Analyzing Cultural Differences, Cognition, and Decision-Making

This report examines the persistence of cultural differences due to mental programming and shared values, distinguishing between Type 1 and Type 2 cognition in decision-making processes. It highlights the importance of Hofstede's power distance index in shaping organizational structures and leadership styles. The rational decision-making model is discussed, noting how culture influences its application. Furthermore, the report emphasizes the significance of cultural intelligence in today's diverse workplaces, promoting inclusivity and effective communication across cultures. The lack of cultural intelligence can lead to discrimination and damage a company's reputation, making it crucial for firms to invest in employees with high cultural intelligence. Desklib offers a platform where students can access this report and many other solved assignments.

QUESTIONS
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Contents
INTRODUCTION...........................................................................................................................4
MAIN BODY...................................................................................................................................4
Reasons for persisting cultural differences.............................................................................4
Difference between type 1 and type 2 cognition....................................................................5
The most important element of Hofstede’s cultural dimensions............................................5
Rational decision-making model............................................................................................6
Cultural intelligence...............................................................................................................6
CONCLUSION................................................................................................................................8
REFRENCES...................................................................................................................................9
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INTRODUCTION
The current business environment is highly diverse and managing workplace diversity is
an important part of ensuring success of the company (Al-Ali and et. al., 2017). This report looks
at different elements associated with cultural management in organizations. This report
answers questions related to but it's still not real differences, distinguish between right when I
type to cognition, identify the most important element of Hofstede's cultural
dimensions, describes the national decision-making model and looks at the concept of cultural
intelligence.
MAIN BODY
Reasons for persisting cultural differences
Culture is defined as a set of knowledge structures consisting of systems of values norms
attitudes beliefs and verbal meanings that are shared by members of a social group and
embedded in institutions that I learned from previous generations. one of the most important
features of culture is that it is shared between individuals and provides them a sense of
identity. this means that most men burst intuitively understand the basic values norms or logics
that underline except culture in a society. This creates scriptural differences as norms and values
in various cultures are different (Elsbach and Stigliani, 2018). One of the primary reasons for
persisting cultural differences is that culture is shared and learned by individuals. This means
that culture is based on mental programming which is present between human nature on one side
and individual personalities on the other side. This mental programming makes individual
experience of specific shared culture unique each individual. individuals from two different
cultures therefore are not able to have same mental programming which creates persistence
differences between their cultures.
Another characteristic of culture which makes it unique and increases the persistence of
cultural differences is that culture is learned. As for this feature of culture, Each individual
experiences and constructs their control identity on the basis of their interaction with the social
environment. The social environment which forms cultural identity of an individual and plays an
important role in creating culture offenses includes religious values, forms of
governments, marriage and relationships. Individuals learn to respond move right in a manner
which is accepted culturally in your society through the social environment (Ferraro and Briody,
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2017). This also leads to of Cultural differences as environment in which an individual is brought
up is different and creates different social responses.
Difference between type 1 and type 2 cognition
The main characteristic of type one cognition is that it is no automatic end load
insensitive processing of consciously represented inputs. conscious representation goes with
activation of prefrontal cortex usually together with inferior parietal cortex and anterior cingulate
cortex. Consciousness facilitates the processing of representation ran from domains that were not
previously associated in an extensive manner (Liao, and Thomas, 2020). An example of I've
been cognition is intuitive answer to the question off finding the answer to the cost of bat when
the total amount of a bat and ball is £1.10 and the bat costs £1 more than the ball. The intuitive
answer to this question would be £0.10 which is incorrect. This answer is gained from type 1
cognition and is wrong answer.
Type 2 cognition is defined as every non automatic processing of conscious
representation which is sensitive to cognitive load. this is the main difference between type one
and type 2 cognition as type one cognition is not delivered while type 2 cognition is and type one
cognition is not sensitive to cognitive load while type 2 organization is highly sensitive. Type 2
admission operates on conscious representations usually in a series over a long-time scale in
comparison to type 1 cognition (Peterson, and Barreto, 2018). Type 2 cognition can overcome
the computational limitations of type 1 cognition why also retention of gaining the ability to
integrate information from previously unconnected domains. An example of type 2 cognition is
the act of completing a complex mathematical problem.
