Interference, Diffraction the Principle of Superposition

Interference takes place when waves interact with each other, while diffraction takes place when a wave passes through an aperture. These interactions are governed by the principle of superposition. Interference, diffraction, and the principle of superposition are important concepts for understanding several applications of waves. Interference the Principle of Superposition When two waves interact, the principle of superposition says that the resulting wave function is the sum of the two individual wave functions. This phenomenon is generally described as interference. Consider a case where water is dripping into a tub of water. If theres a single drop hitting the water, it will create a circular wave of ripples across the water. If, however, you were to begin dripping water at another point, it would also begin making similar waves. At the points where those waves overlap, the resulting wave would be the sum of the two earlier waves. This holds only for situations where the wave function is linear, that is where it depends on x and t only to the first power. Some situations, such as nonlinear elastic behavior that doesnt obey Hookes Law, would not fit this situation, because it has a nonlinear wave equation. But for almost all waves that are dealt with in physics, this situation holds true. It might be obvious, but its probably good to also be clear on this principle involves waves of similar type. Obviously, waves of water will not interfere with electromagnetic waves. Even among similar types of waves, the effect is generally confined to waves of virtually (or exactly) the same wavelength. Most experiments in involving interference assure that the waves are identical in these respects. Constructive Destructive Interference The picture to the right shows two waves and, beneath them, how those two waves are combined to show interference. When the crests overlap, the superposition wave reaches a maximum height. This height is the sum of their amplitudes (or twice their amplitude, in the case where the initial waves have equal amplitude). The same happens when the troughs overlap, creating a resultant trough that is the sum of the negative amplitudes. This sort of interference is called constructive interference because it increases the overall amplitude. Another non-animated example can be seen by clicking on the picture and advancing to the second image. Alternately, when the crest of a wave overlaps with the trough of another wave, the waves cancel each other out to some degree. If the waves are symmetrical (i.e. the same wave function, but shifted by a phase or half-wavelength), they will cancel each other completely. This sort of interference is called destructive interference and can be viewed in the graphic to the right or by clicking on that image and advancing to another representation. In the earlier case of ripples in a tub of water, you would, therefore, see some points where the interference waves are larger than each of the individual waves, and some points where the waves cancel each other out. Diffraction A special case of interference is known as diffraction and takes place when a wave strikes the barrier of an aperture or edge. At the edge of the obstacle, a wave is cut off, and it creates interference effects with the remaining portion of the wavefronts. Since nearly all optical phenomena involve light passing through an aperture of some kind - be it an eye, a sensor, a telescope, or whatever - diffraction is taking place in almost all of them, although in most cases the effect is negligible. Diffraction typically creates a fuzzy edge, although in some cases (such as Youngs double-slit experiment, described below) diffraction can cause phenomena of interest in their own right. Consequences Applications Interference is an intriguing concept and has some consequences that are worth note, specifically in the area of light where such interference is relatively easy to observe. In Thomas Youngs double-slit experiment, for example, the interference patterns resulting from diffraction of the light wave make it so that you can shine a uniform light and break it into a series of light and dark bands just by sending it through two slits, which is certainly not what one would expect. Even more surprising is that performing this experiment with particles, such as electrons, results in similar wave-like properties. Any sort of wave exhibits this behavior, with the proper set-up. Perhaps the most fascinating application of interference is to create holograms. This is done by reflecting a coherent light source, such as a laser, off of an object onto a special film. The interference patterns created by the reflected light are what result in the holographic image, which can be viewed when it is again placed in the right sort of lighting.

Harveys Dream and Where Are You Going, Where Have You Been

Sneaky Similarities The pair of short stories I will be analyzing and comparing is â€Å"Harvey’s Dream† by Stephen King, and â€Å"Where Are You Going, Where Have You Been?† by Joyce Carol Oates. These two stories are similar in many ways, and they can be compared critically based on their diction, point of view, similarities in narration, characterization, tone, et cetera. Though the stories are from different authors and have different plots, by comparing their literary techniques, their similarities can be unearthed. Stephen King’s â€Å"Harvey’s Dream† is a fictional short story about a woman, Janet, who thinks her life is dull, thin, and lackluster. She believes her life has no life in it, and she fears her husband, whom she has had 3 children with and a very long marriage, will eventually grow old, lazy, and inevitably boring. Janet watches her husband, Harvey, sit at the table in their home and go about his usual Sunday morning, and s he wishes her life would become thick and eventful. Then, he surprises her by saying he had a nightmare. Janet cannot recall the last time Harvey had a nightmare, and she instantly becomes interested. He tells his ominous dream, and Janet grows more and more uneasy, eventually becoming full blown panicked as she realizes his dream is becoming reality. Harvey’s dream is foreshadowing what has already come true. One of their daughters, as the story alludes to, has been hit by a drunk driver and is dead. Harvey’s dream is of him getting a phoneShow MoreRelatedA Few Things Wrong With Me2267 Words   |  10 Pageswritten about death or losing loved ones, it always reminds you of the people that were so close at once and then gone forever. Many people all over the world deal with their feelings of losing someone. So people cry, and some keep the emotions in and let it burn inside. â€Å"A Few Things Wrong with Me† by Lydia Davis and â€Å"Harrison Bergeron† by Kurt Vonnegut, Jr. and â€Å"Harvey’s Dream† by Stephen King are three examples of how character’s have lost their loved ones in a different way. Some were killed andRead MoreThe Lovely Bones Study Guide3680 Words   |  15 Pagesbag as he returns home. Susie tells us later that she missed all this as her spirit was fleeing toward heaven. On the way there, she reaches out and brushes Ruth Connors, a classmate who is walking near the school while Susie is being killed. Ruth dreams about the incident that night, and will become increasingly fascinated with not just Susie, but murdered women as a whole, over the next few years. Over this time, she also becomes close friends with Ray Singh, a British immigrant of Indian descentRead More`` Lovely Bones `` By Alice Sebold1400 Words   |  6 Pagesprotagonist’s, Susie Salmon, a fourteen year old, after her death and her relation with the living. Susie was brutally hurt and killed from a new neighbor, Mr. Harvey, who was never discovered for his numerous crimes. Sebold presents various settings where the protagonist, Susie Salmon, initiates to adjust with her new home in heaven after her terrifying homicide and maintains a connection with life on Earth without her. An important fact or of this novel is that the setting is very unusual, since, SusieRead MoreHarvey Macht s The Television Show Suits, Portrayed By Actor Gabriel Macht1742 Words   |  7 Pages Harvey Spectre is a fictional character in the TV show Suits, portrayed by actor Gabriel Macht. In the show Harvey is a senior partner at a law firm in New York City, USA, where he worked his way up from the mailroom to become an attorney and eventually a name partner of the firm. In the following paper I will explain Harvey Spectre’s personality, showing that he is extremely Type A. I will begin by exploring the origins of Type A personality, followed by the general characteristics and behaviorRead MoreIcs Inc. Case1493 Words   |  6 Pagesemployees together whom she wanted to work on the project. â€Å"Some of you may not be aware of it, but I submitted a proposal to a very large client, our largest ever, to implement an e-business system for one of their distribution centers. This is a really imp ortant project for me because if we successful, there will be other future projects with this customer, and ICS can become a major consulting firm-my dream come true. I must tell you, this is a fixed price contract, and I cut our price as low as IRead MoreMarital Life Cycle By Dr. Bradley1190 Words   |  5 Pagesmarital health and predict the future prognosis of the relationship determined by the analysis given. Method Subjects Caroline and Nate Matthews were the couple chosen for this analysis. Over the course of their 11 years of marriage, the Matthews have had two children ages 4 and 7, in Gainesville, GA. At age 35, the Matthews priority currently is raising their children, while figuring out how to maintain a good marriage relationship themselves. Procedure To analyze the Matthews’ level of maritalRead MoreThe Beginning Of Late Victorians2417 Words   |  10 Pagesbeginning. Although both pieces of work comes off as an upsetting story, it actually isn’t because it portrays the struggles that homosexuals face and because of that, the generation today are much more educated and more aware about past events that have occurred because of what was done, and might even continue fighting for gay rights for now and the future â€Å"Late Victorians† by Richard Rodriguez and the film â€Å"Milk†, a documentary about Harvey Milk written by Dustin Lance Black and directed by GusRead MorePeter Jackson Research Report Level 22383 Words   |  10 Pagesthroughout the movies. The films I have studied and researched into are: the Lovely Bones, Heavenly Creatures and the third movie The Return of the King of the trilogy The Lord of the Rings. The Questions: 1. Peter Jackson has one very clear issue in all the films I have studied and that is obsession. With The Lord of the Rings it is everyone’s obsession with the ‘one ring’. In the Lovely Bones it is Suzie Salmons obsession with her life before death and Mr Harvey’s obsession with killing. And theRead MoreRoaring Dragon Hotel15212 Words   |  61 Pagesfindings from this survey are acknowledged in the following. The Roaring Dragon Hotel The Red Dragon2 Hotel had been the first four star hotel in the city and since the early 1960s had enjoyed a reputation as the most famous accommodation-provider in the region. Being a state owned enterprise (SOE) with a long and colourful history, it was 2 The names of all people and places have been changed to protect the research sources. Grainger, S., ‘Guanxi Neglect at the Roaring Dragon in South-westRead MoreOrganisational Theory230255 Words   |  922 Pagescomprehensive and reliable guide to organisational theory currently available. What is needed is a text that will give a good idea of the breadth and complexity of this important subject, and this is precisely what McAuley, Duberley and Johnson have provided. They have done some sterling service in bringing together the very diverse strands of work that today qualify as constituting the subject of organisational theory. Whilst their writing is accessible and engaging, their approach is scholarly and serious

