留學(xué)生essay代寫范例-英國與墨西哥的跨文化比較分析。本文是一篇由本站代寫服務(wù)提供的essay代寫參考，主要內(nèi)容是講述管理文化差異沒有最好的、直接的方法；經(jīng)理們需要意識到這些差異是如何影響業(yè)務(wù)的。他們需要從戰(zhàn)略上進(jìn)行思考，因為墨西哥和英國都有不同的文化層面。由于跨國商業(yè)活動的增加，文化層面的重要性正在迎頭趕上。下面就一起來看一下這篇留學(xué)生essay代寫范例。

Introduction

In today’s global economies communication is the power house of all businesses. Due to globalization the buying, selling and working with in the different cultural is inevitable. It is necessary to understand the International management cross cultural dimensions and its impact on leadership and communication in the business. Just to have a over edge than the competitors the businesses have leaned that in order to grow in today’s market cross cultural management skills are very critical. The communication between the different cultures both internally and externally has to be effective and there need to be a good understanding of cross cultural dimensions because they can influence success, by being ahead in the overseas market with greater cross cultural understanding which includes a better cultural diversity management too.

In this essay the author discusses the cultural dimensions, and international management practices in both United Kingdom and Mexico. This is a guide for the managers of those countries who have not yet thought of these countries as part of business. Author shows Hofstede’s Five Dimensions of Culture and Fons Trompenaars cultural dimensions.

Hofstede Cultural Dimensions

According to Hofstede, each culture must deal with questions that can be resolved according to a series of dimensions, which results in a unique gestalt for each society, depending on the intensity of its tendency towards one or another end of each culture dimension spectrum (Longatan, 2008). Prof. Geert Hofstede did most comprehensive study on the culture and how it may influence the workplace.

介紹

在當(dāng)今的全球經(jīng)濟(jì)中，溝通是所有企業(yè)的動力源泉。由于全球化，不同文化中的買賣和合作是不可避免的。有必要了解國際管理的跨文化層面及其對企業(yè)領(lǐng)導(dǎo)力和溝通的影響。只是為了比競爭對手更有優(yōu)勢，企業(yè)已經(jīng)傾向于，為了在當(dāng)今市場中發(fā)展，跨文化管理技能是非常關(guān)鍵的。不同文化之間的內(nèi)部和外部溝通必須有效，并且需要對跨文化層面有很好的理解，因為它們可以通過在海外市場上更深入的跨文化理解來影響成功，這也包括更好的文化多樣性管理。

在這篇文章中，作者討論了文化層面，以及在英國和墨西哥的國際管理實踐。這是那些尚未將這些國家視為業(yè)務(wù)一部分的國家的管理者的指南。作者展示了霍夫斯泰德的“文化的五個維度”和馮的“文化維度”。

霍夫斯泰德文化維度

根據(jù)Hofstede的說法，每種文化都必須處理可以根據(jù)一系列維度解決的問題，這導(dǎo)致每個社會都有一個獨(dú)特的格式塔，這取決于其傾向于每個文化維度譜的一端或另一端的強(qiáng)度（Longatan，2008）。Geert Hofstede教授對這種文化及其對工作場所的影響進(jìn)行了最全面的研究。

From 1967 to 1973, he has been collecting and analyzing large amount of data from over 100,000 individuals from 50 countries and 3 regions. Originally there were four dimensions fifth dimension came on later, after him conducting an international study with a survey instrument developed with Chinese employees and managers (Professor H. Michael Boyd, 2004). There were five cultural dimensions that were identified by Hofstede are:

Power Distance

Individualism Collectivism

Uncertainity Avoidance

Masculinity versus Femininity

Long term versus Short term Orientation (Clearly Cultural, 2009).

Power Distance: Power distance(PDI) is related to the unequal distribution of power, There is big gap between the people (unequal) in the society. Power and inequality, are the fundamental facts of the society and any one can tell a difference between a equal or unequal power distance society generally, power distance is the way the society addresses inequalities among people . Power distance norms are reflected in the economic and cultural lives of humans as in parent-child relations, husband-wife relations, politics, religion and economics (Tian, 2004).

