Relationships and Ethics in Cross Culture Management

Running head: RELATIOSHIPS AND ETHICS IN CROSS CULTURE MANAGEMENT
RELATIOSHIPS AND ETHICS IN CROSS CULTURE MANAGEMENT
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2RELATIOSHIPS AND ETHICS IN CROSS CULTURE MANAGEMENT
Table of Contents
1. Trompenaars’ seven dimensions of culture............................................................................3
2. Application of model of personal culture...............................................................................5
3. Role of ABS Population Clock, CIA World Fact Book and others.......................................5
4. Description of Cultural Intelligence Theory..........................................................................5
5. Reflection on Cultural Intelligence........................................................................................6
6. 6 Corporate Values of Wesfarmers........................................................................................6
7. Reflection of indispensability................................................................................................6
Reference List............................................................................................................................7

3RELATIOSHIPS AND ETHICS IN CROSS CULTURE MANAGEMENT
1. Trompenaars’ seven dimensions of culture
The Onion model of Trompenaars is a framework that delves deep in to cross cultural
which is applicable to general business management. The first contrast that is highlighted in
the Onion model is Universalism versus Particularism. Universalism professes those
business ideas and motives that can be applied to any business context without any
modification (Thi, Trang and Latt 2017). On the contrary, Particularism professes that
individual business circumstances actually determine in what ways business ideas as well
practices ought to be applied.
The next dimension discusses the contrast between Individualism and
Communitarianism. In this context, individualism implies the significance of individual
talents in development of business. On the contrary, Communitarianism professes that
organisations flourish as an impact of the combined efforts of work groups in various
companies.
The next comparison depicts the stress between neutral and emotional workplace
culture. The Japanese and the British firms generally reflect the Neutral working culture
(Trompenaars and Greene 2016). Some exquisite specimens of emotional work cultures are
that of Mexico, Italy, and Spain and so on.
Another way in which the Trompenaars’ model differentiates work culture is under
the columns specific and diffuse. In specific workplace culture, individuals occupy large
public spaces which other employees. On the contrary, Ferwerda and Schedl (2016), states
that in diffuse culture, individual employees substantially guard their public spaces because
in such cases entry in to the public domains gives the externals license to enter their private
spaces as well. The culture of diffusion in workplace is specifically observed in the German
companies’ executive standards.
Achievement and in its contrast ascription forms another dimension of comparison
according to Trompenaars. In the domain of achievement, people reach their designated
professional status based on the credibility of the functions they perform to fulfil the
organisational goals. As per Beugelsdijk, Maseland and Van Hoorn (2015), in ascription
culture, status or power is assigned to an individual based on the social identity of a person.
Achievement based culture is demonstrated by the organisations in Austria, UK, Switzerland
and so on. On the contrary, Venezuela, Indonesia and China are exhibitors of ascription
culture.