There are many ways to look at cultural differences in an organizational context. The orientation of the individual the world is an important part in determining how that person will be the view of other cultures. An ethnocentric orientation, most often associated with the Americans, sees the world as being similar to the country of origin. So assume consensus proposal that all the people think and act the same, or at least that people from other cultures think and if the consensus proposal tabled. In essence, underestimate consensus proposal substantially the importance of cultural differences in doing business outside their country of origin.
The polycentric perspective is one that each country or culture as a unique view. This orientation works with the motto Think local, act local, where cultural differences are exaggerated and there are few or no opportunities for the development of regional economies of scale. In its orientation, cultural differences over stressed. Orientation is the perspective, where the individual recognizes similarities and contrasts between and across cultures.
Consensus proposal underestimate neither exaggerate the challenges that cultural differences in doing business across national borders present. It is a world-centered perspective that is important to develop in managers who strive for an international business career. Using a geocentric orientation, has the famous Dutch social scientist developed the most widely accepted framework for understanding the organisational impact of cultural differences.
His data comes from an analysis of the cultural differences between groups of workers from different countries for the same IBM global business worked. Identified four main components in comparing and contrasting cultures as a means to analyze the impact of cultural differences on organisations to use:
1. Select the distance. In cultures that high power distance, there are large gap between the haves and have-nots when it comes to career opportunities within business and professional fields. Power distance also refers to the gaps in power and influence within an organizational setting between the executives and middle managers to frontline. In societies that have high power distance, the employees and managers at a lower level is expected to simply follow the orders of the executive bodies without much empowerment for decision-making-at their level.
2. to avoid Uncertainty. Description of cultural differences to those related to the structure and level of comfort with ambiguity. Cultures that are low valued at uncertainty have not structured societies that work without a high level of formal rules and social standards. Those who are rated high in this dimension reflect people who have a strong need for social order and are uncomfortable with uncertainty.
3. Individualism-collectivism. Reflects the continuing of cultures which, on the one hand, very value individualism, and on the other hand, place a premium on the collectivist needs of the group as a whole.
4. Masculinity-femininity. Valued layer in this dimension, as a result of more attributes, value relationships, harmony, and caring for others more than performance.
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