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    Investment Recovery and Surplus Asset Sales - the Overlooked Opportunity
    Corporate Investment Recovery ProgramsEvery business eventually has items they no longer need. For some businesses this may be machine tools, processing lines, and even complete plants, while for others it’s overstocked inventory, end of life products, computers or vehicles. Most everything that flows through the billion dollar purchasing channels and supply chains of the world will some day be discarded or sold. In some situations these items may be relatively new and still in original packaging or recently installed, while in other cases the asset may be 50 years old and held together by duct tape. Managing items when they arrive at the end of their initial planned use is something that I, and others, call the Disposition Chain Management. This function is also referred to as “Investment Recovery” or “Surplus Asset Management”. By whatever name you call it, this is one of the single largest overlooked areas for most businesses.The Missed OpportunityThink of all the technology, resources and effort applied to purchasing management. The purchase of a $20,000 asset will likely involve certified purchasing managers, an RFQ, pre-approved vendors, multiple bidders, advanced purchasing systems and a well structured process to approve the purchase. If the $20,000 budgeted asset is purchased for $19,000 through these efforts the $1,000 savings is important and measured cost avoidance. Now consider the sale of a used piece of equipment with a market value of $20,000. In many company’s this task will be delegated to someone with little experience in asset sales. In addition, there are few controls on vendors, no s
    esultant behaviour are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.

    Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication.

    How laypersons see culture

    It is a daunting challenge to convey the findings of research and field work and discuss cross-cultural issues in diverse contexts such as corporate culture, workplace culture and intercultural competency as laypeople tend to use the word ‘culture’ to refer to something refined, artistic and exclusive to a certain group of “artists” who function in a separate sphere than ordinary people in the workplace. Some typical allusions to culture:

    Culture is the section in the newspaper where they review theatre, dance performances or write book reviews etc.

    Culture is what parents teach their kids and grandparents teach their grandchildren.

    “You don’t have any culture,” is what people say to you when you put your feet on the table at lunchtime or spit in front of guests.

    “They just have a different culture,” people say about those whose behaviour they don’t understand but have to tolerate.

    Different models
    Resume Writing Success -- The Five Secrets to Working Smarter, Not Harder
    Are you are working harder than you should be at your job search? And are your results are too low? Let me show you five ways to make it easier while ending up with better job offers for a lot more money. What I'm about to tell you has helped hundreds of job hunters who have been able to work smarter, not harder, and get better results in the process.That’s the key. You need to take steps to work smarter – to cultivate an attitude that makes things happen. Here are the five secrets:1. Job Hunters who work smarter, not harder, position themselves as problem solvers.How would you respond if you went to your doctor with a complaint and he or she immediately, without an examination or explanation, ordered surgery?Sounds incredible, I know. But it illustrates a common mistake you may be making.If you are marketing yourself to an employer, you are like a physician. You must first be credible. An important way to do that is to thoroughly "examine" your prospect - with intelligent questions - before you make a "diagnosis" - suggest a solution.Remember, your interviewer is likely overwhelmed with a barrage of resumes, interviews, and more. They don't want mere information from you, they get plenty of that. What they really want is a problem solver who inspires trust.As smart job hunter, you do everything you possibly can to win your client's trust by positioning yourself as an expert consultant.2. Job Hunters who smarter, not harder, realize that the smart way is the best way - 20% of their efforts will create 80% of their results, so by working smart - and actually working less - they can actuall
    Cross-cultural analysis could be a very perplexing field to understand with many different viewpoints, aims and concepts. The origins of cross-cultural analysis in the 19th century world of colonialism was strongly grounded in the concept of cultural evolution, which claimed that all societies progress through an identical series of distinct evolutionary stages.