Individualism-Collectivism: Individualism-Collectivism(IDV) describes the degree to which individuals is open to other members of group regardless of race ethinicity religion or gender. (Hofstede, 2009). This Dimension shows the dependency in group, work or part played in group(team) and other side it is opposite, individual is active and independent and not like the individual who is dependent on the organization or society or group. In words of Adler and Gundersen, individualism versus collectivismis how the employee adress them self ,is it him/herself primarily as a separate human being or it is different the opposite being collective part of a group whose needs should determine behaviour (KohL, 2007).

Uncertainity Avoidance: Uncertainty avoidance(UAI) deals with a society’s acceptence for uncertainty and doubt. Businesses and companies establish formal rules ,accept the real facts and provide employees wiht greater carrer stability and rejecting deviant ideas and behaviour.

Masculinity versus Femininity: This dimension relates to gender differenciation.In some countries women are quite ambitious assertive in some men are morecompetitive and willing to take risks in order to attain their goals. It is the over all performance result which makes the country Masculine or feminity driven.In countries women values don’t differ much as compared to the men from different countries, men are very assertive and competitive where as women’s values on the one side, to modest and caring and similar to women’s values.

Long term versus Short term Orientation: Long-Term Orientation is the fifth dimension of Hofstede,it was added after the previous four cultural dimensions to distinguish the difference in thinking between the East and West.This dimension measures the person’s devotion towards his/her work ethic and the respect for the tradition.

Hofstede Cultural Dimensions in UK and Mexico

Figure : Comparison of cultural dimensions in UK and Mexico (Adapted from: (Hofstede, 2009))

United Kingdom consists of four countries Ireland, Scotland, Wales and England but England alone is more effected by the feelings towards individualism and masculinity.The rest three dimensions are considerably on lowest rank in England. This tendency of looking after self and immediate family(Individualism) and least botheration for society is seen in UK. The UK shows score of 85 (Sims, 2006).It is observed that Mexico shows the score of 30 (IDV) in individualist cultural dimension, which is some what higher than other Latin countries who have score of 21 (Hofstede, 2009).

The desire for materialistic things and money the man depicted as a super hero or saviour of family where as women deals with the emotional concerns and family needs, Male dominant society, UK seem to be on more or so similar ranking regarding gender differentiation (MAS cultural dimension), it has the score of 66 where as in Latin America, Mexico has the second highest Masculinity (MAS) which is 69. In Mexico male dominates a major portion of the society (Geert Hofstede, 2009).

The power distance(PDI) in Mexico score much more than the UK ,Mexico power distance rank is 81, which exhibits a more unequal distribution of wealth compared to United Kingdom society (Taylor, 1998-2008).The United Kingdom on the cultural scale indicate large degree of equality between various societal levels and organisations holding the score of 35 (Clearly Cultural, 2009).

Uncertainty avoidance in the Mexico is relatively high, which can clearly be viewed through the national cultures.The highest score of 82 indicates that society has continuios threat and anxiety and precision and punctuality is strong. United Kingdom scores 35 on this cultural dimension. United Kingdom has become a country with diverse population which makes it more flexible to the changes, more open to innovative ideas even if they involve risk (International Business, 2008).

Fons Trompennars Cultural Dimension

Trompenaars, a European researcher conducted an extensive research with 15,000 managers from 28 countries representing 47 national cultures. His system had seven dimensions the first five were related to relationship between people the rest two deals with are about orientations toward time and the environment.

Universalism vs. Particularism

Individualism-collectivism

Neutral-affective

Specific-diffuse

Achievement-ascription

Internal vs. External Control

Lewis Monochronic and Polychronic People

Fons Trompennars Cultural Dimension in UK and Mexico

Universalism-particularism: The setting up the universal standards and rules which helps in the economic activities of country on both Macro social level as well as micro-social level makes a country universal (Nawojczyk, 2006). United Kingdom is a Universalist country, when it comes to business negotiation they apply the rules (Universal dimension) and see to it that everything goes according to rules .There is no modification needed in the rules as they are universal and accepted by all. Countries like Mexico do as there superiors dictate them without any opinion, they take the orders and implement them, there is a particularistic approach (Aswathappa, 2008).

