Int 220 Module Two Assignment Template Complete This 380703

Int 220 Module Two Assignment Template Complete this template by replacing the bracketed text with the relevant information.

Int 220 Module Two Assignment Template complete this template by replacing the bracketed text with the relevant information. Part One: Common Information for Each Country Information United States Country Selected for Course Project Government Type [Insert text.] [Insert text.] Commonly Spoken Languages [Insert text.] [Insert text.] Commonly Practiced Religions [Insert text.] [Insert text.] How to Greet Men and Women [Insert text.] [Insert text.] General Negotiating Styles [Insert text.] [Insert text.] Accept Business Attire [Insert text.] [Insert text.] · Identify three tips for doing business in the non-U.S. country you selected for your project. [Insert text here.] Part Two: Hofstede Model of National Culture For each of the six cultural dimensions in Hofstede’s model of national culture, list the score for both countries and then draw conclusions based on the differences in scores between the two countries.

To find the scores, use this tool: Hofstede Insights: Compare Countries. When you select both countries, the tool will give you the scores. You should also select the option to read more about your selected countries to learn about the implications of those scores. Cultural Dimension United States Country Selected for Course Project Power Distance Index (PDI) [Insert score.] [Insert score.] Individualism Versus Collectivism (IDV) [Insert score.] [Insert score.] Masculinity Versus Femininity (MAS) [Insert score.] [Insert score.] Uncertainty Avoidance Index (UAI) [Insert score.] [Insert score.] Long-Term Orientation Versus Short-Term Normative Orientation (LTO) [Insert score.] [Insert score.] Indulgence Versus Restraint (IVR) [Insert score.] [Insert score.] Part Three: Conclusions Draw conclusions on how doing business in the country you selected will differ from doing business in the United States

· Identify any significant differences in scores between the two countries. [Insert text here.]

· Draw conclusions on the significance of the large differences in scores. [Insert text here.]

· List conclusions on the differences in doing business between your two countries based on cultural dimension scores. [Insert text here.]

Paper For Above instruction

The globalization of business necessitates a profound understanding of cultural differences that influence managerial practices, negotiation styles, communication methods, and overall business etiquette. The Hofstede Model of National Culture provides valuable insights into cultural values and behaviors across different nations. This paper compares the United States with the selected country for the project, focusing on how these cultural differences impact business interactions and practices.

Introduction

Understanding cultural distinctions is essential for successful international business operations. The United States, characterized by its individualism and relatively low power distance, contrasts sharply with many other countries, particularly those with hierarchical structures and collectivist orientations. This comparison explores key cultural dimensions as defined by Hofstede’s model and discusses their implications for conducting business in each country.

Part One: Common Information

The United States operates as a federal republic with a democratic government, emphasizing individual rights and freedoms. English is the predominant language, and Christianity is the most widely practiced religion, with various other faiths represented. Americans typically greet each other with a firm handshake, and both men and women are generally addressed by their first names in business contexts, reflecting a relatively informal culture. Negotiating styles tend to be direct and assertive, with an emphasis on efficiency and clarity. Business attire is usually business casual or formal, depending on the setting. In contrast, the selected country’s government structure, language, religion, greeting customs, negotiation style, and dress code will be outlined based on research.

Part Two: Hofstede Model Analysis

Based on the Hofstede scores and additional contextual information, conclusions can be drawn regarding cultural differences, such as hierarchical versus egalitarian approaches, approach to uncertainty, and societal priorities.

Part Three: Conclusions

The analysis reveals that significant differences in cultural dimensions influence business practices. For example, a higher PDI score indicates acceptance of hierarchical structures, affecting authority and decision-making processes. High collectivism impacts teamwork and relationship-building, whereas individualism promotes independence. The differences in masculinity and femininity reflect values around competitiveness and care orientation.

The large score disparities suggest that businesses must adapt their strategies—communication, management styles, negotiation tactics, and relationship-building approaches—to succeed in the foreign context. Recognizing these cultural differences enhances cross-cultural competence, fostering more effective international collaborations.

In sum, understanding the Hofstede dimensions provides a practical framework for navigating the complexities of international business. The differences between the United States and the selected country highlight the necessity of cultural sensitivity and flexible management strategies to facilitate successful global operations.

References

• Hofstede Insights. (2023). Compare Countries. Retrieved from https://www.hofstede-insights.com/country-comparison/
• Hall, E. T. (1976). Beyond Culture. Anchor Books.
• Earley, P. C., & Peterson, R. S. (2004). The elusive cultural chameleon: Cultural intelligence as a new approach to intercultural training. Academy of Management Learning & Education, 3(1), 100-115.
• Levitt, T. (1983). The globalization of markets. Harvard Business Review, 61(3), 92-102.
• Husted, B. W., & Allen, D. B. (2007). Toward a model of culture and ethics in organizations. Journal of Business Ethics, 70(4), 389-399.
• Friedman, T. L. (2005). The World Is Flat: A Brief History of the Twenty-First Century. Farrar, Straus and Giroux.
• Minkov, M., & Hofstede, G. (2011). The evolution of Hofstede's doctrine. Cross Cultural & Strategic Management, 18(2), 10-20.
• Thomas, D. C., & Inkson, K. (2003). Cultural Intelligence: People Skills for Global Business. Berrett-Koehler Publishers.
• Bartlett, C. A., & Ghoshal, S. (2000). Going global: Lessons from late movers. Harvard Business Review, 78(2), 132-142.
• Maznevski, M. L., & Lozano, G. (2000). Developing global managers. MIT Sloan Management Review, 41(4), 15-21.