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European Management Style In Bangladeshi Culture Management Essay Essay Example European Management Style In Bangladeshi Culture Management Essay Essay European Management Style In Bangladeshi Culture Management Essay Essay Discuss CRITICALLY the construct of national civilization with peculiar mention to your ain state. Critically review informations from a lower limit of two theoretical accounts plus other surveies. Attempt to accommodate any conflicting informations by sing issues of cogency, age, and sampling, recognizing issues of cultural alteration. What grounds is at that place to back up the construct of a national direction manner for your state? Offer a clear decision on these issues. Reflect critically on your ain experience of direction in your state, either as a director or as a subsidiary. Measure TWO critical incidents from your experience and associate them to at least TWO appropriate direction theoretical accounts, and to theoretical accounts of national civilization. To what extent do you see your experiences typical of direction manners in your state? The two elements have equal weighting and both parts must be passed to go through the assignment. Format REQUIRED: Essay non describe manner Full Harvard citing short mention in the text and full mentions in alphabetical order by family name is a mention list at the terminal the work. Ill referenced work will neglect atomically. Word bound is 3000 words and the word count must be given on the assignment. Appendixs may be added and will non be considered in the word count but should non transcend 1000 words- theoretical accounts etc may be placed at that place. There must be clear links in the text to the stuff in the appendices. Submission will be in 12 point Arial fount with 1.5 line spacing. Spelling, grammar and punctuation will be checked electronically and visually and corrected. An electronic transcript will be uploaded to JISC by the pupil and will be checked for plagiarism. Full inside informations on how to upload will be given before entry. Submission deadline- 25/June/2010 Introduction A major challenge of making concern internationally is to accommodate efficaciously to different civilizations. Such version requires an apprehension of cultural diverseness, perceptual experience, stereotypes, and values ( Hodgett and Luthans, 2006 ) . Culture is acquired cognition that people use to construe experiences and bring forth societal behavior. This cognition forms values, creates attitudes and influences how people act ( Hodgett and Luthans, 2006 ) . The chief features of civilization that most bookmans have defined are as follows: Learned Culture is obtained by larning, cognition, pattern, experience etc. instead than familial or replete. Shared Culture is non merely for peculiar individual it is about group of people, society or organisation and signifier through interactions. Transgenerational Culture endures from coevals to coevals. Symbolic Culture is based on symbols for illustration Language can be an of import facet of civilization that helps to stand for different substances and facts. Patterned Culture is integrated and consistent within and across the people, several alterations in action takes topographic point if there needs to be changed. Adaptive Culture is adaptative, people adapt to new fortunes and environment to suit it. As a assortment of civilizations do present in the universe, for international direction, the director do necessitate to cognize about the civilization that they are collaborating with otherwise things might turn out unsuccessful. A most of import characteristic in civilization is Values that is the cardinal rule of an person in relation to their thought of what is right and wrong, good and bad, important and undistinguished, right and incorrect. These are practiced in civilization where it has contemplation on person s behavior and hence due to differences in civilization values can hold different direction systems. Followings specify about how civilization can impact direction attacks: Centralized V. Decentralized In some civilization of a society, top-level directors take of import determinations whereas others give authorization to moo, mid degree directors or active participants to take determinations. Safety vs. Risk In some topographic points, hazards can be expected and uncertainnesss are handled while, others are wholly unwilling to take hazards and face job if any uncertainness arises. Individual vs. Group Rewards In some topographic points, persons are given wagess on their assessment while others consider group wagess. Informal V. Formal processs Some topographic point follow formal processs steadfastly whereas others get accomplishments with even informal processs. High vs. Low Organizational trueness In some topographic point, people gets acknowledgment or grasp by their organisational prominence while some people in other topographic point get to cognize as their professional label. Cooperation vs. Competition in some topographic points, people are encouraged to be competitory with their co-workers whereas in some topographic points they are meant to be concerted. Short term vs. Long term Horizons In some topographic point much focal point is given on short-run net income and efficiency while in other topographic points they think about long run ends. Stability V. Innovation some civilizations does retain their stablenesss and do non accept alterations but some do alterations and accept new occurrences and invention. International directors need to understand that due to differences in national civilization requires different direction attacks and behaviors. Needs to hold effectual integrating