從1967年到1973年，他一直在收集和分析來自50個國家和3個地區(qū)的10多萬人的大量數(shù)據(jù)。最初有四個維度——第五個維度后來出現(xiàn)了，當(dāng)時他用一種與中國員工和管理人員一起開發(fā)的調(diào)查工具進(jìn)行了一項國際研究（H.Michael Boyd教授，2004）。霍夫斯泰德確定了五個文化層面：

功率距離

個人主義集體主義

避免不確定性

男性氣質(zhì)與女性氣質(zhì)

長期與短期定位（清晰文化，2009年）。

權(quán)力距離：權(quán)力距離（PDI）與權(quán)力分配的不平等有關(guān)，社會中的人與人之間存在很大的差距（不平等）。權(quán)力和不平等是社會的基本事實，任何人都可以區(qū)分平等或不平等的權(quán)力距離。一般來說，權(quán)力距離是社會解決人與人之間不平等問題的方式。權(quán)力距離規(guī)范反映在人類的經(jīng)濟(jì)和文化生活中，如親子關(guān)系、夫妻關(guān)系、政治、宗教和經(jīng)濟(jì)（田，2004）。

個人主義集體主義：個人主義集體論（IDV）描述了個人對群體其他成員的開放程度，無論種族、倫理、宗教或性別如何。（霍夫斯泰德，2009年）。該維度顯示了群體、工作或在群體（團(tuán)隊）中發(fā)揮的作用的依賴性，而另一方面則相反，個人是活躍和獨(dú)立的，不像依賴組織、社會或群體的個人。用Adler和Gundersen的話來說，個人主義與集體主義是員工對自己的稱呼，是他/她自己主要作為一個獨(dú)立的人，還是與需求決定行為的群體的集體部分不同（KohL，2007）。

不確定性回避：不確定性回避（UAI）涉及社會對不確定性和懷疑的接受。企業(yè)和公司建立正式的規(guī)則，接受真實的事實，并為員工提供更大的穩(wěn)定性，拒絕越軌的想法和行為。

男性氣質(zhì)與女性氣質(zhì)：這個維度與性別差異有關(guān)。在一些國家，女性很有野心，有些國家，男性更有競爭力，愿意冒險以實現(xiàn)自己的目標(biāo)。正是綜合表現(xiàn)的結(jié)果使這個國家變得男性化或女性化。在一些國家，女性的價值觀與來自不同國家的男性相比沒有太大差異，男性非常自信和有競爭力，一方面，作為女性的價值觀念，他們謙遜、體貼，與女性的價值理念相似。

長期取向與短期取向：長期取向是霍夫斯泰德的第五個維度，它是在前四個文化維度之后添加的，用于區(qū)分東西方思維的差異。這一維度衡量了一個人對其職業(yè)道德的投入和對傳統(tǒng)的尊重。

英國和墨西哥的霍夫斯泰德文化維度

圖：英國和墨西哥文化維度的比較（改編自：（Hofstede，2009））

英國由愛爾蘭、蘇格蘭、威爾士和英格蘭四個國家組成，但僅英格蘭一國更容易受到個人主義和男子氣概的影響。其余三個維度在英國排名相當(dāng)?shù)汀＿@種照顧自己和直系親屬的傾向（個人主義）以及對社會最少的煩惱在英國隨處可見。英國的得分為85（Sims，2006）。據(jù)觀察，墨西哥在個人主義文化維度上的得分為30分，比其他21分的拉丁國家高出一些（Hofstede，2009）。

對物質(zhì)主義事物和金錢的渴望——男人被描繪成超級英雄或家庭救世主，當(dāng)女性處理情感問題和家庭需求時，英國男性占主導(dǎo)地位的社會在性別差異（MAS文化維度）方面的排名似乎大致相似，得分為66分，而在拉丁美洲，墨西哥的男性氣概（MAS）排名第二，為69分。在墨西哥，男性在社會中占主導(dǎo)地位（Geert Hofstede，2009）。

墨西哥的權(quán)力距離（PDI）得分遠(yuǎn)高于英國，墨西哥的權(quán)力差距排名為81，與英國社會相比，其財富分配更加不平等（Taylor，1998-2008）。英國在文化層面上表明，不同社會層面和得分為35分的組織之間存在很大程度的平等（顯然是文化層面，2009年）。

