留学生essay代写范例：Cross Cultural Comparative Analysis UK vs Mexico

留学生essay代写范例-英国与墨西哥的跨文化比较分析。本文是一篇由本站代写服务提供的essay代写参考，主要内容是讲述管理文化差异没有最好的、直接的方法；经理们需要意识到这些差异是如何影响业务的。他们需要从战略上进行思考，因为墨西哥和英国都有不同的文化层面。由于跨国商业活动的增加，文化层面的重要性正在迎头赶上。下面就一起来看一下这篇留学生essay代写范例。

Introduction

In today’s global economies communication is the power house of all businesses. Due to globalization the buying, selling and working with in the different cultural is inevitable. It is necessary to understand the International management cross cultural dimensions and its impact on leadership and communication in the business. Just to have a over edge than the competitors the businesses have leaned that in order to grow in today’s market cross cultural management skills are very critical. The communication between the different cultures both internally and externally has to be effective and there need to be a good understanding of cross cultural dimensions because they can influence success, by being ahead in the overseas market with greater cross cultural understanding which includes a better cultural diversity management too.

In this essay the author discusses the cultural dimensions, and international management practices in both United Kingdom and Mexico. This is a guide for the managers of those countries who have not yet thought of these countries as part of business. Author shows Hofstede’s Five Dimensions of Culture and Fons Trompenaars cultural dimensions.

Hofstede Cultural Dimensions

According to Hofstede, each culture must deal with questions that can be resolved according to a series of dimensions, which results in a unique gestalt for each society, depending on the intensity of its tendency towards one or another end of each culture dimension spectrum (Longatan, 2008). Prof. Geert Hofstede did most comprehensive study on the culture and how it may influence the workplace.

介绍

在当今的全球经济中，沟通是所有企业的动力源泉。由于全球化，不同文化中的买卖和合作是不可避免的。有必要了解国际管理的跨文化层面及其对企业领导力和沟通的影响。只是为了比竞争对手更有优势，企业已经倾向于，为了在当今市场中发展，跨文化管理技能是非常关键的。不同文化之间的内部和外部沟通必须有效，并且需要对跨文化层面有很好的理解，因为它们可以通过在海外市场上更深入的跨文化理解来影响成功，这也包括更好的文化多样性管理。

在这篇文章中，作者讨论了文化层面，以及在英国和墨西哥的国际管理实践。这是那些尚未将这些国家视为业务一部分的国家的管理者的指南。作者展示了霍夫斯泰德的“文化的五个维度”和冯的“文化维度”。

霍夫斯泰德文化维度

根据Hofstede的说法，每种文化都必须处理可以根据一系列维度解决的问题，这导致每个社会都有一个独特的格式塔，这取决于其倾向于每个文化维度谱的一端或另一端的强度（Longatan，2008）。Geert Hofstede教授对这种文化及其对工作场所的影响进行了最全面的研究。

From 1967 to 1973, he has been collecting and analyzing large amount of data from over 100,000 individuals from 50 countries and 3 regions. Originally there were four dimensions fifth dimension came on later, after him conducting an international study with a survey instrument developed with Chinese employees and managers (Professor H. Michael Boyd, 2004). There were five cultural dimensions that were identified by Hofstede are:

Power Distance

Individualism Collectivism

Uncertainity Avoidance

Masculinity versus Femininity

Long term versus Short term Orientation (Clearly Cultural, 2009).

Power Distance: Power distance(PDI) is related to the unequal distribution of power, There is big gap between the people (unequal) in the society. Power and inequality, are the fundamental facts of the society and any one can tell a difference between a equal or unequal power distance society generally, power distance is the way the society addresses inequalities among people . Power distance norms are reflected in the economic and cultural lives of humans as in parent-child relations, husband-wife relations, politics, religion and economics (Tian, 2004).

Individualism-Collectivism: Individualism-Collectivism(IDV) describes the degree to which individuals is open to other members of group regardless of race ethinicity religion or gender. (Hofstede, 2009). This Dimension shows the dependency in group, work or part played in group(team) and other side it is opposite, individual is active and independent and not like the individual who is dependent on the organization or society or group. In words of Adler and Gundersen, individualism versus collectivismis how the employee adress them self ,is it him/herself primarily as a separate human being or it is different the opposite being collective part of a group whose needs should determine behaviour (KohL, 2007).

Uncertainity Avoidance: Uncertainty avoidance(UAI) deals with a society’s acceptence for uncertainty and doubt. Businesses and companies establish formal rules ,accept the real facts and provide employees wiht greater carrer stability and rejecting deviant ideas and behaviour.