of different civilizations and methods. They need to understand that such direction that works in one state might non work into another in certain facets. In order to understand work on cultural issues, some research workers have established theoretical accounts that are still used widely in direction development process. Followings are the amplification of theoretical accounts from two well-known research workers Greet Hofstede and Fons Trompenaars. Hofstede theoretical accounts describes about differences in behavior in varied civilization whereas, Trompenaars talks about how people relate to each other, about clip and environment. Hofstede s Model Geert Hofstede s, a research worker, identified five cultural dimensions that show people from assorted civilizations have differences in their behavior. The research has been carried out in one organisation merely, IBM that is spread within 70 states, because the differences amongst national civilizations of all employees can be identified clearly as all variables were matched in other respects, like type of work, educational degrees for similar businesss, holding strong managerial civilization, organisation construction, techniques and processs. The five dimensions are discussed below: Power Distance: The extent to which the less powerful members of organisations and establishments accept and expect that power is distributed unevenly ( Hodgett and Luthans, 2006 ) . In civilization holding low power distance, people anticipate with advisory and independent environment. They relate to each other more as peers despite of formal places. Such civilizations have level organisational construction and be given to be decentralized. The people frequently can be found of extremely qualified and the salary scope between upper and lower degree places is normally narrow. By contrast, in civilization with high power distance, inequalities in the thick of people are normal and considered necessary. The environment is more bossy or paternalistic and the subsidiaries accept the domination from their upper hierarchal places. Such civilizations have tall organisational construction and be given to be centralized and frequently will dwell of people of less qualified and the wage bet ween upper and lower degree is normally broad. Uncertainty Avoidance: The extent to which people feel threatened by equivocal state of affairss and have created beliefs and establishments that try to avoid these ( Hodgett and Luthans, 2006 ) . It deals how people are discerning about any unfamiliar enterprise and how they handle or minimise uncertainness. In civilization with high uncertainness turning away, people follow definite conventions and officially planned activities, maintain exact Torahs and regulations, directors prefer non to take hazards, have strong belief in experts and their cognition, be given to be less ambitious and prefer non to alter current employer. They are more emotional and have subjective feeling of jitteriness. By contrast, in civilization with low uncertainness turning away, it is to be followed unwritten, flexible conventions and do insouciant activities, they are more likely to follow few regulations, directors take hazards, have strong belief in Renaissance mans and common sense, be given to be really ambitious and prefer to alter employer often. They are less nerve-racking and more unconcerned, brooding and comfy about uncertainness and being encouraged to utilize their ain thoughts and take up liability for their activities. Individuality and Bolshevism: Individuality is the inclination of people to look after themselves and their immediate household merely ( Hodgett and Luthans, 2006 ) . In such civilization, people are expected to look after oneself and 1s immediate household. Their individuality is based on single and they normally develop or formalized their ain single character and make up ones mind their associations. Belief exists in single judgements and has emotional independency from organisations and besides accent is on single enterprise and achievements. The relationship between employee and employer is a contractual on shared benefit. Collectivism is the inclination of people to belong to groups or collectives and to look after each other in exchange for trueness ( Hodgett and Luthans, 2006 ) . In such civilization, people act more cohesively into groups or extended households and give part without holding any purpose in return. Their individuality is based on societal system and belief exists in-group opinions and has emotional dependences of the person on organisations and besides accent is on favor to organisations. The relationship between employee and employer is evident in ethical nomenclature. Masculinity and Femininity: Masculinity is a civilization in which the dominant values in society are success, money, and things ( Hodgett and Luthans, 2006 ) . In such civilization, people tend to hold importance on money, repute, patterned advance and challenge instead than preservation of the environment. They are expected to be single determination shapers. Work forces are more likely to be self-assured, motivated, determined and strong, on the other manus, adult females are more likely to be caring, soft and expression after life. There is high occupation force per unit area on equity, fighting and accomplishments in the workplace and industrial confliction is common. Directors are frequently decisive and command employees public presentations. By contrast, Femininity is a civilization in which the dominant values in society are caring for others and the quality of life ( Hodgett and Luthans, 2006 ) . In such civilization, people tend to hold more importance on teamwork, gr oup determinations and on the preservation