墨西哥的不確定性規(guī)避率相對較高，這可以從民族文化中清楚地看出。最高得分82分表明社會存在持續(xù)的威脅和焦慮，精確性和準(zhǔn)時性較強(qiáng)。英國在這一文化層面上得了35分。英國已成為一個人口多樣化的國家，這使其對變化更加靈活，對創(chuàng)新想法更加開放，即使這些想法涉及風(fēng)險（國際商業(yè)，2008年）。

Fons Trompennars文化維度

歐洲研究人員Trompenaars對來自28個國家、代表47種民族文化的15000名管理人員進(jìn)行了廣泛的研究。他的系統(tǒng)有七個維度，前五個維度與人與人之間的關(guān)系有關(guān)，其余兩個維度與時間和環(huán)境的取向有關(guān)。

普遍主義與特殊主義

個人主義集體主義

中性情感

特定漫反射

成就歸屬

內(nèi)部控制與外部控制

劉易斯單時人與多時人

Fons Trompennars在英國和墨西哥的文化維度

普遍主義-特殊主義：在宏觀社會層面和微觀社會層面上建立有助于國家經(jīng)濟(jì)活動的普遍標(biāo)準(zhǔn)和規(guī)則，使一個國家具有普遍性（Nawojczyk，2006）。英國是一個普遍主義國家，在商業(yè)談判中，他們適用規(guī)則（普遍維度），并確保一切按規(guī)則進(jìn)行。規(guī)則不需要修改，因為它們是普遍的，為所有人所接受。像墨西哥這樣的國家按照上級的指示行事，沒有任何意見，他們接受命令并執(zhí)行命令，有一種特殊的方法（Aswathappa，2008）。

Individualism-collectivism: The emphasis is in groups, the actions taken by individual are collective or more of single benefit individual, individual benefits versus the group. UK is an individualistic society and tends to have lesser number of bonds; they stand in as an individual. Family or groups are not that relevant or of that significance in society, each person fights for self (Handy, 2010). Mexico ranked 29 of 39 is the Lowest in individualism; they are high on collectivism (Yates, 2010).

Neutral-affective: Related to excitement, emotions control of feelings. Neutral (self control) hold back while affective, feel it is natural to express emotions. Some Cultures show their emotions some subdue their emotions. In United Kingdom people, try to keep there relationships and work separate .they don’t share their emotions and try to repress there emotions and feelings they prefer more solitude when it comes to emotions One cannot mix personal matters with business, as it might hinder the progress (Mate, 2010). Mexico is an affective country because there emotions are natural and openly expressed. Being a collective culture they express and share their emotions and talk about it (Williams, 2005).

Specific-diffuse: In United Kingdom there is no mixing of the private life of person with the work or business life, Private life is separated from general public in order to achieve healthy working environment they believe in more specific culture. Mexico has more of diffuse culture because there is not much distinction in between private and public space (Workman, 2008).

Achievement-ascription: This dimension is about how status and power are determined in the society. Uk is a achievement oriented culture, in UK the position or status are given on basis of the individual achievement of how well they perform ,they have achievement dimension as there base. Mexico is an ascription oriented society where the status is approved on who and what (age, class, gender and education) position is the person holding.

Internal vs. External Control: This dimension relates to nature. Country that follows the internalistic culture tends to over power and control the nature and environment. They take them self to be superior to the environment. Externalistic culture lives in harmony with nature, community and accepts nature as it is. United Kingdom (internalistic culture) is always on the look for ideas and measures to be taken in order to reduce the air and water pollution. Most of the countries are opting to much greener options in order to conserve the natural resources.

Time orientation/Sequential vs. Synchronic: Each country has got its own response time, some are Synchronic culture where many things are done simultaneously whereas in Sequential there is a step by step instruction for work, they believe in planning. In Mexico, people usually do multiple things at the same time which makes it a synchronic country (Workman, 2008). UK has Sequential culture as the people give attention to one work at a time they consider time as tangible and divisible (Carol Kinsey Goman, 2010).