The most important element of Hofstede’s cultural dimensions
This theory provides dimensions along which cultural values can be organized. cultural
dimensions provided in this theory are individualism versus collectivism, uncertainty
avoidance, distance index and masculinity versus femininity. the most important cultural
dimension in case of cross-cultural management is power distance index. this refers to level up to
which difference between individuals in terms of power you know translation hierarchy can be
accepted and tolerated (Peterson and Stewart, 2020). This is an important cultural dimension
provided in the theory of Hofstede's cultural dimensions because it impacts the organizational
structure of a company. If the level of power distance index is high, it indicates that huge
difference between power and I've nation are tolerated and clearly defined strict hierarchies are
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accepted. This means that the organizational structure adopted by the company is more
hierarchal. In addition to this, power distance index also effects the leadership styles adopted by
the company as cultures with high power distance index tolerate authoritarianism and autocratic
leadership (Peterson, Søndergaard and Kara, 2018). Organizational structure and organization
leadership the important elements of cross-cultural management which are affected by this
element of Hofstede's cultural dimensions theory. This increases the importance of this element
in comparison to other cultural dimensions.
Rational decision-making model
In the rationale decision making model individuals utilize facts, logic, and now this is a
step-by-step procedure to come to a decision. this is opposite of the intuitive decision-making
model and is an advanced level decision making model which helps reach unbiased decisions.
The five steps of this decision making are Identifying the problem, in establishing decision
criteria, marking decision criteria generating alternatives, evaluating alternatives and selecting
the best alternative. This decision-making model focuses on gaining rational results, despite the
emphasis on rationality this decision-making model is also affected by culture of an individual.
The reason behind culture affecting rational decision-making model is that cultural activities
such as usage of language influences the learning process of an individual affecting the ability to
connect different kind of data and make connection between them to desirable decision (Thomas
and Inkson, 2017). In this way fruits every step of the rational decision-making model.
Cultural intelligence
Cultural intelligence is defined as the ability to work effectively across different cultures.
This involves having the capability to interpret others unfamiliar and ambiguous gestures in a
similar way in which the compatriots of the individual would interpret them (Thomas and
Peterson, 2016). In the current corporate world of cultural diversity and promotion of
inclusivity, cultural intelligence is important for managing daily activities in the
workplace. Individuals with high cultural intelligence are highly valued by business firms in the
current environment because they can adapt to different and new environment and help the
company accomplish its goals in a globalized economy. cultural intelligence helps maintain
harmony in the workplace and ensures effective communication it's present between different
individuals and team members from different cultures. cultural intelligence also helps build
rapport with consumers and investors which is beneficial for the company. An example of
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negative impact of lack of cultural intelligence is introduction of discrimination in the workplace
because of lack of cultural intelligence. This can be very damaging for the company as just give
me nation row suits reduce employer branding of the company and also lower the brand
reputation of the company (Tjosvold and Leung, 2017). Therefore, it is important for business
firms to invest in recruiting individuals with high cultural intelligence.
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CONCLUSION
From the above report it can be concluded that cultural differences persist because of it is
part of mental programming. Type one and type 2 cognition are used by individuals to
deliberately and into totally fine answers for different problems. It is important to utilize
Russian decision making model as it helps reach informed and logical decisions. This model can
also be affected by culture of individual. Hiring employees with cultural intelligence is essential
for growth of a company.
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REFRENCES
Books and Journals
Al-Ali and et. al., 2017. Change management through leadership: the mediating role of
organizational culture. International Journal of Organizational Analysis.
Elsbach, K. D. and Stigliani, I., 2018. Design thinking and organizational culture: A review and
framework for future research. Journal of Management, 44(6). pp.2274-2306.
Ferraro, G. P. and Briody, E. K., 2017. The cultural dimension of global business. Routledge.
Liao, Y. and Thomas, D. C., 2020. Cultural Intelligence in the World of Work. Springer
International Publishing.
Peterson, M. F. and Barreto, T. S., 2018. Interpreting societal culture value dimensions. Journal
of International Business Studies, 49(9). pp.1190-1207.
Peterson, M. F. and Stewart, S. A., 2020. Implications of individualist bias in social identity
theory for cross-cultural organizational psychology. Journal of Cross-Cultural
Psychology, 51(5). pp.283-308.
Peterson, M. F., Søndergaard, M. and Kara, A., 2018. Traversing cultural boundaries in IB: The
complex relationships between explicit country and implicit cultural group boundaries
at multiple levels. Journal of International Business Studies, 49(8). pp.1081-1099.
Thomas, D. C. and Inkson, K. C., 2017. Cultural intelligence: Surviving and thriving in the
global village. Berrett-Koehler Publishers.
Thomas, D. C. and Peterson, M. F., 2016. Cross-cultural management: Essential concepts. Sage
Publications.
Tjosvold, D. and Leung, K., 2017. Cross-cultural management: foundations and future.
Routledge.
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