John Johnsonhrmn 3677380october 19 2014globe Tablenine Dimensions Of ✓ Solved

John Johnson HRMN 367/7380 October 19, 2014 GLOBE Table Nine Dimensions of Culture United States China Power Distance Low; We value the American premise of “liberty and justice for all.†High; Every member of Chinese businesses follows office regulation and work guidelines made by owner. Uncertainty Avoidance Low; The U.S. Constitution Bill of Rights guides American law and has been amended over time. High; Managers are more controlling, less approachable, and less likely to delegate to subordinates than their low-avoidance counterparts. Humane Orientation High; The United States tends to give a lot to other countries.

Low; China always wants rewards instead of giving rewards. Collectivism I High; In the United States because in school, majority of students are taught to voice their opinion. Low; In China, they are not allowed to voice their opinion but are taught to only follow their superior. Collectivism II Low; In the U.S. people are use to having their freedom and make their own decisions in life. High; In China, they are use to doing everything in a group and was raised to attend boarding schools.

Assertiveness Equal; The United States allows there people to express themselves openly and be true to their values and beliefs. Equal; China allows there people to express themselves. Gender Egalitarianism High; The United States allows women to work equally alongside men regardless to job title. Low; China is still fighting for equal rights since gender inequalities exist in their country. Future Orientation Equal; The United States stays prepared for any and everything they may be faced with.

Equal; China is already preparing and encouraging for a fast effort in modern education. Performance Orientation Low; The United States rely on China for their products. High; China is more advanced because everything is made in this country from cars, clothes and appliances.

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The GLOBE study (Global Leadership and Organizational Behavior Effectiveness) has significantly contributed to our understanding of cultural dimensions across various nations. This essay aims to delve into Table Nine of the GLOBE study, providing a comparative analysis of the cultural dimensions between the United States and China, as represented by John Johnson (2014).

Power Distance

Power distance refers to the degree of inequality that exists - and is accepted - between people with and without power. In the United States, power distance is low, reinforcing the belief in liberal democracy where liberty and justice are core values. The emphasis is on egalitarianism, where everyone has a voice and opportunity (Hofstede, 2001). In contrast, China exhibits a high power distance, reflecting a hierarchical approach wherein authority is respected, and compliance with directives from superiors is expected. Managers in China maintain greater control and are less approachable (House et al., 2004). This distinction impacts workplace dynamics, decision-making processes, and employee engagement in both nations.

Uncertainty Avoidance

Uncertainty avoidance indicates how cultures handle uncertainty and ambiguity. The United States demonstrates low uncertainty avoidance; American society embraces change and is open to new ideas, adapting laws like the Constitution through amendments and reinterpretations over time (Hofstede, 2001). Conversely, China exhibits high uncertainty avoidance, where societal norms prioritize predictability and stability. Chinese managers tend to be controlling and avoid delegation due to a fear of uncertainty (House et al., 2004). This difference can influence how businesses operate, with American companies often being more innovative while Chinese firms may focus on stability and risk management.

Humane Orientation

Humane orientation assesses the extent to which a culture encourages individuals to be fair, altruistic, and kind to others. The United States scores high in this dimension, reflecting a culture that values philanthropy and aid to other nations (House et al., 2004). Humanitarian efforts are promoted throughout American society, from individuals to organizations. In contrast, China scores low on humane orientation, prioritizing self-interest and rewards over altruistic behaviors. This could indicate a more competitive atmosphere whereby interpersonal generosity is not a cultural expectation (Hofstede, 2001).

Collectivism I

Collectivism I, also known as in-group collectivism, examines the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families. The United States fares high on this metric; education encourages students to voice their opinions and value self-expression, fostering independence (House et al., 2004). On the other hand, China, demonstrating low collectivism I, emphasizes following authority, with less emphasis on individual expression. Chinese cultural norms prioritize group harmony and loyalty to family and organization over individualism (Hofstede, 2001).

Collectivism II

Whereas Collectivism I focuses on in-group dynamics, Collectivism II pertains to the broader societal orientation toward collective versus individual achievements. In this dimension, the United States scores low, as American culture champions personal freedom and individual achievement (House et al., 2004). China's high score in collectivism II reflects a cultural tendency towards group decision-making and mutual responsibilities, where success is often viewed as a collective achievement rather than an individual one (Hofstede, 2001).

Assertiveness

Assertiveness reflects the degree to which individuals in a culture are assertive, confrontational, and aggressive in social relationships. The United States is known for encouraging assertiveness, with individuals given the freedom to express their opinions and defend their beliefs openly (House et al., 2004). China shows a similar level of assertiveness but with nuances; individuals express themselves, albeit often within the frameworks dictated by hierarchical norms, which can limit confrontational expression (Hofstede, 2001).

Gender Egalitarianism

Gender egalitarianism assesses the degree to which a culture minimizes gender inequality. The United States ranks high on this dimension, with women actively participating and competing in the workforce alongside men in all sectors (House et al., 2004). Despite significant progress, China’s score on this dimension is relatively low. Gender inequality persists, often requiring women to navigate barriers to achieve parity in the workplace (Hofstede, 2001). The differences in gender roles influence leadership styles, career opportunities, and social expectations in both countries.

Future Orientation

Future orientation gauges the extent to which a culture plans for and invests in the future. Both the US and China exhibit a similar level of future orientation; however, the focus may differ. In the US, future planning emphasizes adaptability and innovation, while China focuses on creating a robust education system to enhance competitiveness in global markets (House et al., 2004). The implications for businesses are profound as they navigate strategies focusing on long-term development versus immediate results.

Performance Orientation

Performance orientation reflects the degree to which a culture encourages and rewards group members for performance improvement and excellence. The United States traditionally maintains low performance orientation, as it relies on outsourcing products and holds different standards of productivity (Hofstede, 2001). China, in contrast, scores high on this dimension, with cultural and institutional frameworks encouraging continuous improvement and innovation in technology and manufacturing practices (House et al., 2004). This difference impacts organizational goals, employee motivation, and competitiveness on a global scale.

Conclusion

In summary, the GLOBE study reinforces how fundamental cultural dimensions delineate the operational, managerial, and social landscapes of countries like the United States and China. By understanding these dimensions, organizations can tailor management practices and workplace policies to enhance cross-cultural effectiveness. Respecting these cultural differences is paramount for fostering improved collaboration in an increasingly interconnected global marketplace.

References

1. Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
2. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage Publications.
3. House, R. J., & Javidan, M. (2004). Overview of GLOBE: An introduction to the project and its objectives. In Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies (pp. 9-14). Sage Publications.
4. Schwartz, S. H. (1994). Beyond Individualism/Collectivism: New Cultural Dimensions of Values. In Individualism and Collectivism: Theory, Methods, and Applications. Sage Publications.
5. Trompenaars, F. & Hampden-Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business. Nicholas Brealey Publishing.
6. Adler, N. J. (2008). International Dimensions of Organizational Behavior. South-Western Cengage Learning.
7. Yeganeh, H. & Su, Z. (2006). Culture and Organizational Behavior: A Review of the Literature. Management Research News, 29(9), 563-573.
8. Black, J. S., & Mendenhall, M. (1990). Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework. The Academy of Management Review, 15(1), 113-136.
9. Trompenaars, F. (1993). Riding the Waves of Culture: Understanding Diversity in Global Business. Economist Books.
10. GLOBE Project. (2014). Project Overview. Retrieved from https://www.globesv.org/
This analytical essay highlights the essential distinctions between the cultures of the United States and China as analyzed through the GLOBE study's nine dimensions, establishing a foundational understanding critical for personal and professional cross-cultural interactions.