The Culture Dimension Of Workplace - 1295 Words

Culture dimension in workplace Because DPI’s customers come from all over the world, therefore, it is necessary to understand different culture when company deal with the customers who come from different countries. It cannot work if you sell a banana to a person who only wants to an apple. There is five culture dimensions: Individualist/Collectivist, High/Low Power distance, Long/short term orientation, High/Low uncertainty avoidance and Femininity/Masculinity. The business customs that must be met and conformed to if relationships are to be successful. For example, in most of Asian culture, Friendship motivates local agents to make more sales. What may be an imperative to avoid in one culture is an imperative to do in another. Because†¦show more content†¦Unlike masculinity culture, organizational interests are a legitimate reason for interfering with people’s private lives. To German people, they are unwilling to take risks so the country typically is high uncertainty avoidance, which mea ns that they always set up rules and policies to avoid uncertain factors. Organizations are as uniform as possible. Managers are less willing to make individual and risky decisions. Therefore, company need to design a thoughtful plan to deliver. For America people, they more like freedom, more ambitious employees and willing to take risks. Comfortable feeling when they are lazy and hard-working only when needed. People can tolerate deviant and innovative ideas and behavior. However, it is a challenge when dealing with customers to do business. First of all, jet leg is one reality issue. Different time zone can cause some information delay and employees tiring. One consumer department manager said that his phone ringed all the time, no matter daytime or midnight because many customers have different time zone and schedules. Then, the other challenge he is facing is people, like the paper mentioned before, talk to different people need different â€Å"culture language†. Negotiation and Pricing Strategy There is a DPI case that refers to negotiation and pricing strategy. The official order system in DPI are: firstly received orders from customer, secondly, discussed with engineer department to see if labs can design theShow MoreRelatedCultural Dimensions : A Comprehensive Study On How Culture Influences Values At Workplace996 Words   |  4 Pages Cultural Dimensions - Geert Hofstede Geert Hofstede conducted a comprehensive study on how culture influences values at workplace. â€Å"Geert Hofstede s research gives us insights into other cultures so that we can be more effective when interacting with people in other countries. If understood and applied properly, this information should reduce your level of frustration, anxiety, and concern. 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AdditionallyRead MoreCultural Dimensions Of Brazil And China1501 Words   |  7 Pages GCIM International Business and Management Assignment 1 Cultural Dimensions of Brazil and China Nouran AlSahhaf @00413902 â€Æ' Table of Contents Executive summery†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..3 Cultural Dimensions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 Power Distance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 Power Distance in China†¦Ã¢â‚¬ ¦................................................†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 Power Distance in Brazil †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 Uncertainty Avoidance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 Uncertainty Avoidance in China†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