    The origin of the word culture comes from the Latin verb colere = "tend, guard, cultivate, till". This concept is a human construct rather than a product of nature. The use of the English word in the sense of "cultivation through education" is first recorded in 1510. The use of the word to mean "the intellectual side of civilization" is from 1805; that of "collective customs and achievements of a people" is from 1867. The term Culture shock was first used in 1940. (Quotation adapted from The Online Etymology Dictionary. http://www.etymonline.com)

    How do we define culture?

    There are literally hundreds of different definitions as writers have attempted to provide the all-encompassing definition.

    Culture consists of language, ideas, beliefs, customs, taboos, codes, institutions, tools, techniques, works of art, rituals, ceremonies and symbols. It has played a crucial role in human evolution, allowing human beings to adapt the environment to their own purposes rather than depend solely on natural selection to achieve adaptive success. Every human society has its own particular culture, or sociocultural system. (Adapted from source: Encyclopaedia Britannica)

    Generally culture can be seen as consisting of three elements:

    • Values - Values are ideas that tell what in life is considered important.
    • Norms - Norms consists of expectations of how people should behave in different situations.
    • Artefacts — Things or material culture — reflects the culture's values and norms but are tangible and manufactured by man.
    Origins and evolution of Cross-cultural analysis

    The first cross-cultural analyses done in the West, were by anthropologists like Edward Burnett Tylor and Lewis H Morgan in the 19th century. Anthropology and Social Anthropology have come a long way since the belief in a gradual climb from stages of lower savagery to civilization, epitomized by Victorian England. Nowadays the concept of "culture" is in part a reaction against such earlier Western concepts and anthropologists argue that culture is "human nature," and that all people have a capacity to classify experiences, encode classifications symbolically and communicate such abstractions to others.

    Typically anthropologists and social scientists tend to study people and human behaviour among exotic tribes and cultures living in far off places rather than do field work among white-collared literate adults in modern cities. Advances in communication and technology and socio-political changes started transforming the modern workplace yet there were no guidelines based on research to help people interact with other people from other cultures. To address this gap arose the discipline of cross-cultural analysis or cross-cultural communication. The main theories of cross-cultural communication draw from the fields of anthropology, sociology, communication and psychology and are based on value differences among cultures. Edward T. Hall, Geert Hofstede, Fons Trompenaars, Shalom Schwartz and Clifford Geertz are some of the major contributors in this field.

    How the social sciences study and analyse culture

    Cultural anthropologists focus on symbolic culture whereas archaeologists focus on material and tangible culture. Sociobiologists study instinctive behaviour in trying to explain the similarities, rather than the differences between cultures. They believe that human behaviour cannot be satisfactorily explained entirely by ‘cultural’, ‘environmental’ or ‘ethnic’ factors. Some sociobiologists try to understand the many aspects of culture in the light of the concept of the meme, first introduced by Richard Dawkins in his 1976 book The Selfish Gene. Dawkins suggests the existence of units of culture - memes - roughly analogous to genes in evolutionary biology. Although this view has gained some popular currency, other anthropologists generally reject it.

    Different types of cross-cultural comparison methods

    Nowadays there are many types of Cross-cultural comparisons. One method is comparison of case studies. Controlled comparison among variants of a common derivation is another form of comparison. Typically anthropologists and other social scientists favour the third type called Cross-cultural studies, which uses field data from many societies to examine the scope of human behaviour and to test hypotheses about human behaviour and culture.

    Controlled comparison examines similar characteristics of a few societies while cross-cultural studies uses a sufficiently large sample that statistical analysis can be made to show relationships or lack of relationships between certain traits in question. The anthropological method of holocultural analysis or worldwide cross-cultural analysis is designed to test or develop a proposition through the statistical analysis of data on a sample of ten or more nonliterate societies from three or more geographical regions of the world. In this approach, cultural traits are taken out of the context of the whole culture and are compared with cultural traits in widely diverse cultures to determine patterns of regularities and differences within the broad base of the study.