Wwi And Wwi The First World War - 1704 Words

Question 1 WWI vs WWII WWI is also known as the First World War, The Great War, The European War, and The War of the Nations. It was fought primarily in Europe from the year 1914 to the year 1918 and lasted 4 years. There were two warring groups, the Allied Powers composed of France, Britain, Russia, Japan, Italy, and in the later years, the U.S.; and the Central Powers composed of Germany, Austria-Hungary, Bulgaria, and Turkey. It was triggered by the assassination of Archduke Franz Ferdinand of Austria by Serbian nationalists. The allies of Austria-Hungary then invaded their enemies and it became one of the two largest wars of the world. It ended with the Treaty of Versailles in 1919 wherein Germany took responsibility for the war. It resulted in the separation of Austria-Hungary into several states, and the independence of Estonia, Latvia, Lithuania, Finland, and Poland from Russia. It also led to the formation of the League of Nations. WWII, on the other hand, was also known as The Second World War and was fought between the years 1939 and 1945. It lasted for six years which resulted in a very high number of casualties for all the nations involved in both civilian and military personnel. The two warring groups were: The Axis powers composed of Germany, Italy, and Japan; and The Allies composed of the U.S., Britain, France, the Soviet Union, and China. It was the most atrocious war with the Nazi’s genocide against the Jewish people. The outcome of WWI and the VersaillesShow MoreRelatedThe First World War ( Wwi )920 Words   |  4 PagesAlong history there have been persuasive speakers who through their voices have changed the world. They have mastered the art of persuasion and became leaders in order to inspire people to follow them and believe in them, to fight for their country because of patriotism and honor, and they unite masses for the best for the humanity and others for the worse. The First World War (WWI) left leaders that implementing strategic messages dedicated to the people made a paradigm shift by that time causingRead MoreThe First World War ( Wwi )1900 Words   |  8 PagesThe First World War (WWI) was fought from 1914 to 1918 and the Second World War (or WWII) was fought from 1939 to 1945. They were the largest military conflicts in human history. Both wars involved military alliances between different groups of countries. World War I was centered on Europe. The world warring nations were divided into two groups namely ‘The Central Powers’ and ‘The Allied Powers’. The central powers group consisted of Germany, Austria-Hungary, Turkey and Bulgaria. The Allied powersRead MoreEssay on The First World War (WWI)777 Words   |  4 Pages WORLD WAR ONE nbsp;nbsp;nbsp;nbsp;nbsp;There has always been wars, and there will always be wars. Most wars leave a huge impact on the history of that nation, especialy if it involves more than one. In 1914, long-standing rivalries among European nations exploded into war. World War one, as it is now called, cost millions of lives. Such a war, has left a deep intentaion on the American history. nbsp;nbsp;nbsp;nbsp;nbsp;There were three very important causes of WorldRead More The First World War (WWI) Essay854 Words   |  4 Pages The Price of Glory: Verdun 1916, written by Alistair Horne, All Quiet on the Western Front, written by Erich Maria Remarque, and the many letters written by soldiers give several different and similar views of World War 1. The letters written by the soldiers talk about his or her individual problems and how they miss and love his or her families. In The Price of Glory: Verdun 1916, Alistair Horne writes day to day stories about the Battle of Verdun and of soldiers discussing his or her feelingsRead More The First World War (WWI) Essay3406 Words   |  14 Pagesindependent and radically pan-Slavic nation bordering the Austro-Hungarian Empire, was behind the killing (they were right as it happened — the Serbian chief of staff had helped plan the crime). World Response Initial world opinion also believed Serbia was behind the assassination, and the initial world response condemned the act — a factor which reassured Austria that it could move to get revenge. But the Austro-Hungarian Dual Monarchy never operated quickly, especially since Austria could do nothingRead MoreEssay about The First World War (WWI)978 Words   |  4 PagesMain Causes of World War I While we are always reminded of the negative effects of war, it is not everyday that we learn to understand the deeper factors of war that can turn a small conflict into an international outbreak. World War I was said to have been sparked by the assassination of Archduke Francis Ferdinand but there are various deeper reasons that contributed to the commencement of the Great War. These factors include militarism, imperialism and the alliance systems. The first reason for theRead MoreEssay about The First World War (WWI)1087 Words   |  5 Pages World War I nbsp;nbsp;nbsp;nbsp;nbsp; nbsp;nbsp;nbsp;nbsp;nbsp;Nothing was a bigger disaster than what happened in World War I. This was such a bad war because everyone in the world has allies, and the allies are in oath to help there ally when things get rough or that country is going to war. What I am here to inform you about is how one of the major countries and why one of the biggest powers in the world played a big part in World War I. This country is no other than France, a countryRead MoreThe War I And World War II Essay1639 Words   |  7 PagesThe â€Å"Thirty Years War† World War I and World War II are the largest military conflicts in history. In 1919, Europe attempted to reconstruct the damage left by WWI. After WWI, with the Treaty of Versailles, Germany was left destroyed and destabilized, which eventually laid out the foundation for WWII. The harsh terms of the Treaty of Versailles led to the aggression of Germany. The Treaty of Versailles was supposed to bring about peace, but Marshall Foch, generalissimo of the Allied Armies in FranceRead MoreThe War on Terror vs. Wwi Essay1008 Words   |  5 PagesThe War on Terror can readily be compared to WWI.   The following analysis will compare and contrast these two important historical occurrences.   It will also examine just a few of the many consequences of both.    Beneath its cloak, the infamous War on Terror garners striking similarities to WWI.   The terror attack on Austria-Hungary ignited the War on Terror†¦nearly a century later.   It was not until 1914 that a terrorist attack was utilized to provoke military response.   The attack of SeptemberRead MoreWomen’s Role in Wwi: Before and After1357 Words   |  6 PagesWorld War I made a colossal impact on all aspects of human life and almost everyone in Europe was affected by this impact to different degrees as a consequence. One group in particular, most often illustrated as a real turning point, largely in enfranchisement and employment, were women. The outbreak of WWI saw a number of unexpected changes take place within the common social strata. These changes were prompted by the fact that a new wave of social-thinking was taking shape and eventually affected

Yellow Wallpaper Close Reading - 911 Words

The Yellow Wallpaper Close Reading The narrator of The Yellow Wallpaper by Charlotte Perkins Gilman discovers that the woman trapped in the yellow wallpaper is really herself and reflects that there are countless other women trapped and oppressed by society just as she is. Through her descent into madness, the narrator is able to finally free herself, but not without losing her sanity in the process. When the narrator states: â€Å"I pulled and she shook, I shook and she pulled† (Gilman 517), this goes to demonstrate that the woman in the wall that she’s been trying to free is really herself. The woman trapped in the wallpaper is a significant metaphor to represent that the narrator is trapped in an oppressive society, and more specifically†¦show more content†¦While, the narrator refers to the room as a nursery, the circumstances suggest that the room was really used to â€Å"treat† women like the narrator from similar illnesses. The room has a bolted down bed that â€Å"is fairly gnawe d† (Gilman 517), which the narrator bites a piece off of in frustration, suggesting it was under similar circumstances that the bed came to be gnawed. Therefore, the narrator’s creeping inside the room is the only way for her to be part of society, as in the room she can â€Å"creep smoothly on the floor, and [her] shoulder fits... so [she] cannot lose [her] way† (Gilman 518). She has to suppress and hide her true self in front of others, even her husband, as many women had to during those times. The diction and tone demonstrate a wonderful descent into madness. The story is written in first person, allowing us to better understand the narrator’s state of mind. As the story progresses, there is an abundant use of exclamation marks, giving off an erratic, exited tone. Many sentences are short and choppy, portraying the uncertain and off-balance state of mind of the narrator. Although it is clear that the narrator has finally lost her mind, the ending of The Yellow Wallpaper is still fairly ambiguous. It suggests that the narrator was finally able to free herself, although she did lose her sanity in the process. This is evident as she casually remarks that â€Å"jumping out the window would beShow MoreRelatedA Close Reading Of `` The Yellow Wallpaper `` By Charlotte Gilmans903 Words   |  4 PagesA Close Reading of â€Å"The Yellow Wallpaper† â€Å"The Yellow Wallpaper†, by Charlotte Gilmans is a short story narrated by a woman who is suffering from depression soon after giving birth. The narrator’s husband is a physician who asserts that he knows what is best for his wife’s health and betterment. As the antagonist in the story he brings his wife to a secluded house with strict orders to rest and recuperate, keeping her away from society, physical exertion, and the writing that is her one true formRead More Imprisonment of Women Exposed in The Yellow Wallpaper1439 Words   |  6 PagesImprisonment of Women Exposed in The Yellow Wallpaper When asked the question of why she chose to write The Yellow Wallpaper, Charlotte Perkins Gilman claimed that experiences in her own life dealing with a nervous condition, then termed melancholia, had prompted her to write the short story as a means to try and save other people from a similar fate. Although she may have suffered from a similar condition to the narrator of her illuminating short story, Gilmans story cannot be coinedRead MoreThe Yellow Wallpaper By Charlotte Perkins Gilman1150 Words   |  5 PagesThe Yellow Wallpaper by Charlotte Perkins Gilman is a true reflection of the imaginative nature of literature. In this narration, Gilman presents her opinions on the nature of the relationship between men and women in the 19th century. However, she incorporates various stylistic devices particularly symbolism which make the story complex. In fact, it requires the audience to read the story several times to understand how it flows. Despite the complex approach, Gilman explici tly explains the subordinationRead More The Oppression of Women and The Yellow Wallpaper1514 Words   |  7 PagesThe Oppression of Women and The Yellow Wallpaper      Ã‚  Ã‚  