Cultural differences concerning religion, sex, generation, class, history and values lead to different ways of thinking, feeling and acting. These aspects have not only to be considered when trying to define countries and categorise people, but also when trying to understand organisations. The leadership of each corporation is based on these factors. E.g. when you are trying to define the meaning of success. Japanese companies like Toyota characterise success as quality of their products, satisfaction of their employees and customers. German corporations define profit as success. Organisational structures, corporate goals, personnel policy, suspension of staff, job description, employee suggestion system and salary history differs. Due to globalisation, expansion of the market, mergers and takeovers, companies have to deal with the various numerous of cultures in order to survive in long-term and to remain competitive.
Table of Contents
- Introduction
- Problem
- Objective
- Structure
- Dimensions of National Cultures according to Geert Hofstede
- Definition of Culture according to Geert Hofstede
- Selected Dimensions of National Cultures according to Geert Hofstede
- Masculinity versus Femininity
- Uncertainty Avoidance
- Power Distance
- Critical Acclaim
- Dimensions of National Cultures in Japanese and German Corporate Management
- General Overview about Culture in Japan and Germany
- Selected Dimensions of National Cultures in Japanese and German Corporate Management
- Masculinity versus Femininity
- Uncertainty Avoidance
- Power Distance
- Critical Acclaim
- Conclusion
Objectives and Key Themes
This paper aims to explain selected cultural dimensions according to Geert Hofstede and demonstrate their influence on leadership behavior in Japanese and German corporate management. The key themes explored in this paper include:- Cultural differences in various aspects such as religion, sex, generation, class, history, and values.
- The impact of these differences on organizational structures, corporate goals, and personnel policies.
- The role of Geert Hofstede's cultural dimensions, particularly masculinity vs. femininity, uncertainty avoidance, and power distance, in understanding corporate management.
- Applying these dimensions to Japanese and German organizations to analyze differences in leadership behavior.
- The importance of cultural awareness and sensitivity in globalized business environments.
Chapter Summaries
The introduction of the paper explores the problem of cultural differences in the context of globalized organizations. It highlights the impact of cultural differences on organizational leadership and behavior, providing examples of Japanese and German companies. The paper then outlines its objective, which is to explain selected cultural dimensions according to Geert Hofstede and demonstrate their influence on leadership behavior in Japanese and German corporate management.
Chapter 2 defines the term "culture" according to Geert Hofstede's framework, distinguishing between culture I and culture II. It then delves into three key cultural dimensions proposed by Hofstede: Masculinity vs. Femininity, Uncertainty Avoidance, and Power Distance. Each dimension is discussed in detail, with examples and critical analysis.
Chapter 3 focuses on the specific cultural characteristics of Japan and Germany, providing a general overview of their cultures and their relevance to corporate management. It then applies Hofstede's cultural dimensions to German and Japanese organizations, analyzing differences in leadership behavior, organizational structures, and employee policies.
Keywords
This paper focuses on the key concepts of national culture, cultural dimensions, and leadership behavior in a globalized business environment. It specifically explores Geert Hofstede's theory of cultural dimensions, including masculinity vs. femininity, uncertainty avoidance, and power distance, and applies these concepts to analyze the corporate management styles of Japan and Germany. Key themes include the impact of cultural differences on organizations, leadership practices, and personnel policies in a globalized context.- Quote paper
- Bachelor of Arts Irini Varvouzou (Author), Magdalena Zasepa (Author), 2009, National Cultural dimensions according to Geert Hofstede and their meaning in Japanese and German Corporate Management, Munich, GRIN Verlag, https://www.grin.com/document/214558
