Suchergebnisse

Cultures in Contact: Studies in Cross-Cultural Interaction provides an in-depth analysis of the processes that takes place in cross-cultural interaction. The title covers the outcomes of cross-cultural interaction along with the effect of such interaction to individuals involved. The text first details the social psychology of cross-cultural relations, and then proceeds to discussing the historical account of the development of research that tackles cross-cultural contact. Next, the selection deals with the processes that took place when individuals with different cultural background interact

Cultures in Contact: Studies in Cross-Cultural Interaction provides an in-depth analysis of the processes that takes place in cross-cultural interaction. The title covers the outcomes of cross-cultural interaction along with the effect of such interaction to individuals involved. The text first details the social psychology of cross-cultural relations, and then proceeds to discussing the historical account of the development of research that tackles cross-cultural contact. Next, the selection deals with the processes that took place when individuals with different cultural background interact.

A manager faced with variations in subordinates' behaviour will accommodate his behaviour to fit the interpersonal circumstances. This will happen even if it means reversing a stated preference for a particular managerial style. This hypothesis was tested in a laboratory experiment. Subjects acted as managers working with subordinates to devise an itinerary for a visiting head office executive. In a 2 x 2 design, democratic and autocratic managers, classified according to scores on a leadership belief scale, were assigned both democratic and autocratic subordinates. On observing their responses, it was found that both types of managers behaved democratically with democratic subordinates and autocratically with autocratic subordinates. The results show that subordinates' influence is strong enough to bring about a response from managers that is opposite to their own preference. The influence of subordinates, therefore, must be included in theories that seek to understand the manager-subordinate relationship. It is suggested that the concept of interpersonal accommodation may be useful in describing reciprocal influence.

Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers' reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede's national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.