Ã‚   The Yellow Wallpaper by Charlotte Perkins Gilman is a fictionalized autobiographical account that illustrates the emotional and intellectual deterioration of the female narrator who is also a wife and mother. The woman, who seemingly is suffering from post-partum depression, searches for some sort of peace in her male dominated world. She is given a â€Å"rest cure† from her husband/neurologist doctor that requires strict bed rest and an imposedRead MoreYellow Wall Paper by Charlotte Perkins Gilman853 Words   |  3 Pageswomen and men have not been perceived equally. In many places women are considered as a second citizen. Although inequality among men and women has decreased tremendously in our society, it’s still an issue in some part of the world. The short story â€Å"Yellow wall paper† by Charlotte Perkins Gilman reveals gender inequality. It narrates about a newly married woman who is trying to get away from a trap that is restricting h er freedom. Throughout the book the narrator is suffering within herself but sheRead MoreEffects of Thirdperson and First Person1197 Words   |  5 PagesEffects of Third Person and First Person Can the point of view in which a story is told really change its plot? When reading a story in the first person compared to the third person, one will have two different outlooks on the story. A story being told in the first person can be unreliable at points. It allows you to get inside the protagonists head and know what they are thinking, but you are only limited to their thoughts. While a story told in the third person gives you a little more freedomRead MoreThe Yellow Wallpaper By Charlotte Perkins Gilman963 Words   |  4 Pagesâ€Å"The Yellow Wallpaper†: Close Reading An inner battle between oneself wanting freedom and a scape and society finding its ways of not letting that happen. In â€Å"The yellow Wallpaper† author Charlotte Perkins Gilman writes a story in 1899 of a woman trapped by the oppression lead by society which at the time could be said men. The female in the story finds herself trap in a yellow wallpaper drifting into madness, losing her sanity until she gains her freedom. â€Å"I pulled and she shook, I shook and sheRead MoreThe Yellow Wallpaper Essay1453 Words   |  6 PagesThe Yellow Wallpaper is a story that exemplifies the common belief during the 1800’s. During then women were never held accountable for any duties other than being house bidden due to the weakness of handling stress. In the 1800s society was known to look past women who did anything besides house chores and raising children. Majority of women were then meant to be housewives and mothers and seen as the trophy wife and nothing more. It was extremely uncommon for the average women to want to furtherRead More The Importance of the Wallpaper in The Yellow Wallpaper by Charlotte Perkins Gilman1668 Words   |  7 PagesThe Importance of the Wallpaper in The Yellow Wallpaper      Ã‚  Ã‚   The Yellow Wallpaper takes a close look at one womans mental deterioration. The narrator is emotionally isolated from her husband. Due to the lack of interaction with other people the woman befriends the reader by secretively communicating her story in a diary format. Her attitude towards the wallpaper is openly hostile at the beginning, but ends with an intimate and liberating connection. During the gradual change in the relationshipRead More A Womans Struggle Captured in The Yellow Wallpaper1088 Words   |  5 PagesA Womans Struggle Captured in The Yellow Wallpaper       Pregnancy and childbirth are very emotional times in a womans life and many women suffer from the baby blues.   The innocent nickname for postpartum depression is deceptive because it down plays the severity of this condition. Although she was not formally diagnosed with postpartum depression, Charlotte Perkins Gilman   (1860-1935) developed a severe depression after the birth of her only child (Kennedy et. al.   424).   Unfortunately

Cross Cultural Management Free Essays

string(168) " to low power distance culture which means that subordinates are not totally dependent upon their superiors, they like to take their own decision if and when required\." Executive Summary The aim of this report is to provide a framework for understanding the differences in the cultures of India and China and to highlight the adjustments that will need to be made by ABC Ltd. which is based in Northampton, UK to succeed in the innovation co-operation of solar technology solutions in these two countries (Bhasin, 2007). In this paper we have used the historical background of cultures in India and China to define value, traditions, and attitudes. We will write a custom essay sample on Cross Cultural Management or any similar topic only for you Order Now It also highlights the various cross cultural problems and adjustments which the company has to make in order to succeed in India and China. The Conclusion has been drawn after the extensive research in different cross cultural areas where making a small adjustment will make a big difference. To support our research we have used various models which have been discussed by the famous author’s like Hofstede and Trompenaar’s. It also highlights the implications of these cultural differences on management and team member’s practices. 1. Cooperative Strategies 2. Conflict management 3. Decision making 4. Work-group characteristics and 5. Motivation system. With the help of these aspects few conclusive recommendation are made to inform the CEO and the managers of the company to be aware of varying cultures which would help them to have a long-term relationship and successful negotiations. Table of Contents 1. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 2. Literature Review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 1. Geert Hofstede Five Dimensions Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 1. Power Distance Index†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 2. Individualism Vs Collectivism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 . Masculinity Vs Femininity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 4. Uncertainty Avoidance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 5. Long-term Orientation Vs Short-term Orientation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 2. Al(Fons) Trompenaar’s Seven Dimension Model of Culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 1. Universalism Versus Pluralism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 2. Collectivism Versus Individualism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 3. Affective Versus Neutral†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 4. Specific Versus Diffuse†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5. Achieving Versus Ascribing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦. 9 6. Time as Sequence Versus Time as Synchronization†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 7. Inner Directed Versus Outer Directed†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 3. Implication or Impact of Cultural differences on Business Organizations. 9 1. Impact of Cultural Differences on Work-Group Characteristics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 2. Impact of Cultural Differences on Cooperative Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 3. Impact of Cultural Differences on Confli ct Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 4. Impact of Cultural Difference in Decision Making Risk Taking/Risk Avoiding†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 5. Impact of cultural differences in Motivations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 4. Research Findings †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Language Barrier†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Attitude toward A uthority†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Concepts of Time†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Adherence to Rule†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Building Relationship†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Communication Style†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 5. Conclusion with Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 6. References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 1. Introduction The 21st century has brought an era of globalization of the world economy. Since the world has become the local market companies which have branches/offices in different countries are facing various cross-cultural differences. Hofstede (1993) believes that since companies are spreading their business in global stage the core issue which comes out from this is how they should manage various national and regional differences. There is something in all countries called ‘management’, but its meaning differs to a larger or smaller extent from one country to another† (Hofstede G. H. , 1984). It is important for the companies to understand what culture actually means, Hofstede (1984), defines culture as â€Å"collective mind programming which differentiate one group from another culture through set of values†. So these values a nd fundamental assumptions held by a group of individuals are manifested into people’s attitudes and behaviors. Thus, culture difference can lead individual to view similar things in quite different ways. Since India and China’s economy is the fastest growing economy in the world. In the past few years these two countries has experienced an explosion in the field of foreign direct investment. Doing business in India and China provides a very good platform for international organizations, however, it is extremely important for the companies to at the same time there are number of cultural challenges that can create misunderstanding, conflict as well as huge direct or indirect costs to the organization if overlooked. In this report we will discuss and highlight the various cultural differences in management style of Indian, Chinese and British companies with advice to the British Manager’s of ABC Ltd on how to deal with cultural differences and to make a healthy and long-term relation in these two countries. 2. Literature Review In order to understand culture and its differences in more depth we will now discuss the various cross culture models which is discussed by famous authors like Hofstede, Trompenaar’s and Halls. It is important for ABC Ltd and its management to understand what these authors think about various cultural differences especially in countries like China, India and the United Kingdom. In this report we will be focusing on Greet Hofstede Five Dimensions Model and will also touch upon the seven Dimension Models of Trompenaar. This will help the ABC Ltd to understand the basic cultural differences between UK, China and India and make an adjustment in their management style in order to build a healthy and long-term relationship amongst each other. 