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On the other hand India is a collective society and thus behaves more cooperatively than U.S.A. According to the researchers the Asians are more collectivist thus more cooperative then the Anglo who are individualistic and more competitive i.e. Indians more cooperative and Americans more competitive.
CONCLUSION:-
There are numerous values of a certain culture; the three values discussed are corruption level in organization, resistance to self- management, and cooperation with group members. These were discussed on the basis of hofstede two dimension i.e. power distance and individualism. Two countries were compared India and U.S.A. It was concluded that India is a society with more corruption level, more resistance to self-management, and more cooperative with group members than the U.S.A society.
Hofstede (1990) states “Culture has become a fad, among managers, among consultants, and among academics, with somewhat different concerns. Fads pass, and this one is no exception. Nevertheless, we believe it has left its traces on organization theory. Organizational/corporate culture has acquired a status similar to structure, strategy, and control”. …show more content…
G., & Ledford, G. E., Jr. 1994. The effectiveness of self-managing teams: A quasiexperiment. Human Relations, 47: 13-43. * Cohen, S. G., Ledford, G. E., Jr., & Spreitzer, G. M. 1996. A predictive model of self-managing work team effectiveness. Human Relations, 49: 643-676. * Cohen, S. G., & Spreitzer, G. M. 1994. Employee involvement: The impact of self-managing work teams on productivity, customer satisfaction, and employee quality of work life. Paper presented at the annual meeting of the Academy of Management, Dallas, TX. * Adler, N. J. 1997. International dimensions of organizational behavior (3rd ed.). Cincinnati, OH: South-Western College Publishing. * Hessels, K.J. 1996. Influences of Cultural Differences on Entry Mode Choice in Central and Eastern Europe. Unpublished Masters Degree Thesis, Vrije Universiteit, Amsterdam, The Netherlands. * Hofstede, G. & M.H. Bond. 1988. The Confucius Connection: From Cultural Roots to Economic Growth. Organizational Dynamics, 16(4): 4-21. * GIBSON, C.B. (1999). Do They Do What They Believe They Can? Group Efficacy and Group Effectiveness across Tasks and Cultures. The Academy of Management Journal. 42 (2), 138-152. *
CONCLUSION:-
There are numerous values of a certain culture; the three values discussed are corruption level in organization, resistance to self- management, and cooperation with group members. These were discussed on the basis of hofstede two dimension i.e. power distance and individualism. Two countries were compared India and U.S.A. It was concluded that India is a society with more corruption level, more resistance to self-management, and more cooperative with group members than the U.S.A society.
Hofstede (1990) states “Culture has become a fad, among managers, among consultants, and among academics, with somewhat different concerns. Fads pass, and this one is no exception. Nevertheless, we believe it has left its traces on organization theory. Organizational/corporate culture has acquired a status similar to structure, strategy, and control”. …show more content…
G., & Ledford, G. E., Jr. 1994. The effectiveness of self-managing teams: A quasiexperiment. Human Relations, 47: 13-43. * Cohen, S. G., Ledford, G. E., Jr., & Spreitzer, G. M. 1996. A predictive model of self-managing work team effectiveness. Human Relations, 49: 643-676. * Cohen, S. G., & Spreitzer, G. M. 1994. Employee involvement: The impact of self-managing work teams on productivity, customer satisfaction, and employee quality of work life. Paper presented at the annual meeting of the Academy of Management, Dallas, TX. * Adler, N. J. 1997. International dimensions of organizational behavior (3rd ed.). Cincinnati, OH: South-Western College Publishing. * Hessels, K.J. 1996. Influences of Cultural Differences on Entry Mode Choice in Central and Eastern Europe. Unpublished Masters Degree Thesis, Vrije Universiteit, Amsterdam, The Netherlands. * Hofstede, G. & M.H. Bond. 1988. The Confucius Connection: From Cultural Roots to Economic Growth. Organizational Dynamics, 16(4): 4-21. * GIBSON, C.B. (1999). Do They Do What They Believe They Can? Group Efficacy and Group Effectiveness across Tasks and Cultures. The Academy of Management Journal. 42 (2), 138-152. *