Masculinity versus Femininity: This dimension relates to gender differenciation.In some countries women are quite ambitious assertive in some men are morecompetitive and willing to take risks in order to attain their goals. It is the over all performance result which makes the country Masculine or feminity driven.In countries women values don’t differ much as compared to the men from different countries, men are very assertive and competitive where as women’s values on the one side, to modest and caring and similar to women’s values.

Long term versus Short term Orientation: Long-Term Orientation is the fifth dimension of Hofstede,it was added after the previous four cultural dimensions to distinguish the difference in thinking between the East and West.This dimension measures the person’s devotion towards his/her work ethic and the respect for the tradition.

Hofstede Cultural Dimensions in UK and Mexico

Figure : Comparison of cultural dimensions in UK and Mexico (Adapted from: (Hofstede, 2009))

United Kingdom consists of four countries Ireland, Scotland, Wales and England but England alone is more effected by the feelings towards individualism and masculinity.The rest three dimensions are considerably on lowest rank in England. This tendency of looking after self and immediate family(Individualism) and least botheration for society is seen in UK. The UK shows score of 85 (Sims, 2006).It is observed that Mexico shows the score of 30 (IDV) in individualist cultural dimension, which is some what higher than other Latin countries who have score of 21 (Hofstede, 2009).

The desire for materialistic things and money the man depicted as a super hero or saviour of family where as women deals with the emotional concerns and family needs, Male dominant society, UK seem to be on more or so similar ranking regarding gender differentiation (MAS cultural dimension), it has the score of 66 where as in Latin America, Mexico has the second highest Masculinity (MAS) which is 69. In Mexico male dominates a major portion of the society (Geert Hofstede, 2009).

The power distance(PDI) in Mexico score much more than the UK ,Mexico power distance rank is 81, which exhibits a more unequal distribution of wealth compared to United Kingdom society (Taylor, 1998-2008).The United Kingdom on the cultural scale indicate large degree of equality between various societal levels and organisations holding the score of 35 (Clearly Cultural, 2009).

Uncertainty avoidance in the Mexico is relatively high, which can clearly be viewed through the national cultures.The highest score of 82 indicates that society has continuios threat and anxiety and precision and punctuality is strong. United Kingdom scores 35 on this cultural dimension. United Kingdom has become a country with diverse population which makes it more flexible to the changes, more open to innovative ideas even if they involve risk (International Business, 2008).

Fons Trompennars Cultural Dimension

Trompenaars, a European researcher conducted an extensive research with 15,000 managers from 28 countries representing 47 national cultures. His system had seven dimensions the first five were related to relationship between people the rest two deals with are about orientations toward time and the environment.

Universalism vs. Particularism

Individualism-collectivism

Neutral-affective

Specific-diffuse

Achievement-ascription

Internal vs. External Control

Lewis Monochronic and Polychronic People

Fons Trompennars Cultural Dimension in UK and Mexico

Universalism-particularism: The setting up the universal standards and rules which helps in the economic activities of country on both Macro social level as well as micro-social level makes a country universal (Nawojczyk, 2006). United Kingdom is a Universalist country, when it comes to business negotiation they apply the rules (Universal dimension) and see to it that everything goes according to rules .There is no modification needed in the rules as they are universal and accepted by all. Countries like Mexico do as there superiors dictate them without any opinion, they take the orders and implement them, there is a particularistic approach (Aswathappa, 2008).

从1967年到1973年，他一直在收集和分析来自50个国家和3个地区的10多万人的大量数据。最初有四个维度——第五个维度后来出现了，当时他用一种与中国员工和管理人员一起开发的调查工具进行了一项国际研究（H.Michael Boyd教授，2004）。霍夫斯泰德确定了五个文化层面：

功率距离

个人主义集体主义

避免不确定性

男性气质与女性气质

长期与短期定位（清晰文化，2009年）。

权力距离：权力距离（PDI）与权力分配的不平等有关，社会中的人与人之间存在很大的差距（不平等）。权力和不平等是社会的基本事实，任何人都可以区分平等或不平等的权力距离。一般来说，权力距离是社会解决人与人之间不平等问题的方式。权力距离规范反映在人类的经济和文化生活中，如亲子关系、夫妻关系、政治、宗教和经济（田，2004）。

