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managers that find themselves plunged into international organisationsshould be sure to note that there are some underlying cultural distinctionsthat will permeate to the surface in communication. As stipulated byHofstede, culture is a form of mental programming and this kind of deeprooted and centralized characteristics that set one group of people apart fromthe next must be paid attention to (McSweeney, 2002).As further research is done, it will help to fill the gap in the researchthat fails to address the effects of globalization and its part in creating thecommunication dilemma of a twenty-first century manager in Ghana.49
BibliographyAdler, N. J. (1983). Cross-Cultural Management Research: The Ostrich and the Trend. TheAcademy of Management Review , Vol. 8, No. 2 (Apr., 1983), pp. 226-232.Amoako-Agyei, E. (2009). Cross-cultural management and organisational behavior in Africa. Sub-Saharan Africa at a Key Inflection Point , Volume 51, Issue 4, 329–339.Amoako-Agyei, E. (2009, July 22). Winning Skills for the Effective Cross-Cultural Manager.Retrieved September 28, 2011, from Explore African Culture:http://www.exploreafricanculture.com/apps/blog/entries/show/1427449-winningskills-for-the-effective-cross-cultural-managerAycan, Z. (2000). Impact of Culture on Human Resource Management Practices. AppliedPsychology: An International Review , 49 (1), 192-221.Bing, J. (2011). Hofstede's consequences: The impact of his work on consulting and businesspractices. Retrieved October 27, 2011, from ITAP International:http://www.itapintl.com/facultyandresources/articlelibrarymain/hofstedesconsequences-the-impact-of-his-work-on-consulting-and-business-practices.htmlBusiness Management. (2012). Retrieved March 23, 2012, from Business Dictionary:http://www.businessdictionary.com/definition/business-management.htmlCramer, M. (2011, August 10). Expanding Your Business Overseas: Why and Why Not? RetrievedSeptember 27, 2011, from GreatFX: http://buzz.greatfxbusinesscards.com/expandingbusiness-overseas-1.htmCross-Cultural Communication: Individualism vs. Collectivism. (2009, July 22). RetrievedFebruary 14, 2012, from Edbatista: http://www.edbatista.com/2009/06/cross-culturalcommunication.htmlDonald C. Hambrick, P. A. (1984). Upper Echelons: The Organisation as a Reflection of Its TopManagers. The Academy of Management Review , Vol. 9, No. 2 (Apr., 1984), pp. 193-206.Education, A. B. (n.d.). Business Communication Skills. Retrieved March 23, 2012, fromhttp://www.abahe.co.uk/Free-En-Resources/English-for-Managers-Business-Correspondance.pdfEdward G. Wertheim, P. (2008, October 10). The Importance of Effective Communication.Northeastern University, College of Business Administration.Ellay, K. (2009, May 19). Why should a company expand overseas? Retrieved Semptember 28,2011, from http://www.koellay.com/2009/05/why-should-company-expandoverseas.htmlGelfand, E. A. (2007). Cross-Cultural Organisational Behaviour. The Annual Review of Psychology, 479-514.Hofstede, G. (1980/1981). Culture and Organisations. International Studies of Management &Organisation, Vol. 10, No. 4, Organisations and Societies , 15-41.50
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ASHESI UNIVERSITY COLLEGECROSS CULT
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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 and 28: 2.4Theoretical frameworkGeert Hofst
Page 29 and 30: Cultures that can be described as M
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: competence that can immensely assis
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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