With respect to the article ‘Cultural constraints of management theories’ by Geert Hofstede (1993, in De Wit & Meyer, 2010, Reading 1.4), which of the following statements is true?
The culture of an organization is more important than the national culture, in developing a universal theory of strategy
The problems, associated with the universality of strategic management approaches, are not greatly influenced by national culture
There are some trivial adjustments that are required, in order to use most strategic theories in any cultural context
There are problems with the universal validity of strategic management theories.
With respect to the article ‘Cultural constraints of management theories’ by Hofstede (1993, in De Wit & Meyer, 2010, Reading 1.4), which of the following statements is true?
One need not temper management theories with a regard for national differences
Culturally constrained management theories can be universally applied with great success
The rise of globalization has removed the need for culturally sensitive management theories
Universal management theories do not exist.
Hofstede, in ‘Cultural constraints in management theories’ (1993, in De Wit & Meyer, 2010, Reading 1.4) suggests five dimensions, which can be used to describe cultural differences. What does he mean by Power Distance?
The extent to which ‘power’ attributes, such as competition and assertiveness, are part of the day-to-day business activities
The extent of the power an individual has over groups
The degree to which people feel powerless as a result of uncertainty
The degree of inequality among people that is considered normal.
Hofstede, in ‘Cultural constraints in management theories’ (1993, in De Wit & Meyer, 2010, Reading 1.4) suggests five dimensions, which can be used to describe cultural differences. What does he mean by Individualism?
Individualism is the extent to which people prefer to act as individuals, rather than as part of a group
The degree to which people adopt male attributes, rather than female attributes (such as collectivism)
The time-horizon used by people – Individuals are more likely to adopt a short-term orientation, whereas the collective tends to be orientated towards the long-term
The extent of the power, wielded by an individual.
Hofstede, in ‘Cultural constraints in management theories,’ (1993, in De Wit & Meyer, 2010, Reading 1.4) suggests five dimensions, which can be used to describe cultural differences. What does he mean by Masculinity?
The degree to which traditional male attributes are valued, over traditional female attributes
The degree to which power is associated with men, rather than women
The degree to which men and women are treated equally
The degree to which uncertainty is avoided by men.
Hofstede, in ‘Cultural constraints in management theories,’ (1993, in De Wit & Meyer, 2010, Reading 1.4) suggests five dimensions which can be used to describe cultural differences. What does he mean by Uncertainty Avoidance?
This is the amount of uncertainty that is tolerated when looking at the long term
This is the amount of ambiguity that is normal when looking at interpersonal relationships
This is the degree to which people prefer structure over unstructured situations
This is the degree to which power is used to avoid uncertainty (power-uncertainty avoidance).
Hofstede, in ‘Cultural constraints in management theories,’ (1993, in De Wit & Meyer, 2010, Reading 1.4) suggests five dimensions which can be used to describe cultural differences. What does he mean by Long-term vs. Short-term?
This is the degree to which people are willing to put-off gain, in the future, in order to realize a larger gain today
This is the extent to which the society is dominated by short-term male values, such as aggression, over longer-term female values, such as collectivism
This is the degree to which values, such as thrift, are valued over things like respect for tradition and fulfilling social obligations