个人主义集体主义：个人主义集体论（IDV）描述了个人对群体其他成员的开放程度，无论种族、伦理、宗教或性别如何。（霍夫斯泰德，2009年）。该维度显示了群体、工作或在群体（团队）中发挥的作用的依赖性，而另一方面则相反，个人是活跃和独立的，不像依赖组织、社会或群体的个人。用Adler和Gundersen的话来说，个人主义与集体主义是员工对自己的称呼，是他/她自己主要作为一个独立的人，还是与需求决定行为的群体的集体部分不同（KohL，2007）。

不确定性回避：不确定性回避（UAI）涉及社会对不确定性和怀疑的接受。企业和公司建立正式的规则，接受真实的事实，并为员工提供更大的稳定性，拒绝越轨的想法和行为。

男性气质与女性气质：这个维度与性别差异有关。在一些国家，女性很有野心，有些国家，男性更有竞争力，愿意冒险以实现自己的目标。正是综合表现的结果使这个国家变得男性化或女性化。在一些国家，女性的价值观与来自不同国家的男性相比没有太大差异，男性非常自信和有竞争力，一方面，作为女性的价值观念，他们谦逊、体贴，与女性的价值理念相似。

长期取向与短期取向：长期取向是霍夫斯泰德的第五个维度，它是在前四个文化维度之后添加的，用于区分东西方思维的差异。这一维度衡量了一个人对其职业道德的投入和对传统的尊重。

英国和墨西哥的霍夫斯泰德文化维度

图：英国和墨西哥文化维度的比较（改编自：（Hofstede，2009））

英国由爱尔兰、苏格兰、威尔士和英格兰四个国家组成，但仅英格兰一国更容易受到个人主义和男子气概的影响。其余三个维度在英国排名相当低。这种照顾自己和直系亲属的倾向（个人主义）以及对社会最少的烦恼在英国随处可见。英国的得分为85（Sims，2006）。据观察，墨西哥在个人主义文化维度上的得分为30分，比其他21分的拉丁国家高出一些（Hofstede，2009）。

对物质主义事物和金钱的渴望——男人被描绘成超级英雄或家庭救世主，当女性处理情感问题和家庭需求时，英国男性占主导地位的社会在性别差异（MAS文化维度）方面的排名似乎大致相似，得分为66分，而在拉丁美洲，墨西哥的男性气概（MAS）排名第二，为69分。在墨西哥，男性在社会中占主导地位（Geert Hofstede，2009）。

墨西哥的权力距离（PDI）得分远高于英国，墨西哥的权力差距排名为81，与英国社会相比，其财富分配更加不平等（Taylor，1998-2008）。英国在文化层面上表明，不同社会层面和得分为35分的组织之间存在很大程度的平等（显然是文化层面，2009年）。

墨西哥的不确定性规避率相对较高，这可以从民族文化中清楚地看出。最高得分82分表明社会存在持续的威胁和焦虑，精确性和准时性较强。英国在这一文化层面上得了35分。英国已成为一个人口多样化的国家，这使其对变化更加灵活，对创新想法更加开放，即使这些想法涉及风险（国际商业，2008年）。

Fons Trompennars文化维度

欧洲研究人员Trompenaars对来自28个国家、代表47种民族文化的15000名管理人员进行了广泛的研究。他的系统有七个维度，前五个维度与人与人之间的关系有关，其余两个维度与时间和环境的取向有关。

普遍主义与特殊主义

个人主义集体主义

中性情感

特定漫反射

成就归属

内部控制与外部控制

刘易斯单时人与多时人

Fons Trompennars在英国和墨西哥的文化维度

普遍主义-特殊主义：在宏观社会层面和微观社会层面上建立有助于国家经济活动的普遍标准和规则，使一个国家具有普遍性（Nawojczyk，2006）。英国是一个普遍主义国家，在商业谈判中，他们适用规则（普遍维度），并确保一切按规则进行。规则不需要修改，因为它们是普遍的，为所有人所接受。像墨西哥这样的国家按照上级的指示行事，没有任何意见，他们接受命令并执行命令，有一种特殊的方法（Aswathappa，2008）。

Individualism-collectivism: The emphasis is in groups, the actions taken by individual are collective or more of single benefit individual, individual benefits versus the group. UK is an individualistic society and tends to have lesser number of bonds; they stand in as an individual. Family or groups are not that relevant or of that significance in society, each person fights for self (Handy, 2010). Mexico ranked 29 of 39 is the Lowest in individualism; they are high on collectivism (Yates, 2010).