    Aims of cross-cultural analysis

    Cross-cultural communication or intercultural communication looks at how people from different cultural backgrounds try to communicate. It also tries to produce some guidelines, which help people from different cultures to better communicate with each other.

    Culture has an interpretative function for the members of a group, which share that particular culture. Although all members of a group or society might share their culture, expressions of culture-resultant behaviour are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.

    Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication.

    How laypersons see culture

    It is a daunting challenge to convey the findings of research and field work and discuss cross-cultural issues in diverse contexts such as corporate culture, workplace culture and intercultural competency as laypeople tend to use the word ‘culture’ to refer to something refined, artistic and exclusive to a certain group of “artists” who function in a separate sphere than ordinary people in the workplace. Some typical allusions to culture:

    Culture is the section in the newspaper where they review theatre, dance performances or write book reviews etc.

    Culture is what parents teach their kids and grandparents teach their grandchildren.

    “You don’t have any culture,” is what people say to you when you put your feet on the table at lunchtime or spit in front of guests.

    “They just have a different culture,” people say about those whose behaviour they don’t understand but have to tolerate.

    Different models
    Business Success And The Art Of Networking
    Networking is about creating a support system for your business. It can help you raise money attract employees or partners and even offer a fresh perspective.Networking is a non- starter if you start with the end in mind. This is even true when one thinks of networking in the business context. Business networking is not merely about exchanging cards and few laughs over dinner, its about looking for ways to help each other grow symbiotically. It is a process which helps to build relationships and develop the support system for the entrepreneur and his business.Any successful entrepreneur will tell you that a network of contacts can add value only if you know how to add value to each one of them. If you want to know the secret to building the network which will help you, you have to learn to understand other peoples problems and challenges first. You have to be ready to give first and demand later.The art of networking is not an easy one. Most young entrepreneurs find that it is easier to build upon an idea than to develop a network of contacts. The best bet for young entrepreneurs is to participate in forums that are provided by business networking professionals like Business Networking International (BNI), The Indus Entrepreneurs, and even online networking sites like Ryze and LinkedIn. These have regular mixer meets- where new entrepreneurs have an opportunity to interact with more experienced entrepreneurs and take the concept of organised networking very seriously.Such forums result in a place where business supply and demand have a command ground. For eg: people who require funds can connect with people who want to invest funds, and the
    paedia Britannica)

    Generally culture can be seen as consisting of three elements:

    • Values - Values are ideas that tell what in life is considered important.
    • Norms - Norms consists of expectations of how people should behave in different situations.
    • Artefacts — Things or material culture — reflects the culture's values and norms but are tangible and manufactured by man.
    Origins and evolution of Cross-cultural analysis

    The first cross-cultural analyses done in the West, were by anthropologists like Edward Burnett Tylor and Lewis H Morgan in the 19th century. Anthropology and Social Anthropology have come a long way since the belief in a gradual climb from stages of lower savagery to civilization, epitomized by Victorian England. Nowadays the concept of "culture" is in part a reaction against such earlier Western concepts and anthropologists argue that culture is "human nature," and that all people have a capacity to classify experiences, encode classifications symbolically and communicate such abstractions to others.

    Typically anthropologists and social scientists tend to study people and human behaviour among exotic tribes and cultures living in far off places rather than do field work among white-collared literate adults in modern cities. Advances in communication and technology and socio-political changes started transforming the modern workplace yet there were no guidelines based on research to help people interact with other people from other cultures. To address this gap arose the discipline of cross-cultural analysis or cross-cultural communication. The main theories of cross-cultural communication draw from the fields of anthropology, sociology, communication and psychology and are based on value differences among cultures. Edward T. Hall, Geert Hofstede, Fons Trompenaars, Shalom Schwartz and Clifford Geertz are some of the major contributors in this field.

