Cultural Values Impact Planning, Operations, And Decision Ma

Cultural Values Impact Planning Operations And Decision Making For I

Cultural values impact planning, operations, and decision making for international organizations. The textbook includes a table of United States Values and Possible Alternatives. Plus, the table lists examples of management functions that are affected. List a professional value that is important to you. Then, list an alternative to your value (i.e., How would someone else disagree or have a different perspective?). Finally, briefly explain how each value (i.e., your own and the alternative) impacts managerial responsibilities. For your response, include any value and alternative except for those in the table of United States Values and Possible Alternatives. International Management class Your response should be at least 150 words in length. All sources used must be referenced; paraphrased and quoted material must have accompanying citations.

Paper For Above instruction

In the realm of international management, cultural values significantly influence how managers approach planning, operations, and decision-making processes. A professional value that resonates with me is individualism, which emphasizes personal initiative, independence, and self-reliance. This value promotes innovation, accountability, and a proactive attitude in a corporate setting. Managers who prioritize individualism tend to encourage employees to take ownership of their tasks, fostering a competitive environment that drives performance and creativity. Such managers are also more likely to delegate authority, trusting employees to make autonomous decisions that align with organizational goals.

An alternative to individualism is collectivism, which values group harmony, shared responsibility, and collaboration. In cultures emphasizing collectivism, managers often prioritize team cohesion over individual achievement. They tend to involve team members in decision-making processes to maintain harmony and ensure consensus. This approach enhances cooperation but may slow decision-making and reduce individual initiative (Hofstede, 2001).

Both values impact managerial responsibilities. Individualistic managers focus on empowering employees and fostering innovation but must balance this with team integration. Conversely, collectivist managers emphasize group cohesion, which can strengthen relationships but potentially hinder individual accountability. Recognizing these cultural differences allows managers to adapt their strategies to diverse cultural contexts, improving global organizational effectiveness (Minkov & Hofstede, 2011). Understanding whether a culturally aligned approach or a more individualistic one is appropriate depends on the organizational goals and cultural environment of the host country.

In conclusion, personal and alternative cultural values shape managerial actions and decision-making processes. An awareness and understanding of these values enable managers to navigate international landscapes effectively, fostering organizational success across diverse cultural settings.

References

• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. Sage Publications.
• Minkov, M., & Hofstede, G. (2011). The Evolution of Cultural Dimensions: A Historical Review. Cross Cultural & Strategic Management, 18(2), 3-32.
• Triandis, H. C. (1995). Individualism & Collectivism. Westview Press.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage Publications.
• Earley, P. C., & Gibson, C. B. (2002). Multinational Work Teams: A New Perspective. Routledge.
• Yuki, M. (2003). Interpersonal Relations and Self-Construal in Japan and the United States. Asian Journal of Social Psychology, 6(2), 121-136.
• Kim, U., & Berry, J. W. (1993). Indigenous Psychologies: Experience and Research in Cultural Context. Sage Publications.
• Kluckhohn, F., & Strodtbeck, F. L. (1961). Variations in Value Orientations. Row, Peterson.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Schwartz, S. H. (1994). Are There Universal Aspects in the Structure and Contents of Human Values? Journal of Social Issues, 50(4), 19-45.