Neutral-affective: Related to excitement, emotions control of feelings. Neutral (self control) hold back while affective, feel it is natural to express emotions. Some Cultures show their emotions some subdue their emotions. In United Kingdom people, try to keep there relationships and work separate .they don’t share their emotions and try to repress there emotions and feelings they prefer more solitude when it comes to emotions One cannot mix personal matters with business, as it might hinder the progress (Mate, 2010). Mexico is an affective country because there emotions are natural and openly expressed. Being a collective culture they express and share their emotions and talk about it (Williams, 2005).

Specific-diffuse: In United Kingdom there is no mixing of the private life of person with the work or business life, Private life is separated from general public in order to achieve healthy working environment they believe in more specific culture. Mexico has more of diffuse culture because there is not much distinction in between private and public space (Workman, 2008).

Achievement-ascription: This dimension is about how status and power are determined in the society. Uk is a achievement oriented culture, in UK the position or status are given on basis of the individual achievement of how well they perform ,they have achievement dimension as there base. Mexico is an ascription oriented society where the status is approved on who and what (age, class, gender and education) position is the person holding.

Internal vs. External Control: This dimension relates to nature. Country that follows the internalistic culture tends to over power and control the nature and environment. They take them self to be superior to the environment. Externalistic culture lives in harmony with nature, community and accepts nature as it is. United Kingdom (internalistic culture) is always on the look for ideas and measures to be taken in order to reduce the air and water pollution. Most of the countries are opting to much greener options in order to conserve the natural resources.

Time orientation/Sequential vs. Synchronic: Each country has got its own response time, some are Synchronic culture where many things are done simultaneously whereas in Sequential there is a step by step instruction for work, they believe in planning. In Mexico, people usually do multiple things at the same time which makes it a synchronic country (Workman, 2008). UK has Sequential culture as the people give attention to one work at a time they consider time as tangible and divisible (Carol Kinsey Goman, 2010).

Guidance for the Manager

Building connections in different countries is also in a way a cultural dimension of diversity in the culture. Managers always face problems with the motivation, structure and strategy developing according to the countries cultural differences. Some thing that works for United Kingdom might not exactly work for Mexico. Using the Hofstede model can provide the managers with a starting point. They can put the cultural dimensions against the country and evaluate their approach, decisions, and actions, how the society might respond to them. Managers always consider both cultural dimensions when they design sales strategies where both the buyers and sellers come from different cultures.

Trompenaars cultural model and Hofstede cultural model share many similarities which can easily confuse the manager and can interfere in the success of the projects. Out of Trompenaars seven dimensions two of the dimensions are just further broken down from Hofstede dimensions, which are Collectivism/Individualism and power distance. Trompenaars collectivism is identical to Hofstede’s Collectivism/Individualism. Trompenaars achievement/ascription, which deals with status, is also linked to Hofstede’s power distance index.

Both models put forward a set of cultural dimensions along which the central value systems can be disciplined. Trompenaars model is just a one step ahead in some of the Hofstede model, it help managers understand better the trans-national projects and which reduces the number of cultural misunderstandings. From Trompenaars model (Individualism-collectivism ) managers need to see that if the country is individualistic or collective weather reward has to be given to the individual in team or to the whole team.

The Managers need to do research on the national culture along with both the cultural dimensions and check that weather the country utilises these cultural dimensions or not. The managers need to acknowledge and recognize the differences between the cultures because certain cultures may or may not fit into the culture. They need to understand that certain dimensions can overlapped and this might need more work .The managers need to keep in consideration certain cultural dimensions, large versus Small Power Distance; unequal distribution of power, this affects the behaviour of both less powerful and more powerful members. Strong versus Weak Uncertainty Avoidance; to what limit a certain society or country would feel comfortable. Masculinity and Femininity; the gender differentiation and their role they play according to the culture and last dimension, the Long versus Short Term Orientation, time orientation ,individualism and collectivism. Managing the cultural differences in a diverse business environment is a major challenge for international managers; these two models are mere guidelines.

Conclusion

There is no best way, straight way to manage the cultural differences; the managers need to be aware of how these differences affect the business. They need to think strategically as both the countries Mexico and UK have different cultural dimensions. The importance of the cultural dimensions is catching up, due to the increase in the multinational business activities.

