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The paper "Hofstede's Contribution to Our Understanding of Cultures Influence on Global Organizational Practices" is an outstanding example of a management report.   Multi-national organisations and business enterprises always seek to retain their organizational practices across all the nations that they have covered. Diverse nationalities have divergent beliefs that determine the performance of organisations within the environments. Since the globalization of businesses, firms and government entities, there has always been a need to integrate with the various modes of cultures in order to get acceptability. Societal and institutional cultures impact much on the performance of persons in the various entities.

It is necessary that the leaders in management, as well as other employees, bear in mind the cultural values in an environment. It has been noted that cultures determine various factors such as promotions, rewards and other important decision-making processes. The dynamics of cultures have to be well comprehended so as to ensure that the organizational processes run smoothly. Some rules and expected patterns have to be bent without affecting the organisations' operations in order to attain the satisfaction of clients with diverse beliefs and ways of life.

Hofstede (1992, pp. 29-40) asserts that differences in societal cultures among various nationalities imply much on universal problems in human resource development. Hofstede provided basic grounds that help build knowledge on cultural values relating to international business. This paper critically evaluates Hofstede's contribution to the influence of culture on Global Organisational practices (GOPs). Definitions Culture: Culture is a set of practises that consistently captures the beliefs, social habits, attitudes, myths, values and taboos of a group of people. Global Organisational Practises: These are the duties performed by individuals in various positions in the organisational leadership.

These practices are similar regardless of the differences in the societal niche that an organisation is placed. Societal cultures: These practice, beliefs, attitudes, taboos and values that are regarded highly among a group of people that live in a specific region. Organisational cultures: These are practices that are passed on in an organisation. They always require being constant across the globe and are not changed. They define values and taboos in an organisation. Hofstede (1992, p. 4), defines Organisational Culture as uniformity of the mind that distinguishes the members of an organisation from the rest. Discussion Hofstede (1992, p18) defines culture as unified programming of the mind that clearly segregates members of a category of people from others.

Cultures can be studied as a collective phenomenon across various groups of people that form a collection that identifies them solely from others. Culture is most commonly used to mean ethnic groups or tribes in the anthropology. Culture could mean nations or organisations as well among various groups of scholars. Fields that classify cultures include Political sciences, sociology, anthropology and management.

A little study of cultures in occupations has been conducted to date. The term is also well applied to classify gender, social classes and finally generations. Hofstede has over the time studied cultures and come up with dimensions of these cultures presented in the following groups: power distance, individualism-collectivism, uncertainty avoidance and masculinity-femininity. Two types of cultures are identifiable with regard to management principles. They include; Societal cultures that define people's primary values more often in the sense of their preferences of specific occurrences in acceptable mannerisms (Hofstede, 2001, p.

5). Organisational cultures in the other hand define the people's perceptions on in their organizational environment.


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