1. Geert Hofstede’s Five Dimension Model Out of various author’s who came at different times and discussed about culture, Hofstede is one of the most famous, which came with Five Dimensions Model. [pic] (Source: http://www. geert-hofstede. com/hofstede_dimensions. php? culture1=18culture2=42) (Source: http://www. geert-hofstede. com/hofstede_dimensions. php? culture1=18culture2=42) 1. Power Distance (PDI) According to Hofstede (1984) â€Å"that is the extent to which the less powerful members of organizations and institutions (like family) accept and except that power is distributed unequally†. If we see the above table we can find out that India (77) and China (80) has a high power distance score compare to United Kingdom (35). People from higher level management do not like to discuss official matters with the lower level directly. In other words insight or suggestion from lower level employees will not make any impact in higher management decisions. Similarly, China culture is also high in power distance, which means they never question or challenge the capabilities or ideas of their superiors, they like taking orders from their managers and use formal language in the work place. Whereas, United Kingdom belongs to low power distance culture which means that subordinates are not totally dependent upon their superiors, they like to take their own decision if and when required. You read "Cross Cultural Management" in category "Papers" In low power distance people respect their boss because of high quality work and not because he/she holds authority. 2. Individualism Vs Collectivism (IDV) As word suggests individualism, is related to an individual, where every individual is responsible to take care of him/herself, or if required of his own family member. But on the collectivist side people since birth becomes the part of a group or an extended family. They take part in each other happiness and believe in living in harmony. (Hofstede G. , 1980) defined individualism-collectivism as a relationship which prevails in a particular society between an individual and the group. In the above table when we compare India (48), China (20) and UK (89) we can find out that UK is most Individualistic country. It shows UK people are more comfortable doing individual task and believe in achieving individual goals. China, on the other hand, has a collectivist culture and they give more emphasis on achieving collective or group goal. 3. Masculinity Vs Femininity (MAS) As per Hofstede (1984), there are various values which define the characteristics of masculinity culture, for example people are very assertive towards their work, show their aggression and are very competitive task-oriented. On the other hand, qualities which define the feminine culture are caring, very co-operative, and they believe in equal opportunity for everyone. The table reflects that India is medium feminist society (56) as compared to China and UK’s 66. This shows people in UK and China like to be competitive in market by being assertive all the time and also at the same like to get materialistic reward in the form of profits, promotions or bonuses. 4. Uncertainty Avoidance (UAI) As per Hofstede definition (2001), uncertainty avoidance is the degree to which a member of a society is ready to face the uncertainty in life or how much comfortable a person would be if presented with unfamiliar, unseen, unstructured and uncontrollable circumstances and at the same time what efforts the society makes to avoid or control such situations in future. People in high uncertainty avoidance culture tend to feel threatened from unseen circumstances. However, in low uncertainty avoidance culture people are more ready to face the unexpected circumstances. The above table suggests that India (40) is high in uncertainty avoidance then UK (35), and China (30). 5. Long-term Orientation Vs Short-term Orientation (LTO) This dimension was based on more practical terms, because it reflects the values which are important during the long-term and short-term orientation of people’s life. This dimension also plays a very important role for companies who want to establish their offices in India and China. If we see the above table India has scored (61), UK scored (25) and China has scored a massive (118) which clearly indicates from their culture as they believe in harmony relationship and long term benefits. These scores indicates that UK belongs to a short-term oriented culture but in order to succeed in China or in India they have to change their perspective and think from a long-term perspective. They should think about earning market share and market penetration instead of thinking about earning short term profits. 2. (Al)Fons Trompenaar’s Seven Dimension Model of Culture After the extensive studies for over ten years and gathering of data, in the year 1998, management consultant Trompenaar and Hampden-Turner came up with seven dimensions model of culture. It is important for the management of ABC Ltd to understand this in brief because this will help them to understand the various cultural differences that they might face while setting up their business office in China or India. Following are the seven dimensions of cultures: 1. Universalism Vs Pluralism The Universalist society gives a very high importance towards the observance of rules and they believe that rules should be same for everyone in the society regardless to any situation or any circumstances. Where as in a pluralistic culture people give importance to relationships over general rules and laws. They think rules can be amended when it comes to someone close to them. UK follows the Universalist culture whereas India and China follow the Pluralistic Culture. . Collectivism Versus Individualism It is exactly the same as we discussed above in Hofstede five dimensions model wherein, India and China culture are more of Collectivist compare to UK which is an individualistic. 3. Affective Versus Neutral The effective culture reflects the degree to which people show their emotion, where as in neutral culture people do not like to show their emotions to others. Both UK and India have neutral management cu lture where employees do not like to show their emotions at the work place. 4. Specific Versus Diffuse Specific culture reflects a culture where people maintain a distance with their seniors while at work or during working hours but outside working hour they might sit together and share a glass of wine together in some restaurant. On the other hand in diffuse culture people maintain distance with their seniors even outside working hours. UK has a specific culture whereas, China and India shares the diffuse culture. 5. Achievement Vs Ascription As the word suggests, in achievement-oriented society an individual earns the status or respect basis their achievements in life. People respect them because they are capable of delivering high performance and are competent of doing any work. Ascribed status on the other hand is earned basis age, sex or seniority in an organization. UK follows the achievement oriented culture and the promotion is totally based on talent and past records, whereas China reflects the ascribing status culture where status is gained through other means like the seniority or age, it has nothing to do with an individual performance. 6. Time as Sequence Versus Time as Synchronization This dimension is similar to one of the dimensions of Edward T Hall three dimensions model where he described time as monochronic versus polychronic. In monochromic culture, time tends to be seen as limited; and is spent wisely like money. Managers in monochronic culture prefer doing things once at a time or in sequence. Whereas, in polychronic culture time is considered to be unlimited and managers from these culture believes many things can be done at a time. 7. Inner Directed Versus Outer Directed This dimension is similar to Hofstede Risk Avoidance Dimension where people from inner-directed culture believe that they have the power to dominate nature and think that they can choose their own action. Whereas, people from externally-controlled culture see things differently, they think nature is controlling the human kind and thus, their focus is on environment and not on themselves. Source: (seven dimensions of culture, 2011) 2. Implication of Cross Cultural Differences on Management Since we are clear with various dimensions model of different authors it is equally important to know how management decisions are impacted by cultural differences. The entrepreneurs and the managers are very much influenced by their cultural values, norms, experience, surroundings and implement things which they have learned from their culture in their management decision as well. It is important to understand the significant cultural differences between China, India and UK because that is the major aspect which influences the change from one management practices to another. 1. Impact of Cultural Differences on Work-Group Characteristics China is a collectivist society and gives a very high importance towards personal relationship, which eventually also reflects on their work-group environment in every business organization. Following are the steps which a Chinese manager would undertake to get the successful negotiation: †¢ Before entering into any business or contractual relationship Chinese manager would first want to build rapport and try to establish the social and interpersonal relationship with their partners. †¢ Chinese believe that it would not be inappropriate to spend time in developing a healthy and fruitful relation during the process of interaction. According to them that’s the most important part before any successful negotiation. Which eventually help in building long-term relationship In contrast, UK is an Individualist state, UK managers would never want their employees to waste time in building rapport or any interpersonal relationship, and rather they would encourage them to concentrate on their own work. They may also encourage them to learn from each other and try to deliver the superior performance to build the confidence in the minds of management (Pan Zhang, 2004). 2. Impact of Cultural Differences on Cooperative Strategies Entrepreneurs in any country mature by learning things from their social or cultural environment. Their attitude towards cooperation is basically influenced by the values which they learned from people around them or from their society (Pan Zhang, 2004). As we discussed above UK falls in the category of individualistic society and medium masculine which in turn represent they rely on their own idea and thoughts and decide what they should do. Managers in UK company like working alone and are very uncomfortable in co-operating with others, because they give high importance to independence and control. On the other hand, if we see India and China they represent the strong collectivist society and India is also medium feminism, they depend more on groups or institution, and are likely to cooperate because they like to avoid risk and taking responsibilities. 3. Impact of Cultural Differences on Conflict Management India, UK and China has a different style of resolving conflicts, since China and India belongs to high Collectivism in which they give special importance to personal relation, and resolve their conflict through indirect ways and avoid taking the direct method. They try to suppress the conflict by either using the authority or settling things in private. They would not mind negotiating or compromising to end the conflict. UK on the other side comes from individualistic and medium masculine society where managers would not mind discussing the matter in public or directly in person. 4. Impact of Cultural Difference in Decision Making Risk Taking/Risk Avoiding India, China and UK management follow a different approach towards decision making or risk taking. Since India and China belongs to a very high ower distance culture, their managers believe that only the top management can take decision for the company and it will be inappropriate to indulge the lower level employee in decision making process because as per them both parties (higher, lower level people) are unequal and those sitting at higher level are more knowledgeable and experienced then the rest of the people in the organization. In contrast, UK belongs to lower power distance cultu re where management believes that everyone has the right to share their ideas and thoughts in the decision making process. In fact they appreciate and value the interdependence between the superior and the subordinate. 