ORGANIZATIONAL BEHAVIOR

Organizational Behavior

Organizational Behavior

Introduction

This paper describes succinctly the Hofstede model of five dimensions of national behaviors: Power Distance, Uncertainty Avoidance, Individualism, Masculinity and Long Term Orientation. It displays the conceptual and research efforts that preceded it and directed up to it, and one time it had become a paradigm for comparing behaviors, research efforts that pursued and constructed on it. (Bem 2000)

The paper stresses that dimensions count on the grade of aggregation; it describes the six solely distinct dimensions discovered in the Hofstede et al. research into organizational behaviors. It alerts contrary to confusion with worth dissimilarities at the individual level. It concludes with a gaze ahead in what the study of dimensions of national behaviors and the position of countries on them may still bring.

 

Analysis

For those who work in international enterprise, it is occasionally amazing how distinct persons in other behaviors behave. We are inclined to have a human gut feeling that 'deep inside' all persons are the identical - but they are not. Therefore, if we proceed into another country and make decisions founded on how we function in our own dwelling country - the possibilities are we'll make some very awful decisions. Behavior has been characterized in numerous ways; this author's shorthand definition is: "Behavior is the collective programming of the mind that distinguishes the constituents of one assembly or class of persons from others". It is habitually a collective occurrence, but it can be attached to distinct collectives. Within each collective there is a kind of individuals. If characteristics of individuals are envisaged as varying according to some chime curve; the variation between behaviors is the move of the chime bend when one proceeds from one society to the other. Most routinely the period behavior is utilized for tribes or ethnic assemblies (in anthropology), for nations (in political research, sociology and management), and for organizations (in sociology and management. (Hofstede 2005)

Organization culture

The concept of the learning organization culture has gained an increasing popularity since the early 1990s. There are many reasons explaining why it has attracted so much attention by both organizational scholars and practitioners. The first reason is the ever-changing environment faced by most organization culture. Modern organization culture operates in a world of growing technology, increased knowledge and skills, and global competition. They must continuously learn in order to survive and grow in this dynamic and competitive environment. Learning organization thus describes an organization that has the capability to develop and renew itself on the basis of learning.

The second reason for the popularity of the concept of the learning organization relates to a changing economy. It has been widely recognized that society has entered into a “knowledge economy” in which the most sustainable competitive advantage for organizations comes from learning-related assets such as innovation and intellectual capital. Organizations previously relied on tangible assets, such as land, machinery, and financial capital, to compete in the marketplace. Although these tangible assets remain necessary resources in a knowledge economy, intangible assets such as ...