    How the social sciences study and analyse culture

    Cultural anthropologists focus on symbolic culture whereas archaeologists focus on material and tangible culture. Sociobiologists study instinctive behaviour in trying to explain the similarities, rather than the differences between cultures. They believe that human behaviour cannot be satisfactorily explained entirely by ‘cultural’, ‘environmental’ or ‘ethnic’ factors. Some sociobiologists try to understand the many aspects of culture in the light of the concept of the meme, first introduced by Richard Dawkins in his 1976 book The Selfish Gene. Dawkins suggests the existence of units of culture - memes - roughly analogous to genes in evolutionary biology. Although this view has gained some popular currency, other anthropologists generally reject it.

    Different types of cross-cultural comparison methods

    Nowadays there are many types of Cross-cultural comparisons. One method is comparison of case studies. Controlled comparison among variants of a common derivation is another form of comparison. Typically anthropologists and other social scientists favour the third type called Cross-cultural studies, which uses field data from many societies to examine the scope of human behaviour and to test hypotheses about human behaviour and culture.

    Controlled comparison examines similar characteristics of a few societies while cross-cultural studies uses a sufficiently large sample that statistical analysis can be made to show relationships or lack of relationships between certain traits in question. The anthropological method of holocultural analysis or worldwide cross-cultural analysis is designed to test or develop a proposition through the statistical analysis of data on a sample of ten or more nonliterate societies from three or more geographical regions of the world. In this approach, cultural traits are taken out of the context of the whole culture and are compared with cultural traits in widely diverse cultures to determine patterns of regularities and differences within the broad base of the study.

    Aims of cross-cultural analysis

    Cross-cultural communication or intercultural communication looks at how people from different cultural backgrounds try to communicate. It also tries to produce some guidelines, which help people from different cultures to better communicate with each other.

    Culture has an interpretative function for the members of a group, which share that particular culture. Although all members of a group or society might share their culture, expressions of culture-resultant behaviour are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.

    Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication.

    How laypersons see culture

    It is a daunting challenge to convey the findings of research and field work and discuss cross-cultural issues in diverse contexts such as corporate culture, workplace culture and intercultural competency as laypeople tend to use the word ‘culture’ to refer to something refined, artistic and exclusive to a certain group of “artists” who function in a separate sphere than ordinary people in the workplace. Some typical allusions to culture:

    Culture is the section in the newspaper where they review theatre, dance performances or write book reviews etc.

    Culture is what parents teach their kids and grandparents teach their grandchildren.

    “You don’t have any culture,” is what people say to you when you put your feet on the table at lunchtime or spit in front of guests.

    “They just have a different culture,” people say about those whose behaviour they don’t understand but have to tolerate.

    Different models
    Developing a Niche Product
    When looking for a product to sell on the internet you must apply principles of common sense. Like anything, you must apply your due diligence and research your targeted customers. If anyone makes wild claims that making a fortune on the internet is easy it’s probably a scam. Beware, no one can guarantee a fortune. Like anything, it takes a lot of careful planning, research, education and a lot of hard work.The truth is you can make millions of dollars online but it takes lots of work. The first thing you need to do is find your passion. It’s a lot easier to develop an online business when you really love the service or product. Think of things you have a lot of knowledge about. What do people ask you about? So how do you translate your passion into a successful online business? Just focus!!! Some people love certain hobbies, others sports, some love cars and others love education. Whatever it is just stop and think. Make a list of things you like and write them down.Now you’re ready to do some research. You basically need to make sure other people are interested in your passion. This is the first step. You are identifying a targetable niche market. This is critical to your success. You must study the niche market and then develop a product or service that solves people’s problems. Unfortunately, most people do this the wrong way around. They develop a product or service and then find there is no market for the service.Check out the online newsgroups, discussion boards, chat rooms and type in your keywords in Google to locate markets that relates to your passion. You also need to research your competitors and how they cater for these markets.
    eract with other people from other cultures. To address this gap arose the discipline of cross-cultural analysis or cross-cultural communication. The main theories of cross-cultural communication draw from the fields of anthropology, sociology, communication and psychology and are based on value differences among cultures. Edward T. Hall, Geert Hofstede, Fons Trompenaars, Shalom Schwartz and Clifford Geertz are some of the major contributors in this field.