Guidance for the Manager

Building connections in different countries is also in a way a cultural dimension of diversity in the culture. Managers always face problems with the motivation, structure and strategy developing according to the countries cultural differences. Some thing that works for United Kingdom might not exactly work for Mexico. Using the Hofstede model can provide the managers with a starting point. They can put the cultural dimensions against the country and evaluate their approach, decisions, and actions, how the society might respond to them. Managers always consider both cultural dimensions when they design sales strategies where both the buyers and sellers come from different cultures.

Trompenaars cultural model and Hofstede cultural model share many similarities which can easily confuse the manager and can interfere in the success of the projects. Out of Trompenaars seven dimensions two of the dimensions are just further broken down from Hofstede dimensions, which are Collectivism/Individualism and power distance. Trompenaars collectivism is identical to Hofstede’s Collectivism/Individualism. Trompenaars achievement/ascription, which deals with status, is also linked to Hofstede’s power distance index.

Both models put forward a set of cultural dimensions along which the central value systems can be disciplined. Trompenaars model is just a one step ahead in some of the Hofstede model, it help managers understand better the trans-national projects and which reduces the number of cultural misunderstandings. From Trompenaars model (Individualism-collectivism ) managers need to see that if the country is individualistic or collective weather reward has to be given to the individual in team or to the whole team.

The Managers need to do research on the national culture along with both the cultural dimensions and check that weather the country utilises these cultural dimensions or not. The managers need to acknowledge and recognize the differences between the cultures because certain cultures may or may not fit into the culture. They need to understand that certain dimensions can overlapped and this might need more work .The managers need to keep in consideration certain cultural dimensions, large versus Small Power Distance; unequal distribution of power, this affects the behaviour of both less powerful and more powerful members. Strong versus Weak Uncertainty Avoidance; to what limit a certain society or country would feel comfortable. Masculinity and Femininity; the gender differentiation and their role they play according to the culture and last dimension, the Long versus Short Term Orientation, time orientation ,individualism and collectivism. Managing the cultural differences in a diverse business environment is a major challenge for international managers; these two models are mere guidelines.

Conclusion

There is no best way, straight way to manage the cultural differences; the managers need to be aware of how these differences affect the business. They need to think strategically as both the countries Mexico and UK have different cultural dimensions. The importance of the cultural dimensions is catching up, due to the increase in the multinational business activities.

個人主義集體主義：強(qiáng)調(diào)在群體中，個人采取的行動是集體的或更多的單一利益?zhèn)€人，個人利益相對于群體。英國是一個個人主義社會，債券數(shù)量往往較少；他們作為一個個體存在。家庭或群體在社會中并沒有那么重要，每個人都在為自己而戰(zhàn)（Handy，2010）。墨西哥在39個國家中排名第29位，是個人主義最低的國家；他們崇尚集體主義（Yates，2010）。

中性情感：與興奮有關(guān)，情緒控制感情。中立（自我控制）克制情緒，感覺表達(dá)情緒是自然的。有些文化表現(xiàn)出他們的情感，有些文化抑制他們的情感。在英國人中，盡量將人際關(guān)系和工作分開。他們不分享自己的情緒，并試圖壓抑自己的情緒和感受。當(dāng)涉及到情緒時，他們更喜歡獨(dú)處。不能將個人事務(wù)與業(yè)務(wù)混為一談，因為這可能會阻礙進(jìn)展（Mate，2010）。墨西哥是一個情感國家，因為那里的情感是自然和公開表達(dá)的。作為一種集體文化，他們表達(dá)和分享自己的情緒并談?wù)撍╓illiams，2005）。

具體擴(kuò)散：在英國，個人的私人生活和工作或商業(yè)生活沒有混合，私人生活與普通公眾分開，以實現(xiàn)他們相信的更具體的文化中健康的工作環(huán)境。墨西哥有更多的分散文化，因為私人和公共空間之間沒有太大區(qū)別（Workman，2008）。