5. Impact of cultural differences in Motivations Motivating employees in an organization is also very much depended upon the cultural differences. Different companies use different methods to motivate their employees depending upon their cultural values (Pan Zhang, 2004). For example: China and India belongs to long-term oriented culture and people working in this culture would like themselves to be associated with an organization for a longer time. As Aguinis (2002) stated, there are various ways of rewarding an employee, rewards depending upon performance is called principle of equity, rewards basis equality known as principle of equality, or reward depending upon the need is called principle of need. In general, management in individualist culture likes to use the principle of equity method to motivate their employees and on the other hand, collectivist culture management will use principle of equality to motivate their employees 3. Research Findings After applying Hofstede and Trompenaar’s cultural dimensions, a cultural comparison is made between UK, China and India. They differ in nearly all the aspects of cultural differences. There are several findings from the above cultural comparison, in order to succeed in India and China ABC Ltd has to prepare them to face these problems efficiently. †¢ Language Barrier: Language is going to be the biggest problem for ABC Ltd, especially while setting their offices and China. It will be very difficult for the management of ABC Ltd to communicate or to co-operate with their Chinese counterparts because people in China prefer speaking in their own language. This would not be a problem with Indian partners. †¢ Attitude Towards Authority People attitude towards authority would be another challenge for ABC Ltd. without understanding the complexity of Indian and Chinese attitude towards authority and how it impact business, they will face hard time implementing their new policies as soon as possible because people would have different approach towards new management and they might struggle to get the best out of their experienced employees. †¢ Concepts of Time Being a polychronic culture, people in India change their priorities depending upon the importance and attitude towards their work. Most companies struggle to meet their deadlines while doing business in India. Adherence to Rule India and China has very high tolerance towards uncertainty. People generally accept the social etiquette rather than general rules and laws. Even after having proper rules and regulations in these two countries the adherence towards these rules are very low and this makes a challenge for any organizations while setting their offices especially when they are forced to implement their home-country laws and regulations. †¢ Building Relationship Both of these countries believes in building relationships and like to build trust and confidence before entering into any contract. Companies fail to understand these small things which later turn into big problems like delayed projects, frustration, and failure to meet the required targets. †¢ Communication Style Indians and Chinese prefer indirect or high context communication. It’s important to understand whole picture, give importance to the body language and emotion because that plays a very important part in indirect communication. Any communication gap can create a large problem and it will be very difficult to overcome especially for someone which comes from direct or low context culture. . Conclusion with Recommendations In order to succeed and to have a fruitful negotiation and a long-term relation in India and China, the management of ABC Ltd should keep these conclusive notes in mind while approaching their Indian or Chinese counterparts. †¢ Since India and China is very high in power distance so it is important that you send the experienced managers from top management for negotiatio ns and later on after the successful negotiation send middle-level managers for paper work and for rest of the formalities. During the initial stage of negotiation it is advisable to have the business card of the managers printed in English on one side and Chinese on the other side. Always present the card to the Chinese counterpart with the Chinese side facing up. †¢ It is vital that UK managers should give importance to rapport building and gaining the trust of both the management because both Indian and Chinese believe in maintaining healthy relationship with their partners. To build rapport they should go out for a lunch with these managers and try to know each other. Develop Language and culture training program for both the countries where training should be focused to overcome jargon words regional ascent, this would be a very good ice-breaker and could make a huge difference in creating a pool as talented people for the company. Send a cultural trainer from UK to incre ase the cultural awareness in these two countries. †¢ It is important while addressing an Indian or Chinese you should always use formal title like Professor, Doctor, Mr. , and Mrs. Followed by the surname and if you do not know their names then Sir or Madam will suffice. Always use the two-way communication model where there is scope of feedback which enables the UK managers that the receiver understands the message in the same way as they want. †¢ Avoid asking direct questions; try to keep negotiations calm and impersonal. †¢ Long-term orientation should be kept in mind while setting policies and introducing it to the Chinese or Indian counterpart, it is important that the managers should focus that these policies are made to achieve long-term goals and establish a long-term relationship with their partners. . References Aguinis Herman, 2002, the Search for Universals in Cross-Cultural Organizational Behavior. Chapter to appear in J Greenberg (ed), Organizational Be havior: The state of the science (2nd ed) Mahwah, NJ: Lawrence Erlbaum Associates. Bhasin, B. B. (2007). Succeeding in China: cultural adjustments for Indian businesses. Cross Cultural Management: An International Journal , 43-53. Hofstede, G. (1993). Cultural constraints in management theories. The Academy of Management Executives, 7(1): pp81-94 Hofstede, G. H. (1984). Cultural Consequences:International Differences in work-related values. Newbury Park, California 91320: Sage Publications, Inc. Hofstede, G. (1980). Motivation, leadership, and organisation: Do American theories apply abroad? Organisational Dynamics , 42-63. http://www. geert-hofstede. com/hofstede_dimensions. php? culture1=18culture2=42 (1967-2009). Retrieved 2011, from www. geert-hofstede. com: http://www. geert-hofstede. com/hofstede_dimensions. php Pan, F. , Zhang, Z. (2004). Cross Cultural Challenges when Doing Business in China. Singapore Managment Review 26. , 81-90. seven dimensions of culture. (2011). Retrieved from seven dimensions of culture: http://www. provenmodels. com/580/seven-dimensions-of-culture/charles-hampden-turner–fons-trompenaars Schneider, B. , Barsoux, J. L and Lawrence, P. (2003) Managing Across Cultures. Harlow: Financial Times Prentice Hall. Trompenaar, F (1993) Riding the Waves of Culture. London: Nicholas Brealey ———— ———– PDIPower Distance Index IDVIndividualism MASMasculinity UAIUncertainty Avoidance Index LTOLong-Term Orientation LTOLong-term Orientatin How to cite Cross Cultural Management, Papers Cross Cultural Management Free Essays string(126) " communication as a transmission of information from sender to receiver, what is understood as a possible to control process\." CROSS CULTURAL MANAGEMENT Under these conditions it is obvious that corporations very often operate in different countries and deal with people from other nations. The Company that makes business outside the home country encounters some difficulties. There are significant differences among countries according to their culture and this affects their relationships between trade partners or cooperating companies. We will write a custom essay sample on Cross Cultural Management or any similar topic only for you Order Now This subject very often is described by Lisbeth Clausen. She is a professor that associates with Department of Intercultural Communication and Management at Copenhagen Business School and she is also affiliated with Asia Research Center. In the International Journal of Cross Cultural Management, 2007 Vol 7(3): 317-332 we can find an article titled: Corporate Comunication Challenges – A Negotiation Culture Perspective, written by Lisbeth Clausen. The article is based on her research project, which examines communication between Danish companies and their headquarters/alliances in Japan. The main interest in this research is related to communications between people in organizations with a global perspective. The author for a year and a half was part of the international news flow research team at Keio University in Japan where she was observing political decision-making processes in the newsrooms at the public service station NHK and also the commercial station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the five Japanese national news producers about their production of international news and also she has compared studies of Danish and Japanese news programs. Her project is supported by the Danish Research Council (LOK). She also has interviewed fifty global managers from Denmark and Japan, paying attention to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her article Corporate Communication and Challenges-A Negotiated Culture Perspective is the essence of her long term studies and hard work. The author’s main thesis is that business culture cannot be defined only in terms of nationality. By the examination of Danish-Japanese business relationships she tries to show that there are other factors like industry, organizational and professional knowledge that shape culture. However that does not mean that national characteristics and values are not important. The article is very well organized. It includes a little introduction to the problems. Lisbeth presents results of her research that she did while being in Japan. She applies concept of negotiated culture to empirical data at both organizational and contextual levels in intercultural encounters. Communication is viewed as a complex, multi- issued, and dynamic process in which global managers exchange meaning (Clausen, 2007). The fact that she based her article on the theories of intercultural communication and negotiated culture and after that lead readers through information obtained from managers engaged in Danish-Japanese business to get to conclusions that support stated by her thesis, strengths this article, makes it clearer and more reliable. Based on the analyses of strategic and operational communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how many challenges are brought about by the globalization. As mentioned earlier the theoretical foundation for these studies is a theory of negotiated culture. According to Brannen and Salk (t2000): national origin is a source of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from different national and organizational cultures deal together during cooperation between corporation from two different countries emerge the specific attributes of a headquarters/partners relationship cultural differences may affect task related issues in unexpected ways The fact that the author indicates all the sources from which she has obtained information presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has collected data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe Company. She conducted fifty interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed made i n both Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner. In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several shoe stores and has spent some time in the showroom. She has thoroughly interviewed managers and directors from so many departments. Besides that she has also interview via telephone the managing director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that let her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a header to make it easier to understand. The author describes different issues step by step without mixing them together. Everything together is connected in the reasonable article and all the conclusions are drawn from all the information presented in there. It gives me an impression that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses involve communication therefore ability to communicate with people from other culture is crucial in global world of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002). There are no doubts that managers and expatriates have big challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I think that this is one of the proofs that Lisbeth tries to be very objective. Western approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. You read "Cross Cultural Management" in category "Management" From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture. She presents different theories of culture at the end she puts essence of all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded while interviewing managers in SHOE Company. