Value Dimensions By Trompenaars

Value Dimensions By TrompenaarsContents

TOC o “1-3” h z u Universalism versus particularism PAGEREF _Toc381193097 h 1Neutral versus effective PAGEREF _Toc381193098 h 1Specific versus diffuse PAGEREF _Toc381193099 h 2Achievement versus ascription PAGEREF _Toc381193100 h 2

It is important to understand so as to be able to work with people in a more effective manner.in order to achieve this by Trompenaars researched on value dimensions. He came up with various dimensions (Coburg, 2008). The paper will look at the four value dimensions developed by Trompenaars.

Universalism versus particularismUniversalism involves people placing a huge importance on rules, laws, obligations and values they try dealing with people in a fair way on the basis on these rules but the rules usually come prior to relationships. It involves helping people understand their work is linked to what they believe and their value.it provides processes, procedures and instruction which are clear.it requires on to be consistent and keep their promises. (Coburg, 2008). Particularism involves believing that every circumstance and relationship is what dictates the rules to live by. How people respond to a situation is subject to change on the basis of the particular happenings of a moment and those involved.it involves giving people an autonomy when it comes to the decision making process. People should always ensure that they respect the needs of others during the decision making process. People are supposed to exercise flexibility when making decisions (Deresky, 2011).

Neutral versus effectiveNeutralism revolves around the fact that people make a lot of effort when it comes to controlling their emotions. Their actions are mainly influenced by reason more than the feelings they have. People have the tendency of not reveling what they feel or think.it involves effective management of emotions. Ensuring that you watch how people react carefully since they might be reluctant when it comes to displaying their emotions. Effective involves people coming up with ways of expressing their emotions.in these cultures it is acceptable to express emotions. It involves being open to people.it also entails the use of emotions so as to communicate objectives that one has (Deresky, 2011).

Specific versus diffuseSpecific involves people ensuring that there is a distinction between their personal life and work. Due to this there is the belief that relationships do not impact in any way the objectives in work. Even though good relationships are of great importance it is believed that people can still go ahead and work together even if they do not have good relationships. It involves going straight and direct to the point (Coburg, 2008). The main focus should be on objectives before the strengthening of relationships. People should be allowed to keep home lives and work lives separate. Diffuse involves people seeing their personal lives and work overlapping. There is the belief that good relationships are essential when it comes to meeting objectives in business. They believe that their relationships with others should be same regardless of whether they are working or meeting in a social gathering. This involves focusing establishing good relationships before focusing on the objectives of the business. Ensuring that one finds out as much information as they can with those they work with and people they do business with.it also involves discussion business in social occasions (Deresky, 2011).

Achievement versus ascriptionAchievement involves people believing that someone is what they do and use this to form a basis for an individuals worth.in this cultures performance is highly valued regardless of who a person is.it involves giving rewards so as to recognize good performance. Ascription involves people believing that an individual ought to be valued for what they are.in these cultures people value title, power and position and the roles are determinants of how specific individuals behave. Titles are used there is need to clarify an individual’s status within an organization.it is also expected that people who in authority are respected particularly in the event of challenging particular decisions. People should always make sure that their authority does not stand in the way of good performance within their role (Deresky, 2011).

References

Deresky, H. (2011). International management: Managing across borders and cultures (7th ed.). Upper Saddle River, NJ: Prentice Hall.

Coburg, FH, L. (20O8).Cultural Dimensions: The results of the research of Fons Tropenars. Retrieved June 26, 2013 from http://kautz.hu/ip2008/index2.php?option=com_docman&task=doc_view&gid=20&Itemid=19