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dimensions of Hofstede guided the methodology and were the basis uponwhich the study was carried out. The cultural dimensions helped determinethe disparity between value systems and communication conducts of thedifferent cultures in the organisation which helped reveal the communicationchallenges faced. Managers finding themselves faced with cross-culturaldilemmas must understand the complexity of cross-cultural management andaim to provide a mix of cultural value through the organisation.Individualistic and collective cultures can be identified by the mannerin which they choose to communicate. Individualistic cultures may beidentified because of the significance that is placed on the informationalfunction of communication, rather than the relational function (Cross-CulturalCommunication: Individualism vs. Collectivism, 2009). This implies thatindividualistic cultures value the information being transmitted much morethan the prospect of building a relationship. A collectivist culture would placeprecedence on building and maintaining relationships through communicationrather than the message being conveyed.The dimension of Power Distance is essential for the study of crossculturalmanagement because it helps to highlight the major issues withcommunication that can arise between managers and subordinates muchclearly. Cultures with a high power distance tend to restrict communicationbetween boss and employees to formal and professional interactions. Thereis very little room for informality and unnecessary familiarity (Hoftsede,2001). Cultures with a low power distance however, allow for moreinformality and communication between management and subordinates isless rigid.21
Cultures that can be described as Masculine would be aggressive andassertive cultures. This dimension particularly focuses on the manner inwhich communication is carried out, be it aggressively, confrontationally, orpossibly peacefully. Masculine cultures are known to be more assertive, whilefeminine cultures are quite the opposite. Feminine cultures value family andrelationships while masculine cultures value achievement and wealth.Communication in these cultures can therefore either be abrasive and workoriented or calm and compromising (Hoftsede, 2001).22
Page 1 and 2: ASHESI UNIVERSITY COLLEGECROSS CULT
Page 3 and 4: DECLARATIONI hereby declare that th
Page 5 and 6: ABSTRACTU.S. and British negotiator
Page 7 and 8: Bibliography ......................
Page 9 and 10: Mesopotamia 1in ancient times. From
Page 11 and 12: 1.1 CultureGeert Hofstede defines c
Page 13 and 14: inability to communicate their requ
Page 15 and 16: 1.6 Significance of studyIndustrial
Page 17 and 18: Chapter Four: Presentation of DataT
Page 19 and 20: embedded deeply in the everyday lif
Page 21 and 22: difficult presume it can be complet
Page 23 and 24: elusive. He states that the informa
Page 25 and 26: 2.3 CommunicationGlobalisation refe
Page 27: 2.4Theoretical frameworkGeert Hofst
Page 31 and 32: 3.2 Research Sample and Data Source
Page 33 and 34: 3.3.1 Sampling ProcedureInitially,
Page 35 and 36: Power DistanceDefined as “the ext
Page 37 and 38: data collection process were identi
Page 39 and 40: Table 1- Demographic data of respon
Page 41 and 42: Summary of FindingsTable 3- Cultura
Page 43 and 44: CHAPTER FIVEDISCUSSION, RECOMMENDAT
Page 45 and 46: - “Different” (D)Many responden
Page 47 and 48: CrosstabulationCollective or Indivi
Page 49 and 50: 3. Discomfort with rigid formalityI
Page 51 and 52: % of TotalPowerDistance?Crosstabula
Page 53 and 54: PercentageMasculinity Cultural Dime
Page 55 and 56: competence that can immensely assis
Page 57 and 58: BibliographyAdler, N. J. (1983). Cr
Page 59 and 60: Results of Poor Cross Cultural Awar
Page 61 and 62: APPENDIX B: Sample Employee Questio
Page 63 and 64: 15. I believe that we all have our
Page 65 and 66: Appendix D Results of Cross-Tabulat
Page 67: CrosstabulationMasculine or Feminin

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