    How the social sciences study and analyse culture

    Cultural anthropologists focus on symbolic culture whereas archaeologists focus on material and tangible culture. Sociobiologists study instinctive behaviour in trying to explain the similarities, rather than the differences between cultures. They believe that human behaviour cannot be satisfactorily explained entirely by ‘cultural’, ‘environmental’ or ‘ethnic’ factors. Some sociobiologists try to understand the many aspects of culture in the light of the concept of the meme, first introduced by Richard Dawkins in his 1976 book The Selfish Gene. Dawkins suggests the existence of units of culture - memes - roughly analogous to genes in evolutionary biology. Although this view has gained some popular currency, other anthropologists generally reject it.

    Different types of cross-cultural comparison methods

    Nowadays there are many types of Cross-cultural comparisons. One method is comparison of case studies. Controlled comparison among variants of a common derivation is another form of comparison. Typically anthropologists and other social scientists favour the third type called Cross-cultural studies, which uses field data from many societies to examine the scope of human behaviour and to test hypotheses about human behaviour and culture.

    Controlled comparison examines similar characteristics of a few societies while cross-cultural studies uses a sufficiently large sample that statistical analysis can be made to show relationships or lack of relationships between certain traits in question. The anthropological method of holocultural analysis or worldwide cross-cultural analysis is designed to test or develop a proposition through the statistical analysis of data on a sample of ten or more nonliterate societies from three or more geographical regions of the world. In this approach, cultural traits are taken out of the context of the whole culture and are compared with cultural traits in widely diverse cultures to determine patterns of regularities and differences within the broad base of the study.

    Aims of cross-cultural analysis

    Cross-cultural communication or intercultural communication looks at how people from different cultural backgrounds try to communicate. It also tries to produce some guidelines, which help people from different cultures to better communicate with each other.

    Culture has an interpretative function for the members of a group, which share that particular culture. Although all members of a group or society might share their culture, expressions of culture-resultant behaviour are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.

    Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication.

    How laypersons see culture

    It is a daunting challenge to convey the findings of research and field work and discuss cross-cultural issues in diverse contexts such as corporate culture, workplace culture and intercultural competency as laypeople tend to use the word ‘culture’ to refer to something refined, artistic and exclusive to a certain group of “artists” who function in a separate sphere than ordinary people in the workplace. Some typical allusions to culture:

    Culture is the section in the newspaper where they review theatre, dance performances or write book reviews etc.

    Culture is what parents teach their kids and grandparents teach their grandchildren.

    “You don’t have any culture,” is what people say to you when you put your feet on the table at lunchtime or spit in front of guests.

    “They just have a different culture,” people say about those whose behaviour they don’t understand but have to tolerate.

    Different models
    Monitoring the Acceptance Level
    An important part of the Pre-Persuasion Checklist is determining what the audience's current acceptance level is for the subject you want to present.Ask yourself the following questions when making this determination:1. Knowledge: What does my audience know about the topic I want to talk about?2. Interest: How interested is the audience in my subject?3. Background: What are the common demographics of my audience?4. Support: How much support already exists for my views?5. Beliefs: What are my audience's common beliefs?Understanding different types of audiences will also help you determine their acceptance level. Following are some different categories of audiences and how to deal with each of them.The Hostile Audience This group disagrees with you and may even actively work against you. For a hostile audience, use these techniques:* Find common beliefs and values.* Use humor to break the ice.* Don't start the presentation with an attack on their position.* You are only trying to persuade on one point; don't talk about anything else that could be considered hostile.* Because of your differences, they will question your credibility. Increase your credibility with studies from experts or anything that will support your claim.* They will try to find reasons to not like you; don't give them any.* Don't tell them you are going to try to persuade them.* Express that you are looking for a win-win outcome rather than a win-lose situation.* If possible, m
    ion is another form of comparison. Typically anthropologists and other social scientists favour the third type called Cross-cultural studies, which uses field data from many societies to examine the scope of human behaviour and to test hypotheses about human behaviour and culture.

