Therefore, it can be asserted that national culture has an impact on corporate culture. (Nazarian et al. 2013) Naturally, all those definitions are valid, and all lead to one conclusion, that can be summarized by Aristotle’ saying: “we are what we repeatedly do”. Shared values and beliefs govern the behaviors, while consistent pattern of behaviors is the core and reinforcing point of culture. (Watkins 2013) A number of studies have stressed the importance of organizational culture, since its affects employee’s productivity, commitment, engagement, and shapes behavior.
Since culture is different based on the person you ask it was great to see a collection of perspectives. Even though culture should not be bound to one sentence, it does make it easier to explain. Culture is learned behavior that is specific to a group of people but is subject to change overtime. To take it one step further, culture differs from personality in that it is not specific to an individual, and differs from human nature in that culture is not universal and inherited. Culture is significant because it forms our identity and allows us to connect with others similar to us.
Freud also believed that human behavior has biological bases influenced by the id. Although he failed to prove that human behavior has biological bases, he believed that it would be proven in time. This was in stark contrast to behaviorists who believed that behavior was the product of the environment and its consequences
WHAT IS HOFSTEDE'S CULTURAL DIMENSIONS THEORY? Hofstede's cultural dimension theory has been used many times by researchers and can be seen as the theoretical foundation in cross-cultural studies (Fernandez, D. R., D. S. Carlson, L. P. Stepina, and J. D. Nicholson, 1997; Blodgett., Bakir., & Rose., 2008), taking into account that "Hofstede's cultural framework has been applied in a wide variety of contexts, across most (if not all) of the behavioural science disciplines" (B., et al., 2008, p. 762). Hofstede's theory constitutes from national cultures, he defines culture as "the collective programming of the mind that distinguishes the members of one group or category of people from others" (Hofstede G. et al., 2010, p. 6). Although, some researchers think this definition is slightly vague in terms of what the actual components of culture are (e.g., Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2016),
Generally, a company’s future values are dependent upon its early values. Organizational culture can be compared with an organism which tries to protect itself from the external force. The culture of the organization determines what kinds of workers are taken in and who are left out. Once inducted into the firm, the new employees are then taught and trained of how things are done. The culture of an organization is a living entity.
Culture is basically that part of the organization that is not written anywhere but is felt by the whole organization. Culture represents the collective behavior of members of the organizations which depict their habits, visions, work rule and symbols. Culture of an organization will affect the strategy, its approach to strategic planning, management style, and ethical behavior, perception about customers and competitor and specially attitude towards stakeholders. Key factors such as rituals, routines and behaviors can majorly affect the achievement of
Transcendentalism, a philosophical and social movement, demonstrated how divinity spreads through all nature and humanity. One of the main ideals of transcendentalism, living simply and independently, define as the principle. In matters of financial and interpersonal relations, independence projects as more valuable than neediness. Henry david Thoreau elaborates on these transcendentalist ideals when he travels into the woods and writes an essay. In his essay Walden, Thoreau affirms the Transcendentalist belief of living simply by emphasizing the thought of living with only the essentials and the importance of self reliance.
One of Freud’s major contributions to European philosophy and culture was his critique and revision of the Kantian theory of reason. He rejected the Kantian transcendental idea that human mind can completely understand its essence through critical reasoning. Freud instead postulated that the human mind is unknowable as it is governed by unconscious motives and drives. Though there are certain means by which the human mind can be analysed, most of its unconscious domains are impenetrable. Freud developed his Psychoanalysis as a means to understand the relation between the somatic reality of the senses and language.
“Examine the role of two cultural dimensions on behaviour (for example, individualism/collectivism, power distance, uncertainty avoidance, Confucian dynamism, and masculinity/femininity).” By Tammy Moilanen (IB1) Hofstede’s cultural dimensions theory was created by renowned social psychologist, Geert Hofstede who is known for his research on cross cultural communication research and organisations. The Hofstede’s cultural dimensions theory (HCDT) explains the impact on an individual’s value as a result of the society’s culture as well as the impact of the values on ones behaviour. The formation of the HCDT was developed from his pioneering research on IBM employees from 40 different countries about their work related attitudes and values (Hofstede, 1984). This essay will specifically examine two cultural dimensions; individualism-collectivism and masculinity-femininity. Hofstede’s original model was created as a result of a factor analysis of the world-wide survey which examined the work-related attitudes and employee values by IBM employees, but has now been refined due to an increase in data obtained to 72 countries (Hofstede, 2001).
However, the cultural environment (communications, religions, values and ideologies, education, social structure) has special importance in multinational business. Table II gives an overview of the complexity of the cultural environment in multinational business. “Culture is an integrated phenomenon and by recognizing and accommodating taboos, rituals, attitudes toward time, social stratification, kinship systems and many other components, modern managers will pave the way toward greater harmony and achievement in the country in which an multinational business operates” (Sherman et al., 1995). Different cultural environments require different managerial behaviours. Strategies, structures and technologies that are appropriate in one cultural setting may lead to failure in another.