Entsprechend Geert Hofstede gibt es keine solche Sache wie eine Universalmanagementmethode oder eine Theorie der Unternehmensführung, die weltweit gültig ist. Sogar das Wort „Management“ hat unterschiedliche Ursprünge und Bedeutungen in den Ländern weltweit. Management ist kein Phänomen, das von anderen Prozessen isoliert werden kann, die in der Gesellschaft stattfinden. Es interagiert mit dem, was in der Familie, in der Schule, in der Politik und in der Regierung geschieht. Es hängt offensichtlich auch mit Religion und Glauben über Wissenschaft zusammen.
Die fünf Kulturdimensionen von Hofstede
Das kulturelle Dimensionsmodell von Geert Hofstede ist ein Rahmenwerk, das fünf Arten (Dimensionen) von Unterschieden/ Wertperspektiven zwischen nationalen Kulturen beschreibt:
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Machtabstand. Der Grad von Verschiedenheit unter Leuten, den die Bevölkerung eines Landes als normal empfindet.
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Individualismus versus Kollektivismus. Der Umfang, in dem Leute empfinden, dass sie sich drum kümmern sollten oder von sich selbst, ihren Familien oder Organisationen, den sie angehören, gekümmert werden.
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Männlichkeit versus Weiblichkeit. Der Umfang, in dem eine Kultur zur Herrschaft, zur Selbstsicherheit und zur Akquisition von Sachen förderlich ist. Versus einer Kultur, die zu den Leuten, zu den Gefühlen und zur Lebensqualität förderlicher ist.
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Vermeidung von Ungewissheit. Der Grad, in dem Leute in einem Land strukturierte gegenüber unstrukturierten Situationen bevorzugen.
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Langfristige versus kurzfristige Orientierung. Langfristig: Werte orientiert in Richtung Zukunft, wie Sparen und Ausdauer. Kurzfristig: Werte orientiert in Richtung Vergangenheit und Gegenwart, wie Respekt für Tradition und das Erfüllen von Sozialverpflichtungen.
Um Management in einem Land zu verstehen, sollte man Wissen und Einfühlungsvermögen über die gesamte lokale Szene haben. Jedoch sollten die Auswertungen der einzigartigen statistischen Umfrage, die Hofstede durchführte, jedem bewußt machen, dass Leute in anderen Ländern sehr unterschiedlich denken, glauben und sich von einem selbst verhalten können, selbst wenn mit grundlegenden Problemen der Gesellschaft konfrontiert. Jede Person, die mit Management oder Strategie umgeht, ist gut beraten, sich an die Lektionen der Kulturdimensionen-Theorie von Hofstede ständig zu erinnern. Menschen haben eine trügerische Tendenz von ihren eigenen Erfahrungen zu denken, zu glauben und zu agieren, besonders wenn sie international arbeiten.
Buch: Geert Hofstede - Cultures Consequences: International Differences in Work-Related Values
Buch: Geert Hofstede - Cultures and Organizations: Software of the Mind
Kulturdimensionen (Interkulturelles Management) Fachgruppe.

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Forumsdiskussionen über Kulturdimensionen (Interkulturelles Management). Unten können Sie eine Frage zu diesem Thema stellen, Ihre Erfahrungen teilen, eine neue Entwicklung melden oder etwas erklären.
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Hofstede vs. Hampden-Turner
Does anyone know the difference between Hofstede's cultural model and Trompenaars and Hampden-Turner’s Seven Cultural Dimensions....
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Cross Cultural Communication
For my research in intercultural communication inside organizations, I am looking for cultural differences between western (better Italian) and eastern Europe, in particularly in Poland, Serbia and Cr...
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Importance of Respect in Various Cultures
I believe RESPECT for authority, age, position, has blurred and decreased - over time, sometimes because people have proven themselves unworthy of respect.
Some cultures retain greater respect fo...
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Multiculturals in Multicultural Teams
People are always saying diversity matters. As a powerful tool for creative work, culturally diverse groups are becoming increasingly common. However, simply assembling a multicultural team doesn't al...
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Critique of Hofstede
Does anyone know where to find good academic articles critisising Hofstedes cultural analysis? Any particular models and/or authors?...
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I Need Another Model!!!
Hi. I am doing a contrast and comparison between Hofstede's model and another... I need to find another model to compare to... Please help me!...
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