成就歸屬：這個維度是關(guān)于社會中地位和權(quán)力是如何決定的。英國是一種以成就為導(dǎo)向的文化，在英國，職位或地位是根據(jù)個人的成就來確定的，他們的表現(xiàn)如何，他們有成就維度作為基礎(chǔ)。墨西哥是一個以歸屬為導(dǎo)向的社會，在這個社會中，地位是根據(jù)個人的身份和職位（年齡、階級、性別和教育程度）來決定的。

內(nèi)部控制與外部控制：這個維度與自然有關(guān)。遵循內(nèi)在文化的國家往往會過度控制自然和環(huán)境。他們認(rèn)為自己比環(huán)境優(yōu)越。外部主義文化與自然、社區(qū)和諧相處，并接受自然的現(xiàn)狀。英國（內(nèi)部主義文化）一直在尋找減少空氣和水污染的想法和措施。為了保護(hù)自然資源，大多數(shù)國家都選擇了更環(huán)保的選擇。

時間導(dǎo)向/順序與同步：每個國家都有自己的響應(yīng)時間，有些國家是同步文化，許多事情都是同時完成的，而在順序中，有一個循序漸進(jìn)的工作指導(dǎo)，他們相信計劃。在墨西哥，人們通常同時做多項事情，這使其成為一個同步的國家（Workman，2008）。英國有順序文化，因為人們一次只關(guān)注一件作品，他們認(rèn)為時間是有形的和可分割的（Carol Kinsey Goman，2010）。

經(jīng)理指導(dǎo)

在不同國家建立聯(lián)系在某種程度上也是文化多樣性的一個文化層面。管理者在根據(jù)不同國家的文化差異制定動機(jī)、結(jié)構(gòu)和戰(zhàn)略時，往往會遇到問題。一些對英國有效的東西可能對墨西哥不完全有效。使用Hofstede模型可以為管理者提供一個起點(diǎn)。他們可以將文化層面與國家進(jìn)行對比，并評估他們的方法、決定和行動，以及社會如何應(yīng)對。管理者在設(shè)計銷售策略時總是同時考慮文化層面，因為買家和賣家都來自不同的文化。

Trompenaars文化模式和Hofstede文化模式有很多相似之處，這很容易混淆管理者，并影響項目的成功。在Trompenaars的七個維度中，有兩個維度從Hofstede維度進(jìn)一步細(xì)分，即集體主義/個人主義和權(quán)力距離。特朗普納的集體主義與霍夫斯泰德的集體主義/個人主義是一致的。Trompenaars成就/歸屬，涉及地位，也與Hofstede的權(quán)力距離指數(shù)有關(guān)。

這兩種模式都提出了一系列文化維度，可以沿著這些維度來約束中心價值體系。Trompenaars模型只是Hofstede模型的一步，它有助于管理者更好地了解跨國項目，并減少文化誤解的數(shù)量。從Trompenaars模型（個人主義-集體主義）中，管理者需要看到，如果國家是個人主義的，或者集體天氣獎勵必須給予團(tuán)隊中的個人或整個團(tuán)隊。

管理者需要對國家文化以及文化層面進(jìn)行研究，并檢查國家是否利用了這些文化層面。管理者需要承認(rèn)和認(rèn)識到文化之間的差異，因為某些文化可能適合也可能不適合這種文化。他們需要了解某些維度可能會重疊，這可能需要更多的工作。管理者需要考慮某些文化層面，即大國與小國之間的距離；權(quán)力分配不均，這影響了權(quán)力較小和權(quán)力較大成員的行為。避免強(qiáng)不確定性與弱不確定性；某個社會或國家會感到舒適到什么程度。男性氣質(zhì)和女性氣質(zhì)；性別差異及其根據(jù)文化和最后維度、長期與短期取向、時間取向、個人主義和集體主義所扮演的角色。在多樣化的商業(yè)環(huán)境中管理文化差異是國際管理者面臨的一大挑戰(zhàn)；這兩種模式只是指導(dǎo)原則。

結(jié)論

管理文化差異沒有最好的、直接的方法；經(jīng)理們需要意識到這些差異是如何影響業(yè)務(wù)的。他們需要從戰(zhàn)略上進(jìn)行思考，因為墨西哥和英國都有不同的文化層面。由于跨國商業(yè)活動的增加，文化層面的重要性正在迎頭趕上。

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