    Controlled comparison examines similar characteristics of a few societies while cross-cultural studies uses a sufficiently large sample that statistical analysis can be made to show relationships or lack of relationships between certain traits in question. The anthropological method of holocultural analysis or worldwide cross-cultural analysis is designed to test or develop a proposition through the statistical analysis of data on a sample of ten or more nonliterate societies from three or more geographical regions of the world. In this approach, cultural traits are taken out of the context of the whole culture and are compared with cultural traits in widely diverse cultures to determine patterns of regularities and differences within the broad base of the study.

    Aims of cross-cultural analysis

    Cross-cultural communication or intercultural communication looks at how people from different cultural backgrounds try to communicate. It also tries to produce some guidelines, which help people from different cultures to better communicate with each other.

    Culture has an interpretative function for the members of a group, which share that particular culture. Although all members of a group or society might share their culture, expressions of culture-resultant behaviour are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.

    Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication.

    How laypersons see culture

    It is a daunting challenge to convey the findings of research and field work and discuss cross-cultural issues in diverse contexts such as corporate culture, workplace culture and intercultural competency as laypeople tend to use the word ‘culture’ to refer to something refined, artistic and exclusive to a certain group of “artists” who function in a separate sphere than ordinary people in the workplace. Some typical allusions to culture:

    Culture is the section in the newspaper where they review theatre, dance performances or write book reviews etc.

    Culture is what parents teach their kids and grandparents teach their grandchildren.

    “You don’t have any culture,” is what people say to you when you put your feet on the table at lunchtime or spit in front of guests.

    “They just have a different culture,” people say about those whose behaviour they don’t understand but have to tolerate.

    Different models
    Want to Increase the Amount of Business that Your Firm is Getting?
    Business development is important for every business and refers to the action of bringing in customers or clients that are likely to make positive contributions to a company’s bottom line. Business Development is all about establishing relevant and subsisting relationships in the market place.In this article Alex Margarit offers you an introduction into the world of business development and new business acquisition. Utilizing your existing client base to maximise your inbound sales revenue.Your existing client or customer base is the number one most important tool to increasing your firm’s business. The most important relationships for any business are those that it holds with its customers. For this reason it is paramount that companies consider their existing customers when identifying ways to increase their market share. Customer service theory tells as that by creating positive experiences with their clients, businesses can often reap big rewards in terms of new business referral with every “raving fan client” avidly promoting the business to others based on their experience.Prospecting & SalesProspecting for clients is an important means to increase market share. Prospecting is a valuable part of the sales process and normally involves identifying a targeted list of potential customers that meet with the firm’s marketing objectives. Direct sales campaigns can then be initiated to entice them into becoming a client or customer of the firm.Referral basesIn any given market there will often be a large number of potential referrers of business that may not necessarily be po
    esultant behaviour are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.

    Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miscommunication.

    How laypersons see culture

    It is a daunting challenge to convey the findings of research and field work and discuss cross-cultural issues in diverse contexts such as corporate culture, workplace culture and intercultural competency as laypeople tend to use the word ‘culture’ to refer to something refined, artistic and exclusive to a certain group of “artists” who function in a separate sphere than ordinary people in the workplace. Some typical allusions to culture:

    Culture is the section in the newspaper where they review theatre, dance performances or write book reviews etc.

    Culture is what parents teach their kids and grandparents teach their grandchildren.

    “You don’t have any culture,” is what people say to you when you put your feet on the table at lunchtime or spit in front of guests.

    “They just have a different culture,” people say about those whose behaviour they don’t understand but have to tolerate.