of the environment. They are expected to be modest, stamp and concerned with relationships. There is low occupation force per unit area on equity, competency and quality of work-life and does non hold industrial confliction. Directors give freedom and wagess to employees on their activities. Long-run Orientation and Short-run Orientation: In long-run orientation, activities have value that can hold an consequence on finding, doggedness, economic system and humiliation. In short-run orientation, activities have an consequence on normative statement, stableness, regard for tradition and reciprocation of good wants, favors and gifts. Trompenaars s Model Fons Trompenaars, another research worker, identified seven dimensions in which five describes about how people relate to each one another and sixth one is clip that describes how civilization can be laid accent on yesteryear, nowadays or hereafter and last one is environment that is related to nature. His research has been carried out over 15,000 directors from 28 states, showing 47 national civilizations. The seven dimensions are as follow: Universalism vs. Particularism: Universalism is the belief that thoughts and patterns can be applied everyplace in the universe without alteration ( Hodgett and Luthans, 2006 ) . In universalism civilization, people tend to concentrate more into formal regulations instead than relationships. They keep adhere to their concern contracts and do determinations without situational considerations, which sometimes are referred to difference of sentiments and incompatibilities. By contrast, Particularism is the belief that fortunes order how thoughts and patterns should be applied and something can non be done the same everyplace ( Hodgett and Luthans, 2006 ) . In such civilization, it is the other manner around, people tend to concentrate more into relationship than on formal regulations. Peoples amend the understandings or take determinations sing situational fortunes as to them the concern contracts do non hold much significance. Individualism vs. Communitarianism: In Individualism civilization, people tend to prosecute in ain personal accomplishments and take for granted a great trade of single duty. On the other manus, Communitariantism refers to people sing themselves as portion of a group ( Hodgett and Luthans, 2006 ) . In such civilization, people take determinations that seemingly referred to group and success accomplishment in groups and presume duty together. Impersonal V. Emotional: Neutral is a civilization in which emotions are held in cheque. ( Hodgett and Luthans, 2006 ) . In such civilization, people do non demo show their emotions in order non to hold hinderance on their judgements. By contrast, Emotional is a civilization in which emotions are expressed openly and of course. ( Hodgett and Luthans, 2006 ) . In this civilization, people express their emotions honestly. They portion smilings, joy, defeat, and salutations, show enthusiasm. Specific V. Defuse: Specific is a civilization in which persons have a big public infinite they readily portion with others and a little private infinite they guard closely and portion with merely close friends and associates. ( Hodgett and Luthans, 2006 ) . In such civilization, people tend to acquire invitation on public infinite. They are normally unfastened and extravert and their personal and professional life are strongly detached. Defuse is a civilization in which public infinite and private infinite are similar in size and persons guard their public infinite carefully, because entry into public infinite affords entry into private infinite every bit good. ( Hodgett and Luthans, 2006 ) . In this civilization, people are non invited to public infinite. They are normally introvert and their professional and personal lives are connected to each other. Achievement vs. Ascription: Achievement is a civilization in which people are accorded position based on how good they perform their maps. ( Hodgett and Luthans, 2006 ) . In such civilization, people tend to achieve position, place or power based on their accomplishments, cognition and accomplishments. On the other manus, Ascription is a civilization in which position is attributed based on who or what a individual is. ( Hodgett and Luthans, 2006 ) . In this civilization, people attain position based on age, gender or person familiarities. Time: It has two attacks, consecutive and synchronal. In consecutive civilization, people tend to make one activity one at a clip. ( Hodgett and Luthans, 2006 ) . They adhere to their assignments and follow programs and agenda purely. On the other manus, in synchronal civilization, people tend to make more than one activity at a clip. ( Hodgett and Luthans, 2006 ) . Their actions are non entitled to agenda or hold definite clip to keep. Agendas are less important than relationships. Environment: It has two orientation, internal-orientation and external-orientation. In internal-orientation civilization, single is responsible for commanding fortunes and non comfy in altering state of affairss whereas, in external-orientation civilization, person is non responsible for their actions and are more flexible in compromising and comfy in altering state of affairss. National Culture of Bangladesh National civilization is revealed to be built-in what people frequently take for granted from their legal residence environment ( Edensor, 2002 ) . The survey of national civilization gives a synoptic thought of local values/ shared significances, political system, religion/philosophical beliefs, economic prosperity, linguistic communication and instruction system ( French, 2007 ) . The below Hagiographas is about the perceptual experience of natural civilization of the