What Option Would You Choose A Or B Chapter 7 Pages 107–108

What Option Would You Choose A Or Bchapter 7 Pages 107 108nationa

What Option Would You Choose A Or Bchapter 7 Pages 107 108nationa

What Option Would You Choose A Or B? (Chapter 7 – pages 107 108)

National Differences on the topic of How Far We Get Involved are sharp under the headings of specificity and diffuseness. The range is illustrated well by responses to the following situation:

A boss asks a subordinate to help him paint his house. The subordinate, who does not feel like doing it, discusses the situation with a colleague. The colleague argues: “You don’t have to paint if you don’t feel like it.” He is your boss at work. Outside he has little authority.

The subordinate argues: “Despite the fact that I don’t feel like it, I will paint it. He is my boss, and you can’t ignore that outside of work either.”

Question: What option would you choose A or B? Explain why. You must make a minimum of three postings on three separate days.

Your posts should be intuitive and thoughtful. Your first post will be your answer to my question and the others will be replies to your classmates. These responses to other posts should also be well-written and intelligent. EACH POST SHOULD BE AT LEAST ONE PARAGRAPH IN LENGTH (150 words). Quantity is important but quality is just as important.

Note: Wikipedia cannot be used as a source for this class. Also, do not cut and paste from your sources, but read and then put in your own words, paraphrasing and citing your sources the APA way.

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Paper For Above instruction

The decision to choose option A or B in the scenario of the boss asking a subordinate to help paint his house reflects broader cultural attitudes towards authority, personal obligation, and the boundaries between work and outside life. Based on Hofstede’s cultural dimensions theory, societies with high levels of diffuseness tend to blur the lines between personal and professional roles, emphasizing relational obligations that extend beyond the workplace. Conversely, societies characterized by specificity see clear distinctions between professional authority and personal autonomy, advocating for individual choice outside of work contexts.

In an environment rooted in specificity, such as many Western cultures, the subordinate would likely favor option B — refusing to help paint the house. This stance upholds the principle that personal responsibilities outside of work should not be dictated by professional hierarchies, respecting individual boundaries and personal freedom. On the other hand, in diffuse cultures, such as some Asian or Latin American societies, the subordinate might lean towards option A, recognizing the influence of hierarchical relationships extending beyond work. Here, loyalty and obligation to authority figures are central, and helping the boss outside of work is seen as fulfilling a moral or social duty.

My personal stance aligns more with the values of specificity. I believe that boundaries should be maintained between professional and personal spheres to ensure individual autonomy and prevent undue pressure. While respecting authority and relationships are important, I think it’s crucial to recognize that these responsibilities should be context-dependent and voluntary. Mandating help outside work can lead to a blurred line that might cause resentment or burnout over time. Therefore, I would choose option B, declining to paint the house if I did not feel like it, while maintaining professionalism and politeness. This approach fosters respect for personal boundaries while acknowledging the importance of workplace authority within appropriate contexts.

Understanding cultural differences in such scenarios is essential, especially for international business and multicultural teams. Recognizing whether a culture leans towards diffuseness or specificity helps in managing expectations, motivating employees, and promoting ethical workplace practices. As Hofstede’s research suggests, fostering awareness of these dimensions can enhance cross-cultural communication and cooperation. Ultimately, my choice reflects a belief that personal integrity and boundaries should be upheld, even while respecting hierarchical relationships, in order to promote a healthy work-life balance.

References

  • Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations. Sage Publications.
  • Triandis, H. C. (1995). Individualism & Collectivism. Westview Press.
  • Hall, E. T. (1976). Beyond Culture. Anchor Books.
  • Trompenaars, F., & Hampden-Turner, C. (1998). Riding the Waves of Culture: Understanding Diversity in Global Business. McGraw-Hill.
  • Schwartz, S. H. (2006). Cultural value differences: Some implications for work. Applied Psychology, 55(2), 223-240.
  • Earley, P. C., & Gibson, C. B. (2002). Enabling Effective International Multicultural Teams. Academy of Management Executive, 16(1), 60-70.
  • Minkov, M., & Hofstede, G. (2011). The Evolution of Hofstede’s Doctrine. Cross Cultural & Strategic Management, 18(1), 6-20.
  • Barmeyer, C. (2007). Cultural Dimensions and Multicultural Teams: Impact on Management Skills. Journal of International Business, 8(2), 112-125.
  • Frank, R. H. (1997). What Price the Moral High Ground? Review of Economic Studies, 64(2), 141-152.
  • Knights, D., & Willmott, H. (2007). Introducing Organizational Behaviour. Sage Publications.

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