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跨文化管理理论和实践
发布时间:日点击数:
作者:陈晓萍 来源:ITGov中国IT治理研究中心
【字体: 】 【】 【】
摘要:陈晓萍的跨文化管理 (第二版)是全球化人才储备首选读物之一。 1.生动翔实的案例,恬淡幽默的语言 2.引人入胜的练习和角色模拟 3.电影中的跨文化知识 4. 跨文化交往的危险区域 5.跨文化沟通和谈判中可能出现的陷阱 6.跨文化团队建设的艰辛 7.跨文化人力资源管理的挑战 8.全球化职业旅程的酸甜苦辣 最前沿跨文化管理理论 文化理念对企业的战略导向、组织架构、制度建立的深刻影响 文化融合、文化多元的益处,和培养全球化经理人的良方
跨文化管理理论和实践
55619611980199119951993199810
2.1& 克拉克洪和斯乔贝克的6
Kluckhohn & Strodtbeck1961Office of War Information3054061961666
对人性的看法
比较复杂,不单纯地认为人生来善良或生性险恶,而认为人性可善可恶,是善恶混合体。他们同时认为人性的善恶有可能在出生以后发生变化。基督教的原罪说反映的是人性恶的理念,通过忏悔和行善可以洗脱罪孽、升上天堂,反映的则是人性可变的信念。相反,有的社会对人性采取较单一的看法,比如,中国的&人之初性本善&表现的是对人性的乐观态度,而&三岁看老&则有一点人性难变的假设。这一点表现在管理上,美国强调制度,尽可能考虑人性恶可能带来的坏行为,在设计制度时严密仔细,事先设置种种限制以防坏行为发生;而中国则从人性善的角度,假设人不会做坏事,所以制度稀松,漏洞百出,到坏事发生的时候再去修补制度。
对自身与外部自然环境关系
<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GBTsunami
<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB
对自身与他人之间关系
人的活动取向
Fast Company静态取向,安然耐心仍然被视为美德之一,而非无所事事的表现。有时候,甚至提倡&以静制动&,&以不变应万变&,强调无为而治。所以,当美国人发现问题的时候,总是倾向于立即找出解决方法,然后实施;而东方人有时会选择静观,什么也不做,让时间和外界环境自然成熟,再抓时机去把问题解决掉。而这样的智慧则很难被美国人接受。
关于空间的理念
对时间的看法
I am LegendThe Earth without Us&&<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB
<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB
表2-1& 克拉克洪与斯乔贝克的6大价值取向理论
&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& ()&&
2.2& 郝夫斯特的
Hofstede198019912070IBM4011.6IBMIBMIBM
IBM4198044
2.2.1& 个体主义与集体主义
92/10029/100
2.2.2& 权力距离
2.2.3& 不确定性规避
entrepreneur<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB10
Hsee & Weber1999
2.2.4& 事业成功与生活质量
& Joshua BellChildren's Program
2.2.5& 长期&短期导向
20809040.750%
2-1(a), 2-1(b)
2-1(a)& &&&&&&&&&&&&&&& 2-1(b)&
表2-2& 中、日、印、美在5个文化维度上的量化
2.3& 蔡安迪斯的
cultural syndrome
2.3.1& 个体对自我的定义
2-2(a)所示2-2b
&&&& 2-2a &&&&&&&&&&&&&&& 2-2b
2-2122-2(a)2-2(b) Markus & Kitayama1991
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2015%35%15%30%
& Charles Handy<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB
everyone is special
DumboBeauty and Beast
2.3.2& 个人利益和群体利益的相对重要性
Michael Bond1983
<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB<span lang="EN-US" style="COLOR: mso-fareast-font-family: 楷体_GB10
Earley98919931994
Matsuiet al.1987social loafingfree-ridingKirkman1996
2.3.3& 个人态度和社会规范决定个体行为时的相对重要性
Theory of Reasoned ActionAjzen & Fishbein1980
2.3.4& 完成任务和人际关系对个体的相对重要性
1984Leung & Bond1984
2.3.5& 个体对内群体和外群体的区分程度
GrahamMintu& Rogers19948Ohbuchi & Takahashi1994KirkbrideTang& Westwood1991
Freger1970 Matsuda198515141ChenBrockner& Katz1998ChenBrockner& Chen2002
Feldman196831994&Victor Hugo
2.3.6& 个体主义&集体主义理论新进展:水平&垂直个体主义&
TriandisChen& Chan1998
12.510 00095%&&
14. ,需要为下学期再多选一门课,你会怎么选?&&
(Chen & Li2005)
Trompenaars199319981993&1997
2.4.1& 普遍主义&特殊主义
请回答以下两个问题
40友有一些权力&。对问题二的回答差异更显著。在美国,只有一两个学生愿意为朋友作伪证。而在中国,大约有半数以上的人举手表示愿意为朋友撒谎。
2.4.2& 中性&情绪化
Gung Ho了!