People s Republic of Bangladesh. It is a state situated in Southern Asia with an country of 144,000 sq kilometer and is bordered by Bay of Bengal in South, by India in north, west and east and by Myanmar in sou-east. It has emerged as free state after Independence War in 1971, which the state still prides of and besides about other values and beliefs, like Bengali New Year, National Mourning, Martyr Day, International Language Day etc. It has a civilization of mixture of full music, dance, folks, play, art, trade, literature, doctrine, faith, festivals, jubilations etc. The state does hold population of around 140 1000000s with blend of assorted faith Muslim, Hinduism, Buddhism, Christianity and others. It has parliamentary democratic authorities. The province linguistic communication is Bangla followed by English, the 2nd linguistic communication, which is widely used in different concern sector s, instruction etc. Harmonizing to UN Development Programme ( UNDP ) 2008 figures, the literacy rate is at 52.5 per centum. Has agricultural production, natural resources, exports and imports concern. From the perceptual experience of The Central Intelligence Agency ( 2010 ) of USA, Bangladesh has attained about 6 % GDP growing rate. For the last twosome of decennaries, labour force has increased even more due to rapid growing of population and has reached a entire sum of 72.5 million and rate of people without occupation is 2.5 % ( Khan, 2010 ) . In Bangladesh, the concern is normally set up with cross-cultural direction and is maintained really traditionally and cautiously. Such direction persevere grade of formality and shows regard and dainty with self-respect to seniors, older people, person from high authorization or authorities functionaries. Hierarchical construction in direction system is maintained more in public sector than in private concern. Peoples with higher rank or from top-level direction have more privilege, i.e. harmonizing with Hofstede dimensions of civilization directors have high power distance. Bangladesh has a civilization of low hazard and low alteration tolerant. The intercultural capablenesss and dispositions for uncertainness or hazard are low. New programs are studied and analyzed with consciousness to do certain whatever hazards they found are good defined and understood. In instance of any alterations, the new proposals are supposed to be stabilized and accepted by the people. Intercultural apprehension is important for hazard well influenced by the effects of failure for both single and organisation. Harmonizing to Hofstede s cultural dimensions Bangladesh has low uncertainness turning away. By and large, directors or person from upper degree have paternalistic attitude towards their employees to some extent and they take determinations while the subsidiaries are meant to follow. The civilization is slightly towards bossy attack. Top-level authorities functionaries of the state take determinations and handed over to the directors to put to death the process. Normally, the determination shapers seek advice from the experts before taking any measure. They merely inquire for subsequent information instead than looking for consensus. Harmonizing to Hofstede s theoretical account Bangladeshi s directors are more individualistic instead than collectivized. Bangladeshi directors tend to see long-run determination doing instead than short-run. And besides they have respects for civilization, tradition and concern about communal duties. Other issues like faith, linguistic communication, vicinity and reciprocated of gifts are kept into consideration in such civilization. Harmonizing to Hofstsede s theoretical account, Bangladeshi direction is less long-run orientation and high short-run oriented. Most Bangladeshi directors do their concern depending on statics, experiences and empirical informations, while others believe in inherent aptitude, religion and chance. Generally, in such civilization, emotional looks are shown, ever posses good nature to others, conceal defeat or irritation. Harmonizing to Hofstede s theoretical account Bangladeshi director has features of Femininity. In Bangladesh, societal traffics tend to be more demanding, autocratic, paternalistic, bossy, inequality determination devising processs, trueness, motive and commanding in direction attitude. Relatively, in West, tend to hold advisory or equality decision-making processs, self-interest, aggressive personality, competence, individuality in direction attitude. European Management manner in Bangladeshi civilization BV Ltd. is an offshore package development and Information Technology confer withing house, since 2001 that has aspiration of bring forthing quality concern solutions for the planetary market. It is situated in Dhaka and is a joint venture between BG, a stock market listed taking company from Denmark and MD Group IT company from Bangladesh. It develops package, desktop/web based merchandises and applications and performs IT Consultancy in assorted Fieldss for many concerns in Europe and other parts of the universe and hence it has established successful bonding with European clients by supplying qualitative services. It defines itself by stressing cardinal focal point on supplying best services to valued clients. Bing an employee for twosome of old ages as Assistant General Manager, I have experiences of the direction section that ever guarantee smooth operation of the organisation and therefore successful completion of all undertakings in peculiar. The company is working with the province of art in Dhaka but is managed by lasting locally based European Chief Executive Officer. Since it has standing clients from Europe, BV believes to put a tradition where the European