Transparent examples as a human and social phenomenon with complex characteristics, dimensions and functions is a vital role in the life of the organization, as it represents one of the characteristics of the organization, and its elements. The component of cultural, social and intellectual capital, human and cognitive, and it is defined in front of her for the conduct of her administration, electricity and its employees and dealers with her in the immediate and near fields. She is the reflective woman of the various forms of the organization and its apparent and unclean activities, and she earns the organization her identity and awareness.
Philosophy, values, and attitudes. Management, its texture, processes, and tangible and intangible results. It is one of the core competencies and the climate that sees the embrace of the organization’s acumen, its genius, its genius, its superiority and its distinction. In a space that gives birth to crowds of options, strategies, mixing, organizational structures, leadership style, and governance.
Its transparency, and success. He considers it, continuous improvement, completion, adaptation and integration, and I am a methodist. Its transformation and bribery in vivid learning gives the organization its mobility. Flexibility and ability to deal with danger and Shaidi in the language of leader Halim Karazmi, pragmatic thinking and behavior, and it creates teamwork spirit and teamwork spirit skill of commitment and commitment in the process of the first, a contribution to building a Shiite moral evening directed behavior of workers towards the continuous performance of quality. Al-Afna, tear her the task and she is a container with the title of the secrets of the organization.
The organization, its intelligence, genius, superiority, and distinction, and in the space in which it gives birth to options. His destinations, plans. The organization’s concerns, leadership style, governance, transparency, success, and bugging, continuous improvement of operations and their adaptation, integration and integration, transformation and upgrading of them, they are living systems that give the organization the character of mobility, flexibility and ability to deal with risk and challenge in the language of the charismatic leader Karimazi northern thinking Act. It creates teamwork spirit and teamwork spirit, reinforcing the will and commitment, calling for loyalty, contributing to building the ethical and legal climate that directs the behavior of workers towards distinguished performance, quality, punch, death, location, value, and in a container that contains the secrets of the organization and what is announced about the results of its actions. Cultural principles of work, its traditions and rituals. Its symbols, and rituals until the organizations became matched with the power of the endowment and its ability to invest its cultural assets to glorify God, the performance of the administrative, organizational, financial, economic, creative, innovative, knowledge and social transparency of the organization, and the role of the culture of the organization manifested itself in mixing different cultures, their characteristics and dimensions under a broken sky in the culture, It means adopting the philosophy of diversity, integration, adaptation and focus in managing the culture of the organization, which leads to achieving success and distinguished and achieved realization. With the increasing developments taking place in the local and international business environment, response in new ways has become obligatory Z organizations, and has become an effort to play Awn more decisive and important role in the workplace with increasing. The diversity, diversity, and multiplicity of cultures, which made the position before the departments of organizations Billy Amoiles so easy that he was not very canning. In the case of al-Sabit, the study puzzled the monered a)
The problem of study Diversity or security of age elements in its cultures is one of the most important variables that must be taken into consideration when dealing with human resources. The task of mixing the various cultural elements in a single melting pot and achieving harmony with it. One of the most difficult tasks that arise in front of those emirates in light of the steady growth of the business body, especially in light of the impact of globalization conditions and the latter is still a topic that liquefies a lot of age as its impact extended to all organizations. Globalization has stimulated and continues to bring about profound and square changes to the business environment, which have placed additional burdens on organizations and their management, and which we must adapt to these variables to ensure that they are sustainable. Among these factors, the healing factor plays a growing role that affects the organization and its members, and in particular the decision-makers in it. In other words, culturally, including the latter whose modeling process is still under formation, diabetes, theoretical examination, and the applied practical test in the light of the aforementioned, we can point out a problem through the main circulation, which is counter to the following.
Bulgaria scores high on this dimension (score of 70) which means that people accept a hierarchical order in which everybody has a place and which needs no further justification. Hierarchy in an organization is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat.
At 80 China sits in the higher rankings of PDI – i.e. a society that believes that inequalities amongst people are acceptable. The subordinate-superior relationship tends to be polarized and there is no defense against power abuse by superiors. Individuals are influenced by formal authority and sanctions and are in general optimistic about people’s capacity for leadership and initiative. People should not have aspirations beyond their rank.
Bulgaria, with a score of 30 is considered a collectivistic society. This is manifest in a close long-term commitment to the member ‘group’, be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount, and over-rides most other societal rules and regulations. The society fosters strong relationships where everyone takes responsibility for fellow members of their group. In collectivist societies offence leads to shame and loss of face, employer/employee relationships are perceived in moral terms (like a family link), hiring and promotion decisions take account of the employee’s in-group, management is the management of groups.
At a score of 20 China is a highly collectivist culture where people act in the interests of the group and not necessarily of themselves. In-group considerations affect hiring and promotions with closer in-groups (such as family) are getting preferential treatment. Employee commitment to the organization (but not necessarily to the people in the organization) is low. Whereas relationships with colleagues are cooperative for in-groups they are cold or even hostile to out-groups. Personal relationships prevail over task and company
Bulgaria scores 40 on this dimension and is thus considered a relatively Feminine society. In Feminine countries the focus is on “working in order to live”, managers strive for consensus, people value equality, solidarity and quality in their working lives. Conflicts are resolved by compromise and negotiation. Incentives such as free time and flexibility are favoured. Focus is on well-being, status is not shown.
At 66 China is a Masculine society –success oriented and driven. The need to ensure success can be exemplified by the fact that many Chinese will sacrifice family and leisure priorities to work. Service people (such as hairdressers) will provide services until very late at night. Leisure time is not so important. The migrated farmer workers will leave their families behind in faraway places in order to obtain better work and pay in the cities. Another example is that Chinese students care very much about their exam scores and ranking as this is the main criteria to achieve success or not.
Bulgaria scores 85 on this dimension and thus has a very high preference for avoiding uncertainty. Countries exhibiting high Uncertainty Avoidance maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. In these cultures there is an emotional need for rules (even if the rules never seem to work) time is money, people have an inner urge to be busy and work hard, precision and punctuality are the norm, innovation may be resisted, security is an important element in individual motivation.
At 30 China has a low score on Uncertainty Avoidance. Truth may be relative though in the immediate social circles there is concern for Truth with a capital T and rules (but not necessarily laws) abound. None the less, adherence to laws and rules may be flexible to suit the actual situation and pragmatism is a fact of life. The Chinese are comfortable with ambiguity; the Chinese language is full of ambiguous meanings that can be difficult for Western people to follow. Chinese are adaptable and entrepreneurial. At the time of writing the majority (70% -80%) of Chinese businesses tend to be small to medium sized and family owned.
China scores 87 in this dimension, which means that it is a very pragmatic culture. In societies with a pragmatic orientation, people believe that truth depends very much on situation, context and time. They show an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance in achieving results.
With a score of 69, Bulgaria has a Pragmatic culture. In societies with a pragmatic orientation, people believe that truth depends very much on situation, context and time. They show an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance in achieving results.
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