Czech Cultural Analysis

Cultural Analysis Czechoslovakian res publica bit University of Science and Technology table of contents table of contentsii 1. 0Czech vs u. s. Culture hofstedes sit around3 2. 0Czech rail line assimilation trompenaaris classificaion7 3. 0U. S. Business grow limiting need7 4. 0bibliography9 1. 0Czech vs u. s. Culture hofstedes model The Czech majority rule has its roots as a condition communist state known as Czechoslovakia. The fall of communism and the sack to a democratic government has seas adeptd this countrys history.From the smooth Revolution in 1989 to the charismatic leadership of the poet Vaclav Havel, the Czech body politic has real well in the European cultures (Katz 2008). The Czech Republic had an estimated GDP of $288. 6 billion in 2011, which is ranked 45th against other world countries. auto exports are the main economic driver with Germany being a liberal consumer of their export goods (The cia world, 2012). Context The classification of high -context or low-context gives us very utile ethnic distinctions. A high-context culture relies heavily on unspoken cues in conversation.They hightail it to want to establish trust prototypic in lineage negotiations, evaluate a personal relations and good willing, agree by world(a) trust, and negotiate in a slow ritualistic manner. A low-context culture generally gets straight to the point and does non bother with ritualistic negotiations or getting to know one another personally before parentage deals. A low-context culture usually determine expertise and performance, likes to make agreements with legalistic types of contracts, and negotiates as efficacious as possible (Kreitner, 2012). People in the Czech Republic melt down to use body language sparingly with little corporal contact.However, when communicating with them, silence could mean a problem, especially if they lower their eyes. The Czech people value punctuality and are a schedule orientated people. They like to schedule meetings in advance and require notification if one is going to be late. The Czech do like to get vanquish to business, just now the pace of business could be slow at first until you build relationship. The Czechs also prefer written terms and conditions when making business transactions (Katz 2008). All of these characteristics reap a low-context culture. The U. S. s a low-context culture as well (Kreitner, 2012), so doing business with Czech people will not seem too foreign to our U. S. company. Hofstedes Model The Hofstedes Model screwing be apply to help classify the discipline culture of the Czech Republic and can give us taste into how the U. S. compares. With this information, we can determine if our company culture is a good equal for doing business in the Czech Republic. The 5 cultural equilibriums of Hofstedes model will be used power distance, individualism, uncertainty avoidance, and long-term orientation and will be compared to our U. S. results. Power distance is outlined as a dimension that deals with the fact that not all individuals in society are equal. This dimension captures the strength of a culture toward this reality. A low make up would mean that the culture has an attitude that people should be equal in society, and a high sign would represent an attitude of acceptance of these astronomical inequalities in society. The U. S. malt whiskys low on this dimension (Hofstede & Hofstede, 2005). We subscribe to the wit of liberty and justice for all, which can explain the low score. The Czech Republic has a slightly higher score than the U. S. hich substance that they have an attitude more acceptable of societal inequalities (Hofstede & Hofstede, 2005). This can probably be traced fend for to their roots as a communist country, where societal members had to get used to the one party government that was highly hierarchal. The individualism dimension captures the form of interdependence a society maintains among its members (Kreitner, 2012). The U. S. scores very high on the individualism dimension. We are accustomed to the idea that we need to take sustainment of ourselves and our families. Rugged individualism is a characteristic of many Americans and politicians.The Czech Republic, on the other hand, score much lower score on individualism, and tend to value the mentality that we are in this together. This can be seen in their different types of advertising in their country. Their advertising constantly appeals to family happiness, togetherness, and friendship think on groups of people enjoying life together (Taylor, 2002). Masculinity is a dimension that characterizes a cultures tendency toward valuing competition and success delimit by winning at whatever the challenge, or the cultures value of caring of others and quality of life.A high masculinity score would be the former and a lower masculinity score would be the latter. The Czech Republic and the U. S. have a very similar sco re here (Hofstede & Hofstede, 2005). They are both right in the middle of the scurf and can be categorized as having a good balance between competition and striving to be on