    Different models of cross-cultural analysis

    There are many models of cross-cultural analysis currently valid. The ‘Iceberg’ and the ‘Onion’ models are widely known. The popular ‘Iceberg model’ of culture developed by Selfridge and Sokolik, 1975 and W.L. French and C.H. Bell in 1979, identifies a visible area consisting of behaviour or clothing or symbols and artefacts of some form and a level of values or an invisible level.

    Trying to define as complex a phenomenon as culture with just two layers proved quite a challenge and the ‘Onion’ model arose. Geert Hofstede (1991) proposed a set of four layers, each of which includes the lower level or is a result of the lower level. According to this view, ‘culture’ is like an onion that can be peeled, layer-by layer to reveal the content. Hofstede sees culture as “the collective programming of the mind which distinguishes the members of one group or category of people from another.”

    Cross-cultural analysis often plots ‘dimensions’ such as orientation to time, space, communication, competitiveness, power etc., as complimentary pairs of attributes and different cultures are positioned in a continuum between these.

    Hofstede dimensions to distinguish between cultures

    The five dimensions Hofstede uses to distinguish between national cultures are:

    • Power distance, which measures the extent to which members of society accept how power is distributed unequally in that society.
    • Individualism tells how people look after themselves and their immediate family only in contrast with Collectivism, where people belong to in-groups (families, clans or organizations) who look after them in exchange for loyalty.
    • The dominant values of Masculinity, focussing on achievement and material success are contrasted with those of Femininity, which focus on caring for others and quality of life.
    • Uncertainty avoidance measures the extent to which people feel threatened by uncertainty and ambiguity and try to avoid these situations.
    • Confucian dynamism. This Long-term versus Short-term Orientation measured the fostering of virtues related to the past, i.e., respect for tradition, importance of keeping face and thrift.
    Trompenaars dimensions to distinguish between cultures

    Trompenaars and Hampden-Turner (1997) adopt a similar onion-like model of culture. However, their model expands the core level of the very basic two-layered model, rather than the outer level. In their view, culture is made up of basic assumptions at the core level. These ‘basic assumptions’ are somewhat similar to ‘values’ in the Hofstede model.

    Trompenaars and Charles Hampden-Turner use seven dimensions for their model of culture:

    • Universalism vs Particularism (what is more important - rules or relationships?)
    • Individualism vs Communitarianism (do we function in a group or as an individual?)
    • Neutral vs Emotional (do we display our emotions or keep them in check?)
    • Specific vs Diffuse (how far do we get involved?)
    • Achievement vs Ascription (do we have to prove ourselves to gain status or is it given to us just because we are a part of a structure?)
    • Attitude to Time
      • Past- / present- / future-orientatedness
      • Sequential time vs Synchronic time (do we do things one at a time or several things at once?)
    • Internal vs External Orientation (do we aim to control our environment or cooperate with it?)
    Criticism of current models

    One of the weaknesses of cross-cultural analysis has been the inability to transcend the tendency to equalize culture with the concept of the nation state. A nation state is a political unit consisting of an autonomous state inhabited predominantly by a people sharing a common culture, history, and language or languages. In real life, cultures do not have strict physical boundaries and borders like nation states. Its expression and even core beliefs can assume many permutations and combinations as we move across distances.

    There is some criticism in the field that this approach is out of phase with global business today, with transnational companies facing the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using new communication technologies.

    Some writers like Nigel Holden (2001) suggest an alternative approach, which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about organizations and multiple cultures in a globalizing business context.

    Bibliography and suggested reading:

    • Dawkins, Richard (1976). The Selfish Gene. Oxford University Press
    • French, W.L. and C.H. Bell (1979). Organization development. New Jersey: Prentice Hall.
    • Hofstede, Geert "Cultures and Organizations: Software of the Mind", 1997
    • Holden, Nigel 2001, Cross-Cultural Management: A Knowledge Management Perspective, Financial Times Management

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