1.0 score compare to other individualist scores. The

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Last updated: December 22, 2019

1.0Cultural DimensionsUnder Hofstede’s Cultural Dimension, the first crucialelement goes to power distance.Power distance is referred to the degreeor a range where members oforganization or corporation of a country holding less authority, acceptthe unequal distribution of power. For United Kingdom, the data was showingthat 35% falls under classificationof power distance which is considered as lower rating of PDI (Power DistanceIndex). This mean the local society wishes to lessen the inconsistency orinequalities amongst people. The people are more emphasize on equally treatmentamong the community as they believe whatever religions and birth rank cannotrestrict their ways toward success in life.

            Secondcultural dimension will be individualismsince United Kingdom is ranked with 89%,which is the highest score compare to other individualist scores. The Britishare more towards egocentric tendency and self-centred people, witnessed the arisingphenomenon of ‘ME’ culture. They have been educated since they were childrenwith the concept to consider for themselves first instead of taking care ofothers, which is known as collectivism. Personal fulfilment is the onlyinitiative to achieve happiness and they have to seek out their actualcapabilities in life in order to dedicate to their community.

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            Thirdcultural dimension would fall under masculinitysince United Kingdom is scored at 66%. British’s society is mainly emphasizingon competition as well as accomplishment, which mean the one who is on top inthe particular fields and has higher achievement will be considered as success.Sometimes there are some obvious contradictions can be seen in United Kingdomsince the culture of British is built up of humility, however, their valuesystem is more focus and based on success. It is vital to find out what theBritish are trying to indicate because what they have said is not what it meantto be. There can be some hidden meaning of what they are trying to say as theytend to imply rather than stating it clearly.             Fourthcultural dimension goes to uncertaintyavoidance and United Kingdom has scored 35% on that, which mean the Britishare not afraid of ambiguous or uncertainty circumstances and even attempt toprevent those changes. They are not worrying about what may happen and varytoday; likewise, they feel quite comfortable to try out somethings withoutformal guidelines to form their own planning due to the dynamic environment.

Theway how they organize their planning will be in a narrow boundary sinceanything may occur the next day that their plan will not be useful anymore. Thecombination of the British’s characteristics which are individualism and notbeing scared by changes, will fulfil the requirements for creativity andrevolution.             Lastly,United Kingdom has scored at 51%, which is a neutral position that fall under long-term orientation. Generally, it isa pragmatic society where the British are emphasizing on facing with future’schallenges. People in United Kingdom tend to adopt and apply new ways of doingand solving things in term of changes, meanwhile they are keeping the links tothe past.

In its business world, the traits such as endeavours and thrift aremore favourable as a way to plan for future.  Religion and belief            United Kingdom is a country made up of a diversereligions and beliefs, where the British are provided with the rights toreligious liberty.  The core religion andfaith in United Kingdom go to Christianity, which is further divided into severalbeliefs such as Anglican Christianity, Non-Catholic Christian, RomanCatholicism Christians and Islam.

However, approximately 49% of people inUnited Kingdom are recognized as irreligious, meaning this sort of people arenot believe in the presence of god, in another word they can be referred asantitheism. (Pariona 2017)Language            There are a variety of official local languages which arespoken in United Kingdom, but the British commonly apply their major language whichis English while communicate and speak to others. People who live in Wales, Scotland,England and Northern Ireland which are considered as British’s countries mightbe able to speak in Welsh Language, Irish and Cornish Languages respectively.

InUnited Kingdom, people there may speak English in their own accents. TheBritish are capable of identifying each other in which cities they come fromthrough their tone and pronunciation while speaking English. For example,people there have the ability to determine the natives who come from Liverpoolthrough the Scouse Language used by them. People from London are generallyeasier to be recognized as well via their major dialect which is cockneyaccent. (Barrow 2014)2.0 Management Practices            Management practices indicate the ways and styles of themanagers in strengthening the productivity and competency of employees as wellas the accomplishment of the firm simultaneously.

(Adam and Humphreys 2008)First and foremost, oneof the common management practices which is adopted in United Kingdom would be anti-technical orientation. All-powerfulmanagers can be found in UK’s organizations generally, which mean they areseparated from specialist since they are highly knowledgeable and capableperson in a variety of different fields or domains. UK’s managers, thegeneralist strongly believe that the relationship between management andtechnical required in employment is independent.

They think that the managementof a firm has nothing to do with technical skills since they have some sort ofmindset that their prestige and manifestation will be weaken due totechnically-oriented. Furthermore, the managers from UK tend to have wider andcomprehensive views while they are handling with different tasks and troublesfaced in their organizations.             Secondly, a tendency of informality managing style can be seen in business world of UK. Themanagers of UK generally possess the traits such as friendly and easy-goingattributes, in another word, it can be referred as altruistic person. UK’smanagers with their charisma personality, strive to make decision and influencetheir subordinates without applying any official powers given by theorganization to them. For British Managers, the fragmentation of market isrelying heavily on customers’ preferences and benefits instead of emphasizingon formal criterion stated in the organizations.

Open conflict is very uncommonin UK’s business world as the managers try so hard in avoiding this phenomenonwhich is considered as unmannerly and disrespectful. They will instead takeimmediate actions such as rectify error and seek for the best solution whilecrisis occurred.             Thirdly, the managers of UK are efficacious in managing anddealing with stumbling block and volatility situations.

They are more relyon instinctive in decision-making in order to achieve goals and objectives,rather than depend on facts, statistics and theory from the outcomes ofresearch. UK’s managers think that instinctive plays a pivotal role toeffectively deal with the rapidly changing business environment nowadays withits agility, intelligence and self-motivation. This is why manager of UK neverafraid of the ambiguity since they hold the conception that there will alwaysbe no proper plan which may completely address to the problems due touncertainty since it is said to be impractical and unrealistic. 

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