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the author indicates as many areas that show differences in culture as possible. The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, still paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but they cannot incorporate everything into a Japanese business setting. Even if Danish managers made so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that force Japanese to modify Danish business philosophy. To convince readers about differences in Danish and Japanese culture Lisbeth gives so many examples from Companies life. SHOE Company has an office in Honk Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is kind of mediator between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and adaptation of the Asian managerial director. The author very good presents a base for her conclusions. She discusses variety of factors that affect her final opinion. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much conservative and spend too much time making sure that everything is perfect before they launch the product. Moreover dominating there vertical hierarchy does not support empower employees. The lack of freedom, independence and personal responsibilities makes business slower and less developed that it could be. Another important issue discovered by Lisbeth during her studies was lack of agreement on distribution channel. There is intermediary system of distribution in Japan, which in Danish’s opinion makes selling prices to go up. Unfortunately the power of wholesalers is overwhelming in the Japanese market, and many department stores are depended on them. Japanese tradition of wholesalers is not possible to change. I think that this example strengths Lisbeth’s article because proofs the assumption that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbet’h took closer look at Product, Brand and Marketing strategy in the SHOE Company. The main strategy of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to promote its shoes as Danish as comfortable, which is accepted by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This totally does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marketing. Similar situation appears if it comes about brand strategy. Living in the global world Danish tries to apply one global strategy to its products, however Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are very visible during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting. They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act totally different and value other things. For them every business meeting it has a form of formal ceremony. It is extremely important for them to attend the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details. They focus on the relationship building. Very often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy spending their private free time for meeting people from work. Lisbeth Clausen has done a very good job collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries. Numerous analyses of certain facts and behaviors let readers better understand stated problem. Examination of the situation that she personally experienced is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of globalization there are many challenges in making business across the countries. Maybe one day I will work for a Company that performs global and I will have to deal with managers from different culture. Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shape communication. References: Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada: North-Western Brannen, Y. and Salk, J. E. (2000) â€Å"Partnering across Borders: Negotiating Organizational Culture in German-Japanese Joint Venture†, Human Relations 53(4):451-87. How to cite Cross Cultural Management, Essays Cross Cultural Management Free Essays The purpose of this essay to demonstrate the cultural differences between the UK manager going to work as an expatriate manager in Colombia. By taking into consideration Hofstede, Bond, Trompenaars and other cross cultural management researchers to advise the UK manager about the Colombian culture, taking into consideration the differences between leadership styles, decision making, recruitment and selection, motivation, planning and team versus individual working. The reason for selecting Colombia was that according to the results by Geert Hofstede, these two countries are very opposite to one another. We will write a custom essay sample on Cross Cultural Management or any similar topic only for you Order Now Therefore it will be good to compare the differences and the similarities between the countries’ culture. According to Adler (1983) Cross Cultural Management is defined as the study of the behavior of people in the organizations located in cultures and nations around the world. It focuses on the description of organizational behaviour within countries and cultures, on the comparison of organizational behaviour across countries and cultures, and perhaps most importantly on the interactional of people from different countries working within the same organization or within the same work environment. As an advisor to a UK company opening a subsidiary and to send an expatriate Manager to work in Colombia, the best way is to enter the country with an acceptance to what is the culture of Colombia, as it is always better to accept and then expect. Hofstede defines culture as â€Å"the collective programming of the mind which distinguishes the members of one human group from another Culture, in this sense, includes values; systems of values are a core element of culture. (Mead et al, 2009) From further research on Hofstede’s culture dimension, we can state that there is a huge different between the UK and Colombian culture. (Hofstede, 2009) Power Distance is the extent to which members of a society accept the unequal distribution of power among individuals. (Ball et al 2004) On the Power Distance dimension (PDI) Colombia scored a comparatively high score of (67). Hofstede, (2011) the score reveal that Colombians are reliant on authority and have leadership that is regularly in a paternalistic approach. This is predictable by workers, they are often loyal and the assumption is that all authority and accountability is at a higher level. Here subordinates are to treat those in positions of authority with particular respect, meaning it is a society that has a very low level of tolerance for uncertainty. The manager knows everything and is all powerful. Harris et al (2004) Management here is seen as being authoritarian, the theory X managers as defined by McGregor. Netmba, (2011) In Colombia the lines of communication in organisation is vertical, subordinates will normally know whom to report to. Companies here are characterised by a less formal controls and fewer layers of management. (Mead et al, 2004) According to Geert Hofstede’s culture dimensions scores, UK has the score of (35) This shows that the UK has a very low power distance, which means that it society de-emphasises the differences between citizen’s power and wealth. It places more emphasis on opportunity and equality for everyone. Managers and subordinates are treated equally. Hodgetts et al, (2003). Here the management style as more of the theory Y manager, as managers are more flexible. (Netmba, 2011) Trompenaars views Individualism and Collectivism dimension as the conflict between groups and individual interest. Triandis, (1994) this reflects the underlying arrangement of society integrated, tight social arrangement involving collective responsibility. (Jhon Martin, 2005) UK has a score of (89) on the Hofstede’s finding, this score indicate that UK has a high score on individualism and a high gross national product and also a free political structure. Here the society are more individuals and are expected to look after themselves and their immediate families only. Mcfarlin et al, 2011) On the other hand Colombia has a score of (13), this indicates the opposite of UK, meaning that Colombia is a collective society, where a favourite for a strongly tie social framework in which citizens are integrated in groups, they expect their clan, families, or other in-group to look after them in exchange for unquestioning reliability. Colombian’s societies are strongly from birth onwards integrated into strong groups, this is often extended family. (Hofstede and Bond, 1988) Colombian people would openly express emotions even in business circumstances, whereas the British would consider such display nprofessional. (Helen Deresky, 2003) UK managers separates work, relationships and personal issues, they compartmentalise their private lives and work, they are more direct and open, whereas in an diffused oriented cultures, such as Colombia, there is spill over from work into personal relationships. (Helen Deresky, 2003) According to Edward Hall Britain is a monochronic time society. To British citizens time is precious and limited resource, it is to be scheduled, saved, and also spent with precision, for the British time is money, and the clock is at all times running. Therefore, schedules and deadlines must to be met, and when others are not on time for meetings, British may feel insulted, when meetings digress from their purpose, British tend to become impatient. (Mcfarlin et al, 2011) However in Colombia attitude toward time is â€Å"manana† meaning tomorrow. From Edward Hall research, Colombian is a polychonic time society. Despite the fact that the British frequently regards a deadline as a firm commitment, Colombians often regards deadline imposed on them as an insult. They feel that important things take long time and therefore cannot be rushed. Colombians are not known for punctuality. They may arrive at a business meeting 15 or 20 minutes late, since this is considered the norm. (Mcfarlin et al, 2011) The UK manager going to Colombia must be careful not to offend Colombians as they