manner of covering concern will be a common thing. The company thinks that achievement can merely be achieved when quality calling chances along with installations are made available to the employees. They give high penchants on Human Resources, extended preparation by European experts, long-run employee partnership, Corporate Social Responsibility, both locally and internationally, during employments development procedure. The direction civilization of the company is rather similar to European manner, i.e. the top-level direction maintains friendly and professional relationship with the employee, preserve equality and presume them to be independent, proactive and self-motivated. It has a reasonably comprehensive and decentralised direction manner with less hierarchal relationship and is expected to hold common regard instead than one of to the full dedicated single trueness. The employees ever worked together and believe in teamwork. Since they belong from high educational background and/or holding old experiences, it was rather easy to accommodate such direction manner even though there were cultural differences with the top-level direction. Of class, the Chief executive officer does the general determinations and the subsidiaries are supposed to follow them. And others agenda, planning and order of flow of work are implemented by the team-lead among employees, where all the engagement, part of though ts is taken as input for developing a undertaking. During coactions with European clients, both the director and the full group of the undertaking do meetings and hence can able to concentrate more on the clients demands. Since there is a close dealing with the clients, no jobs can be seen to take topographic point while describing or updating clients outlook. This direction manner has been developed by the CEO in order to hold close connexions with the clients and tried non to hold any hierarchal degree in between so that plants would travel in fast gait, speedy determination devising, giving authorization chances, effectual while carry throughing client s demands and the Chief executive officer can hold clear focal point on subsidiaries undertakings. Employees expect and react to encouragement undertaking related leading with better public presentation and entire satisfaction as they gain assurance and accomplishment while director moves frontward within a democratic manner. The Chief executive officer of BV pays attending and gives values to the Bangladeshi civilization, tradition and behaviours and has achieved a better direction even in different culturally environment. He observed Bangladeshi civilization behaviours in a non-judgment manner and adapt liberally to a varied scope of effectual system, concern methodological analysis and societal environment. Despite of diverseness from backgrounds he has succeeded to work together efficaciously as a squad. Harmonizing to Hofstede s theoretical account, the CEO of BV follows the direction manner that is of Low Power Distance, Low Uncertainty Avoidance, Femininity, Collectivism and Long-term orientated features. Decisions Bangladeshi people are reasonably much adaptable and sociable in any environment and in any civilization. They know how to collaborate regardless of the fact that whether the company has level or tall organisational construction, whether it has centralized or decentralized direction. In Bangladesh, people follow reasonably formal concern etiquette. New coevalss learn cultural moralss and rules, spiritual values, linguistic communication in the class of socialisation with people, which in bend, aid to set up attitudes, develop passions and do cognizant about their societal individualism of being a Bangladeshi. Besides, instruction besides has major advantage in the facet of edifice 1s individuality. Nevertheless, the new coevalss are the people who contribute in political relations, entrepreneurships and economic prosperity of the state. Word count: 3523 Mentions: Arvind V. Phatak, Rabi S. Bhagat A ; Roger J. Kashlak, International Management Managing in a Diverse and Dynamic Global Environment, 2005, McGraw Hill Bangladeshi, Culture A ; Society, ( 2008 ) , IPTU Available from: lt ; hypertext transfer protocol: //www.iptu.co.uk/content/bangladesh_business_cult.asp gt ; , [ accessed: June 18, 2010 ] Bangladesh Location A ; Size, ( 2010 ) , Encyclopaedia of Nation Available from: lt ; hypertext transfer protocol: //www.nationsencyclopedia.com/economies/Asia-and-the-Pacific/Bangladesh.html gt ; , [ accessed: June 16, 2010 ] Bangladesh: History, Geography and Culture, ( 2008 ) , Fact Monster Available from: lt ; hypertext transfer protocol: //www.factmonster.com/ipka/A0107317.html gt ; , [ accessed: June 16, 2010 ] Hofstede, Greet ( 2009 ) , Greet Hofstede Cultural Dimensions, Itim international. Available from: lt ; hypertext transfer protocol: //www.geert-hofstede.com/ gt ; , [ accessed: June 18, 2010 ] Hodgetts, Luthan A ; Doh, International Management Culture, Strategy and Behaviour, 2006, McGraw Hill Intercultural Management Bangladesh, Kwintessential Available from: lt ; hypertext transfer protocol: //www.kwintessential.co.uk/intercultural/management/bangladesh.html gt ; [ accessed: June 18, 2010 ] Khan, Rafayet, ( Apr 15, 2010 ) , National Culture of Bangladesh, Scribd. Available from: lt ; hypertext transfer protocol: //www.scribd.com/doc/29984322/National-Culture-of-Bangladesh-French-model gt ; , [ accessed: June 16, 2010 ] Workman, Daniel, ( Jan 23, 2003 ) , Trade Culture Dimensions, Suite101 Available from: lt ; hypertext transfer protocol: //internationaltrade.suite101.com/article.cfm/trade_culture_dimensions gt ; , [ accessed: June 18, 2010 ]

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