbymanagers.
Theabovefourdimensionsilluminatedthemostimportantculturaldifferencesthataffectonbusiness.Internationalmanagersshouldbeabletoawarenotonlytheculturaldifferencebutalsotheinterculturalcommunication.
GudykunstandKim(1992:
13-14)classifyinterculturalcommunicationas'atransactional,symbolicprocessinvolvingtheattributionofmeaningbetweenpeoplefromdifferentcultures'.Differentnationsusedifferentlanguages,sotherewillbelossormisunderstandingduringinterpreting.Andinsomeculture,peopleuseimplicitwordsmorethanothers,likeChina.Thus,thenon-verbalcommunicationisimportant,especiallythesceniccommunication.Itincludesgestures,bodylanguage,eyecontacting.Themorescenicpartincommunication,theharderforpeopletotransmitandreceiveinformation.Anotherpartistheconceptoftime.Fromthat,punctualityisthesamebutreflectsdifferentreality.Weallknowtimeismoney.Butwhenthereisaconference,theGermanusuallypresents5minutesbeforethestart.Spanishwillbelatefor15minutes.Butintheirmindtheyarebothontime.Thatissomethingthatmanagersshouldunderstand.Inmymind,thereisanotheraspectoftime,called'theuseoftime'.TheAmericanandNorthernEuropeanhavealineartimeconcept.ThesesocietiesarereferredtoasTime-Boundsocieties.SouthernEuropeansandArabsregardtimeinalinearwaybutmorethingstheycandoorhandleatthesametime.Thatcanbecalled'multi-activetime'.AndthenthereistheAsianviewoftime,cyclicaltime.Asianthinkstime
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 英语本科毕业论文what are the most important culture differ 英语 本科毕业 论文 what
链接地址:https://www.bingdoc.com/p-1324297.html