misunderstand the local language of time. Polychronic cultures take a more flexible view of time and this may be hard for British to understand. The procedure of relationship building is regarded with much more importance in most part of the globe. It is important for a cross culture manager to be aware of the influence of culture on decision making styles and process. Deresky, 2003) According to Harris et al, (2004) British negotiators are in general speaking objective regarding the precise issue at hand and usually would like to waste no time in getting down to business and making progress. They understand the other’s position, and are marked by tolerance and compromise. Managers here are seen as being one dimensional, mechanistic and c aught in a short term transitional approach. They focus more on formal rules than relationships. According to trompenaars’ dimensions UK is seen as being a high universalism society, However Colombia is seen high on particularism. Hodgetts et al, (2003) Colombian managers would like to take sufficient time to build trust and respect as a basis for negotiating contract. In Colombia personal commitment to individuals, rather than the legal system, form the basis for the enforcement of contracts. UK manager must be aware that relationship building is in fact, the first phase of negotiations with the Colombian. Looking at Trompennars dimension of diffuse vs specific, Colombians are known to have an indirect communication style and they rely on facial expression. With the Colombians it is considered polite to keep close eye contact during conversations. With close friends, women could kiss each other on one cheek or clasp forearms. Men often hug and hit each other’s back. This particular hug is known as the â€Å"abrazo. † (Cultural taboos, 2010) Colombians will also ask numerous polite questions and go through other pleasantries; UK managers should expect inquiries as to your trip, family, friend and health, when greeting Colombians you don’t not rush them, as it is considered callous and disrespect to rush greeting. The standard greeting is the handshake upon introduction and departure. Cultural taboos, 2010) In the other hand communication in the UK will be more direct and reserved; they avoid high pressure tactics and confrontational behaviour. (Harris et al, 2004) Language can also be a pitfall for a British expatriate manger going to work in Colombia. Inability to speak local language can be a challenge; therefore the British manager must learn Spanish when going to work in Colombia as this will help. In C olombia selecting a leader or a manager from a company is the most crucial decision, as they will normally want to know them personally and probably establish friendship. They make decisions on the basis of feelings, rather than experience or empirical evidence of other facts. Cultural taboos (2010) In Colombia before starting a meeting, there will always be a small talk, this is necessary in as its gives manager and subordinate the time to get to know each other personally. It is seen as a good way to establish relationship this is seen as a high priority than just doing business. Most time other cultures doing business with Colombian should wait for them to initiate the business discussion. (Charles, Trompenaars, 2004) At the end of the meeting, do not hurry off; wait a little longer to continue talking with the work colleague or business partners, Colombians will find it impolite and disrespectful to leave immediately following a meeting, this to them suggest that you have better things to do. Therefore a British expatriate manager should take this into consideration as mentioned above, time is not an issue for Colombians, and Meetings will last as long as they need to last, and establishing trust is very important first. (Charles, Trompenaars, 2004) Management nowadays must make sure that they are understanding and being understood across cultural borders. As a UK manager working as an expatriate in Colombia, there are many things to take into account as the two countries are very different when it comes to cross cultural differences and in cross cultural management. Dealing with different culturally teams can be a challenge. The expatriate UK manager going to Colombia must consider and respect that Colombian’s management is totally different from the one from UK; therefore the expatriate manager must show appreciation and consideration of Colombian culture. Uk manager should show tolerance, in respecting Colombian’s cultural views, beliefs and have tolerance for their difference working practices, as mentioned above in the views from Trompenaar, Colombia is seen as a high particularism society, they focus is more on relationship than formal roles, in Colombia the business set is very formal and the expatriate manager from UK will be more successful if he bears in mind the importance of being polite at all times. And treat people in positions of authority with respect. It is better to make an error on the side of being excessively formal rather than to jeopardize a business relationship by being too informal and appearing flippant. Cultural taboos (2010) whereas in the UK this is not the case. British society is seen as high universalism, they focus is more on formal rules than relationships, here business contract are adhered to very closely, and they believe that â€Å"a deal is a deal†. (Hodgetts et al 2003) The UK expatriate manager must also have the knowledge of the Colombian organisational culture and history, as this will help him know exactly what to expect from the Colombian working trategy, and learn who has the authority to decide on settlement and on the decision making. He must also take whatever step that is necessary to gain an in depth understanding of Colombians, and how they negotiating styles, views of process, and cultural values may come to play. Another important issue that the UK expatriate manager should consider is language, the lack of foreign language skills will put the British manager at a disadvantage, as verbal communication is important. In Colombia business is done in English and in Spanish, therefore the British manager should consider learning Spanish before taking the challenge of working in Colombia. In Conclusion a manger moving to work from one country to another, must know that it is not an easy issue but a challenging one. Cross cultural manager must learn the differences management styles between the host country and the visiting country. Taking into consideration their cultures differences, value, beliefs and norms. References Dereskey, E. (2011). International Management, 7th Edition. Prentice Hall Dereskey, E. 2003). International Management, 4TH Edition. Prentice Hall Mcfalin, D. , Sweeney, P. (2011). International Management, 4th Edition. New York Harris, P. Robert, T, . Moran, S, . Moran, V. (2004). Managing Cultural Differences, 6TH Edition. USA Hampden, C, T, Trompennar, F. (2004). Building Cross- Cultural Competence. UK Hodgetts, R. Luthans, F. (2003) International Management, 5TH Edition Mead, R. , Andrews T. (2009). International Management, 4th Edition Wiley Nancy J. (1983). The Academy of Management Review Cross-Cultural Management Research: The Ostrich and the Trend Cultural taboos (2010) Available at: http://www. circlesofexcellence. com/blog/? tag=cultural-taboospaged=2 [accessed: 21 March, 2011]. Colombian culture tips Available at: http://rw-3. com/tag/colombian-culture/ [accessed: 19 March, 2011]. Intercultural Management, UK. Being a Manager in United Kingdom http://www. kwint essential. co. uk/intercultural/management/uk. html [Accessed: 20 March, 20011]. Theory X and Theory Y Available at: http://www. netmba. com/mgmt/ob/motivation/mcgregor/ [accessed: 19 March, 2011]. APENDIX Geert Hofstede Culture Dimension See: http://www. geert-hofstede. com/hofstede_dimensions. php? ulture1=94culture2=19 High Context vs. Low Context Take a look how members of high and low contextual cultures see themselves and their opposites: High Context Communication †¢polite †¢respectful †¢integrates by similarities/harmony †¢not directLow Context Communication †¢open †¢true †¢integrates by authenticity †¢direct High Context claims Low Context †¢impolite †¢Ã¢â‚¬Å"cannot read between the lines† †¢naive †¢no self discipline †¢too fastLow Context claims High Context †¢hiding information †¢not trustable †¢arrogant †¢too formal †¢too slow See:http://globthink. com/2009/06/24/indirect-comm unication-and-indirect-leadership-in-asia/ How to cite Cross Cultural Management, Papers

Local Authority Occupational Therapy Services †MyAssignmenthelp

Question: Discuss about the Local Authority Occupational Therapy Services. Answer: Introduction Health refers to the level of peoples physical, mental and social being as well. In other words health is multidimensional model. According to sociological perception, the three dimensions mentioned above can be integrated as far as for individual to be in good condition, that is, physical and poor mental health. On the other hand health care can be said as the facility of medical services to protect, diagnose and nurse health complications. Sociological explanation of health and health care gives a comprehensive understanding than any explanation given elsewhere (Straus, 2009 ). The functionalist perspective explains that good health and effective medical care are genesis of essential for the better societys capability to function. For instance the Australian society have to be well equipped with medical facilities for the people to participate in daily activities which contribute to the growth of the country. For the nursing department in the country, better facilities and working condition should be adhered to for the health workers well-being. The approach also advocate that ill health facilities provoke the performance of nurses in hospitals who are part and parcel of the society since if the community is have health issues, societies functionality and steadiness grieves. More specifically, the approach emphasizes the cause of premature deaths are as the root cause of nurses and health occupants failing to fully contribute to the social function. Thus it lead to poor return to the community as a result of various effects like birth, child care, and socia lization of native who ends terminating their life early. Likewise, the poor medication marks another dysfunctional for the society (McEwan, 2010). The people who got ill encounter problems in becoming healthy and individual who are seem to be healthy become ill and vice versa. For the individuals to be declared sick he/she must follow the hierarchical order to be diagnosed. First, the sick function. The patient must be considered justifiably sick and some viable expectations must be met. Nurses should not perceive the patient as the main cause of their health problem. Instead they should advice on the eating model such as high-fat food, leads to obese and likely to be affected by heart attack. The nurses should induce less sympathy than if they experienced good nutrition and maintained good health as well. Secondly, sick people should appeal to get well. In other words they should seek medical facilities from nurses (Armstrong, 2011). The approach provide that if the patients fails to seek medication they may tend to fake their health problems hence not regarded as a rightfully ill by either people or nurses in the society. The third hierarchical considers patients should be confirmed by nurses or any physician or health care professional and adhered to fo llow the instruction for them to recover. Contrary, if they fails to follow the prescription they tend to go against the