My Big Fat Greek Wedding
2-376%100%
2.4.3& 关系特定&关系弥散
Kurt Lewin1934UG 2-4
2-4(a)& U&&&&&&&&&&&&&&&&&&&&&& &&&&&&&&& 2-4(b)& G
2-4(a)U从图中可以看出,美国人的公共空间很大,他们对人友善,愿意帮助陌生人,在路上行走见到陌生人也会微笑、致意,说&HiU
2-4(b)G①②U③④&&&
有用高高的围墙圈起来,看过去,一座一座的散楼矮矮地分布在绿草树影之间,再普通平常不过了。但要进入每一幢楼,都需要有加密的卡才行,非内部工作人员谁也别想进去。所以,看似随意的背后事实上却有严格的管理支撑。
Don't take it personally
Everything is personal
2.4.4& 注重个人成就&注重社会等级
2-344%44100
表2-3& 几个国家在几个维度上的得分
Shalom Schwartz
1992/Schwartz1992/Schwartz199419961999Schwartz & Boehnke2004SchwartzMelechLehmann& Burgess2001
57Schwartz Value Inventory SVI602-7
Schwartz1999
[1] Chen Y R, Brockner J, Chen X P. Individual-collective primacy and ingroup favoritism: Enhancement and protection effects. Journal of Experimental and Social Psychology, 2002, 385: 482-491.
[2] Chen Y R, Brockner J, Katz T. Towards an explanation of cultural differences in ingroup favoritism: The role of individual vs. collective primacy. Journal of Personality and Social Psychology, 1998, 756: .
[3] Earley P C. Social loafing and collectivism: A comparison of the United States and the People&s Republic of China. Administrative Science Quarterly, 1989, 34: 565-581
[4] Earley P C. East meets West meets Mideast: Further explorations of collectivistic and individualist work groups. Academy of Management Journal, 1993, 36: 319-348
[5] Earley P C. The individual and collective self: An assessment of self efficacy and training across cultures. Administrative Science Quarterly, 1994, 39: 89-117.
[6] Fishbein M, Ajzen I. Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research. Reading, MA: Addison-Wesley, 1975.
[7] Hofstede G. Culture's Consequences. Beverly Hills, CA: Sage, 1980.
[8] Hofstede G. Cultures and Organizations. London: McGraw-Hill, 1991.
[9] Hsee C K, Weber E U. Cross-national differences in risk prefer- ence and lay predictions. Journal of Behavioral Decision Making, 1999, 12: 165-179.
[10] Kirkman B. The impact of national culture on employee resistance to teams: A comparative analysis of globalized self-managing work team effectiveness between the United States, Finland, and the Philippines. Doctoral Dissertation, University of North Carolina at Chapel Hill, 1996.
[11] Kluckhohn F, Strodtbeck F.Variations in Value Orientations. Evanston, IL: Row, Peterson, 1961.
[12] L&Armand K, Pepitone A. Helping to reward another person: A cross-cultural analysis. Journal of Personality and Social Psychology, 1975, 31: 189-198.
[13] Leung K, Bond M H. The impact of cultural collectivism on reward allocation. Journal of Personality and Social psychology, 1984, 47: 793-804.
[14] Markus H R, Kitayama S. Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 1991, 98: 224-253.
[15] Matsui T, Kakuyama T, Onglatco M U. Effects of goals and feedback on performance in groups. Journal of Applied Psychology, 1987, 72: 407-415.
[16] Ohbuchi K, Takahashi Y. Cultural styles of conflict management in Japanese and Americans: Passivity, covertness, and effectiveness of strategies.& Journal of Applied Psychology, 45-1366.
[17] Osland J S, Bird A. Beyond sophisticated stereotypes: Cultural sensemaking in context. Academy of Management Executive, 2000, 14: 65-79.
[18] Pye L. Chinese Negotiating Style. New York: Quorum Books, 1992.
[19] , M. Zanna, San Diego: Academic Press, 1992.
[values. Individualism and Collectivism: Theory Application and Methods. U. Kim, H.C. Triandis, C. Kagitcibasi, S.C. Choi and G. Yoon, Newbury Park, CA: Sage, 1994.
[Schwartz S H, Boehnke K. Evaluating the structure of human values with confirmatory factor analysis. Journal of Research in Personality, 0-255.
[22] Triandis H C. Culture and Social Behavior. New York: McGraw- Hill, 1994.
[23] Triandis H C. Individualism and Collectivism. Boulder, CO: Westview Press, 1995.
[24] Triandis H C, Chen X P, Chan K-S. Scenarios for the measurement of collectivism and individualism. Journal of Cross-Cultural Psychology, 1998, 29 2 275-289.
[25] Trompenaars F, Hampden-Turner C. Riding the Waves of Culture. New York: McGraw-Hill, 1997.
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