top as the winner, and caring for others along the way. Uncertainty avoidance is a dimension that captures a societys way that they deal with ambiguity. The anxiety of an unknown early can lead to a societal out pour that creates beliefs or institutions to try to avoid this anxiety (Hofstede & Hofstede, 2005).In the Czech Republic, the older generations tend to want to avoid uncertainty and are reluctant to take trys. This can most likely be traced back to when the country was communist. The younger generations are, however, more open due to more international exposure, simply the Czech Republic scores relatively high in this dimension (Katz 2008). The U. S. has a significantly lower score when it comes to uncertainty avoidance (Hofstede & Hofstede, 2005). The U. S. is willing to take risks and accepts risk as part of life and business. The U. S. culture is more open to reinvigorated ideas and is willing to try something new or different.The U. S. subscribes to the value of freedom of expression. long-term orientation is the measure of where a society is focused. It can be defined as the extent to which a society shows a pragmatic future-oriented survey rather than a conventional historical short-term point of conceive (Hofstede & Hofstede, 2005). Both the Czech Republic and the U. S. score low on this dimension. This means that business measure their performance on a short-term basis. They are focused on what they can earn right now, and can be seen in the fact that profits are calculated on a quarterly reporting basis.This drives people to struggle for quick results in the reckon place. The Czech Republic can be said to be competitive, but know the value of a long-term relationship (Katz 2008). Even with this said, the Czech Republic scores a lower score than the U. S. These f ive cultural dimensions described preceding(prenominal) can be seen graphically in the figures to a lower place (Hofstede & Hofstede, 2005). Figure 1 Hofstede dimensions of Czech Republic and U. S. 2. 0Czech business culture trompenaaris classificaion The Czech Republic could be classified as having a Guided projectile corporate culture.Czechs highly value formal education and expertise. They recognize and value the power of knowledge (Katz 2008). The Czech people like the win-win negotiations and strive for this in business transactions. They place this mentality on business with a focus on task oriented business success (Katz 2008). Negotiations are competitive, but business men in the Czech Republic tend to grasp their cards close to their chest and do not lie practically (Katz 2008). Czech management is seen as a team leader with the musical arrangement predominantly a continuous process of solving problems successfully.This is in roughly contrast as to the U. S. company. The U. S. play along is described as an incubator. This company is person-oriented and values giving power to the individual (Trompenaars, 2003). This is in contrast to the more unified corporate structure of the Guided Missile. The Incubator has the main characteristics that value perpetration of oneself and professional recognition, where the Guided Missiles characteristics are more of paid for performance and management by objectives (Trompenaars, 2003). 3. 0U. S. Business culture change needed A culture change may or may not be needed for the U.S. Company to thrive in the Czech Republic. on that point will be some corporate cultural tension, however, which can be the catalyst or driving force for change according to Fons Trompenaars (Trompenaars, 2003). one way to manage corporate culture change when going from U. S. to the Czech Republics would be to restructure authority to managers who have show innovation and tuition as their main objectives in their goals. Another w ay to foster change would be to make learning and improvement a part of mean solar day to day task descriptions. Finally it would be beneficial to the U. S.Company to describe rewards in terms of clearly stated innovation outputs. These techniques described above will help foster culture change in the U. S. Company to move toward a more ideal corporate culture from an Incubator to a Guided Missile (Trompenaars, 2003). 4. 0bibliography Katz, L. (2008). Negotiating international business the negotiators reference guide. (2nd ed. , pp. 1-5). Retrieved from http//www. globalnegotiationresources. com/cou/CzechRepublic. pdf (2012). The cia world factbook. Washington D. C. The U. S. Central Intelligence Agency. Retrieved from https//www. ia. gov/library/publications/the-world-factbook/geos/ez. hypertext markup language Kreitner, R. (2012). Organizational behavior. (10 ed. ). Arizona McGraw- Hill. Hofstede, G. , & Hofstede, G. J. (2005). Cultures and organizations Software of the mind, b y hofstede, 2nd revised and expand edition. New York McGraw Hill. Taylor, Charles (2002). Advertising in the Czech Republic Czech perceptions of effective advertising and advertising clutter. Vol. Iss 12, pp. 137 149. Trompenaars, F. (2003). A new framework for managing change across cultures. Journal of change management, 3(4), 361-375.