sick function. If all the above riles are not followed the patients may tend to taken care by family, friends and other nurse in particular hence exempted from the total society functions (Hirsch, 2011). To the nurses they have duties to perform as far as hierarchy and powers are concerned. First they are responsible for the wellbeing of patients in that to diagnose them, ways of treating them, and support them to improve health wise. For the above to be met the nurses should integrate with the sick through enhancing cooperation in the health interview and instructions provided by them. Sociologist have viewed the nurse-patient relationship as hierarchical in that nurses provides the orders- in terms of giving advices and instructions, and the sick people follows the them as well (Swazey, 2012). The functionalist approach also advocate that the crucial part of peoples good health is meant to enhance societys health though the idea has been criticized. The main critical view been that the thought of sick function only applicable more to short term health problems rather than chronic sickness. Though the approach explanation is short-term, the long term illness patients can be accommodated in the sick function permanently. The functionalist ignores that social backgrounds influence the likelihood of people becoming ill and eminence of therapeutic care they receive. Similarly, the hierarchical inherent in the nurse-patient relationship is approvingly. Many scholars have advocated that the sick people need to bridge the gap of the hierarchy by involving themselves in more questions of their nurses or physician and by taking a more energetic role in upholding their health wellbeing (Rome, 2014). The conflict approach explains the inequality in the value of health and health realm provision. As explained above the quality of health care differs widely across the globe as well as in Australia. The societys being composed of inequalities along the social composition, race, and ethnicity and gender positions are replicated in our health and health care as well. Individuals from form less advantaged class usually have no powers hence their bargaining clout in the health facilities is reduced unlike the powerful or the elites. The less powerful then are likely to be affected by illness out of poor health condition they live in and equally, they are provided with inadequate health care making it hard for them to get better health facilities. The vastness of health care is enough evidence to portray social difference (Contandriopoulos, 2012). The approach also critic the determinations by nurses to control the practice of health facility while at the same time defining different social complications as medical ones. Nurses have doing so as way of motivation on either good or bad. Nurses on the positive side have believed to be most qualified health practioners to treat any problems and diagnose the individuals problems. Detrimentally, nurses have been recognized that their economic effectiveness will enhance. Furthermore, when they thrive in describing social problems and in dominating the treatment of the complications become diagnosed, their possible social origins consequently potential resolutions are abandoned. Nurses may honesty feel that health substitutes are no enough, ineffective or even harmful, but they also recognize that the use of these substitute is economically dangerous to their practices (Booth, et al., 2010). The Symbolic interactionist approach The symbolic approach explains the health and sickness are based on social constructivism. The approach emphasizes that various physical and mental circumstances have little or no goals reality but instead are painstaking healthy or sick environments only if they demarcated as such by a society and its community members. In relation to hierarchy and power, the approach views the truth in different ways. For the nurses it is therefore possible to attend to various voices. The theory also consider to the position of nurses on the issues to do reveal realities but construct and reconstruct their patients as informed and knowledgeable and vice versa sick people also reconstruct their nurses.as caring or vague. The scholars of social constructivism take credit of the expectations and values backgrounds and the functions of the society and the clinic concerned. .the factors that influences the social constructivism ranging from time, space political factors that concerns the power of patients as well as for nurses. The other relation on these factors is that they translate to anxiety as expressed and constructed (Calnan, et al., 2012). Hierarchy and power in the social context and personal context compete for both the patient and nurse. The beliefs, values, language and habits are part of the identity rather than detached and changed hence increases doubting questions on concerning the extent of free will and independence. Communication in health sector. In any social context communication is the backbone of the operations done in those institutions. The exchange of symbols translate the interpreting the behavior and intentions of others. In health care in Australia communication differs with the ranks of the nurses. For instance, senior clinic officer delegate duties to the juniors and vice versa the juniors take any information as feedback to their supervisors. Communication is a two way traffic process involves a negotiation among the practioners within the health care. The negotiated order that develops therefore concerns the individual construct get to recognize themselves and include others in their capabilities they have and the circumstances they find themselves. This translate to the understanding among the individuals as far as power is concerned (Fine, 2013). To be specific, the power in medical and health care field encompassing and originate as rational scientific practice as related to the work of nurses in the hospital and health care. According to the social constructivism the reproduction of biomedical dissertation. For the scholars the relationship between power and the nurse knowledge is unavoidable and inextricable one. The scholars has singled the two term (power and knowledge) as any allowance of power that need to be increased in knowledge. The particular systems of power requires specific foundations of knowledge. Nurses play a mediating function between authorities. Scholars have also discussed the place of nurses in the observation and administration of populations and their bodies. The context of power in the health care is seen as closed coercive. It is facilitate the capacity or resource, that is, it brings into being the subjects nurses, and sick as well as the portent of the patients illness. Thus, whilst there is a recognition of the function of the state in the reproduction of the nurses dominance, rather for the capitalist state it may serve interest for the nurses. The approach denies the medical practitioner particularly the nurses preferment strategies have that has raised directly from a strategy process prompted by the Australia authority which has its own actual sets of attentiveness and objectives. Impact of hierarchy and power to health practitioner The discussion have raised the following impacts to the health care in relation to power and hierarchy crescendos. The use of power to prevent their independence that is power shifts between private and public sector providers. Inspite of the stiff policies from the Australia government to help more shared decision, there is slight evidence that this is happening. The main trust ideas re4lated to the duties perceptions, demonstrated competence, and the imperative of effective communication for the development of trust over the time. The interactions between trust and the function of perceptions went beyond understanding each others roles and professional identity. The level of trust related to the acceptance of each other. Theshippingofprimaryandcommunity-based totallyfitnessofferingsthat crosses organizationalboundariesprovidesa layer of complexity to inter-professionalrelationships. Thepositionof andwithin professionalcorporationsandofferingsarechanging. The uncertainty and vulnerabilitycompanionwiththoseadjustmentshas affectedthe leveloftrustanddistrust. Conclusion In a nut shell the papercoverthebothpowerand hierarchyin terms offitnesscareas well asclinicalexpert. Thefantasticpointin thediscussionthe view of functionalism which underline keycomponentof thepower as theend resultof the masculinity and in directoppositiontobeing concernedthat isseenas theessence of nursing andhistoricallyaligned with feminist. Many nursesmay bereluctant toaccessor usepowerdue toviewstrengthas masculinecharacteristicthat isinconsistent with their self-identities asladies.Consequentlythe, a contributing to nursespersevering withloss ofstrength.The scholarsmaintained thatelectricityisobtainedviathesystemof empowerment.The scholarsviewsempowerment asbobbing upfrom socialsystemsinside theplace of jobthatenablethatenablespeopleto behappyandgreater powerfulat theservice. Othersstudentsargues relationships andnow notmerelyfrom the parceling outmanipulate, authority, andhave an effect on. Empowerment has been conceptualized from manydistinctive perspectives. The empowerme nt. The empowerment hasestablishedthat nursingneedto beexceptionally encouragedand areable toinspireand empower othersbysharing theresourcesofstrength.Viaempowerment the nurses facesmuch lessburnout andlesspaintingsstress.Despiteempiricalproofof thehigh qualityresultsof empowerment for nursingexercise, ahistoricangleishelpfulinunderstandingthecausenursesstaydisempowered.as long asnurses viewelectricityasmost effectivehavingmanageitspersonaldestiny, nurses willpreservetowarwithproblemsofenergyand empowerment. Severalpowersthat anurse re2uireincludemanageover thecontentofpractice, andmanageover competence.The continuedloss ofcontroloverboththecontentand context of nursingworksuggeststhatpowerremainsan elusiveattributefor lotsnurses.strengthis anattributethat nurseshave tocultivate which willexercisemoreautonomouslybecause itis throughstrengththat member of ancareerarecapable ofboosttheirstatus,outlinetheirplaceofinformation, andgainandpreserveautonomy andhave an impact on. References Armstrong, D., 2011. Medical Sociology. Medical Teacher, 1(1), pp. 34-37. Booth, B., Zwar, N. Harris, M., 2010. A complexity perspective on health care improvement and reform in general practice and primary health care.. Australian journal of primary health,, 16(1), pp. 29-35. Calnan, S., Sixma, H., Calnan, M. Groenewgen, P., 2012. Quality of local authority occupational therapy services: Developing an instrument to measure the user's perspective.. Quality of local authority occupational therapy services, 34(7), pp. 341-352. Contandriopoulos, D., 2012. A sociological perspective on public participation in health care.. Social science medicine , 58(2), pp. 321-330. Fine, M., 2013. Dependency work: A critical exploration of Kittays perspective on care as a relationship of power. Health Sociology Review, 2(1), pp. 23-25. Hirsch, L. L., 2011. Medical Sociology. The Journal of the American Medical Association, 23(4), pp. 321-354. McEwan, P. M., 2010. Mediacl Sociology. Social Science Medicine. Part A: Medical Psychology Medical Sociology,, 15(4), pp. 397-517. Rome, H., 2014. Medical sociology.. National Library of Medicine., 12(4), pp. 53-58. Straus, R., 2009 . Medical sociology : a personal fifty year perspective /. Journal of health and social behavior, 40(2), pp. 103-110. Swazey, J. P., 2012. Medical Sociology. JAMA: The Journal of the American Medical Association, 27(21), pp. 43-47.