个人主义集体主义：强调在群体中，个人采取的行动是集体的或更多的单一利益个人，个人利益相对于群体。英国是一个个人主义社会，债券数量往往较少；他们作为一个个体存在。家庭或群体在社会中并没有那么重要，每个人都在为自己而战（Handy，2010）。墨西哥在39个国家中排名第29位，是个人主义最低的国家；他们崇尚集体主义（Yates，2010）。

中性情感：与兴奋有关，情绪控制感情。中立（自我控制）克制情绪，感觉表达情绪是自然的。有些文化表现出他们的情感，有些文化抑制他们的情感。在英国人中，尽量将人际关系和工作分开。他们不分享自己的情绪，并试图压抑自己的情绪和感受。当涉及到情绪时，他们更喜欢独处。不能将个人事务与业务混为一谈，因为这可能会阻碍进展（Mate，2010）。墨西哥是一个情感国家，因为那里的情感是自然和公开表达的。作为一种集体文化，他们表达和分享自己的情绪并谈论它（Williams，2005）。

具体扩散：在英国，个人的私人生活和工作或商业生活没有混合，私人生活与普通公众分开，以实现他们相信的更具体的文化中健康的工作环境。墨西哥有更多的分散文化，因为私人和公共空间之间没有太大区别（Workman，2008）。

成就归属：这个维度是关于社会中地位和权力是如何决定的。英国是一种以成就为导向的文化，在英国，职位或地位是根据个人的成就来确定的，他们的表现如何，他们有成就维度作为基础。墨西哥是一个以归属为导向的社会，在这个社会中，地位是根据个人的身份和职位（年龄、阶级、性别和教育程度）来决定的。

内部控制与外部控制：这个维度与自然有关。遵循内在文化的国家往往会过度控制自然和环境。他们认为自己比环境优越。外部主义文化与自然、社区和谐相处，并接受自然的现状。英国（内部主义文化）一直在寻找减少空气和水污染的想法和措施。为了保护自然资源，大多数国家都选择了更环保的选择。

时间导向/顺序与同步：每个国家都有自己的响应时间，有些国家是同步文化，许多事情都是同时完成的，而在顺序中，有一个循序渐进的工作指导，他们相信计划。在墨西哥，人们通常同时做多项事情，这使其成为一个同步的国家（Workman，2008）。英国有顺序文化，因为人们一次只关注一件作品，他们认为时间是有形的和可分割的（Carol Kinsey Goman，2010）。

经理指导

在不同国家建立联系在某种程度上也是文化多样性的一个文化层面。管理者在根据不同国家的文化差异制定动机、结构和战略时，往往会遇到问题。一些对英国有效的东西可能对墨西哥不完全有效。使用Hofstede模型可以为管理者提供一个起点。他们可以将文化层面与国家进行对比，并评估他们的方法、决定和行动，以及社会如何应对。管理者在设计销售策略时总是同时考虑文化层面，因为买家和卖家都来自不同的文化。

Trompenaars文化模式和Hofstede文化模式有很多相似之处，这很容易混淆管理者，并影响项目的成功。在Trompenaars的七个维度中，有两个维度从Hofstede维度进一步细分，即集体主义/个人主义和权力距离。特朗普纳的集体主义与霍夫斯泰德的集体主义/个人主义是一致的。Trompenaars成就/归属，涉及地位，也与Hofstede的权力距离指数有关。

这两种模式都提出了一系列文化维度，可以沿着这些维度来约束中心价值体系。Trompenaars模型只是Hofstede模型的一步，它有助于管理者更好地了解跨国项目，并减少文化误解的数量。从Trompenaars模型（个人主义-集体主义）中，管理者需要看到，如果国家是个人主义的，或者集体天气奖励必须给予团队中的个人或整个团队。

管理者需要对国家文化以及文化层面进行研究，并检查国家是否利用了这些文化层面。管理者需要承认和认识到文化之间的差异，因为某些文化可能适合也可能不适合这种文化。他们需要了解某些维度可能会重叠，这可能需要更多的工作。管理者需要考虑某些文化层面，即大国与小国之间的距离；权力分配不均，这影响了权力较小和权力较大成员的行为。避免强不确定性与弱不确定性；某个社会或国家会感到舒适到什么程度。男性气质和女性气质；性别差异及其根据文化和最后维度、长期与短期取向、时间取向、个人主义和集体主义所扮演的角色。在多样化的商业环境中管理文化差异是国际管理者面临的一大挑战；这两种模式只是指导原则。

结论

管理文化差异没有最好的、直接的方法；经理们需要意识到这些差异是如何影响业务的。他们需要从战略上进行思考，因为墨西哥和英国都有不同的文化层面。由于跨国商业活动的增加，文化层面的重要性正在迎头赶上。

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