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1、 English cultural exchange is an important factor in the collective thinking牡丹江师范学院外语系 2006 届英语专业函授本科学士学位毕业论文 1English cultural exchange is an important factor in the collective thinking毕业生姓名：所属院系： 牡丹江师范学院外语系所属专业： 英语专业所属年级： 2004 级导师评语：成 绩： 指导教师：职 称： 职 务： English cultural exchange is an important fac
2、tor in the collective thinking牡丹江师范学院外语系 2006 届英语专业函授本科学士学位毕业论文 2Abstract Then there is also a large discrepancy on the uncertainty avoidance. Defined Uncertainty avoidance is the lack of tolerance for ambiguity and the need for formal rules. That means people trying to setup rules to face to the un
3、certainty. There is high uncertainty avoidance in most oriental countries such as Japan, China. In these countries, people prefer a stable job. They feel safe and prideful when they keep working hard at the one place. Keyword : Uncertainty Discrepancy Most orientalContentsIntroduction1.In the orient
4、al 11.1That is the corporate culture in orient3 1.2 I think because of the different3 .The third dimension Hofstede indicated is the individualism.42.1 Finally Hofsted pointed out the masculinity5 2.2 The last but not the least7References9 English cultural exchange is an important factor in the coll
5、ective thinking牡丹江师范学院外语系 2006 届英语专业函授本科学士学位毕业论文 3English cultural exchange is an important factor in the collective thinking IntroductionAs we all know, different countries have different cultures. Culture is the collective programming of the mind which distinguishes the members of one category of
6、people from another. (Hofstede, 1991)It is inevitable that the cultural difference has impact on business. For example, when a company having meeting, the word table in American English that means to put something on the agenda. But in British English it means to put something off the agenda. This e
7、xample indicated how the culture affects the businessThere are four cultural dimensions that were defined in Hofstedes research: Power distance, Uncertainty avoidance, Individualism, Masculinity, and recently Hofstede add one more: long-term-short-term orientation.What I think the most significant i
8、nfluence in cultural difference is the power distance. (Hoecklin,1995:28)It would condition the extent to which employees accept that their boss has more power than they have and the extent to which they accept that their bosss opinions and decisions are right because he or she is the boss. I consid
9、ered it as how much subordinates can English cultural exchange is an important factor in the collective thinking牡丹江师范学院外语系 2006 届英语专业函授本科学士学位毕业论文 4consent or dissent with bosses or managers. It is the distance between a manager and subordinate. Among most oriental corporate cultures, there is hierar
10、chism, greater centralization, sometimes called power-oriented culture, due to the historical reasons. That is a high power distance culture that mangers make the decision and superiors appeal to be entitled more privileges. Their decision always close supervision positively evaluated by subordinate
11、s. In this situation, it is not be regarded if a subordinates have a disagreement with their managers, especially in Malaysia, Japan, China, India. .In the oriental Power distance is also associated with the family culture (Trompernaars, 1993:139). In this kind of corporate culture the manager is li
12、ke the caring father who knows better than his subordinates what should be done and what is suitable for them. The subordinates always esteem the managers. Because of the managers age and experience. That is usually how employees get their promotion. There are both positive and negative parts in the
13、 family cultures. I feel it is an easy managing system. But sometime it is hard to get young creative employees work well cause of the hierarchy. As Tropmenaars (1993: 142) told us family culture at their least effective drain the energies and loyalties of subordinates to buoy up the leader. So in f
14、amily culture, the power distance can be viewed as the subordinates respect the superiors. English cultural exchange is an important factor in the collective thinking牡丹江师范学院外语系 2006 届英语专业函授本科学士学位毕业论文 51.1That is the corporate culture in orient. Let us take a look at the western way. It is not a whol
15、e converse phenomenon. There is the Eiffel Tower culture (Trompernaars, 1997:166) in the international management. About the Eiffel tower Trompenaars (1993: 148) told us Its hierarchy is very different from that of the family. Each higher level has a clear and demonstrable function of holding togeth
16、er the level beneath it. German, Austrian have the characteristic of the Eiffel Tower Culture, which is a low power distance. In the lower power dis tance, (Hoecklin, 1995:31) higher-educated employees hold much less authoritarian values than lower-educated ones. The obedience showed from the subordinates t
