Distance Between Managers and Employees
Autor: Tim • December 5, 2017 • 1,156 Words (5 Pages) • 656 Views
...
On the whole, it is quite clear that high power distance settings in organizations have much more drawbacks than advantages. The companies with insufficient level of communication and team participation in which employees are anxious, distressed, cannot fulfil themselves and reveal their full potential are not suitable for the modern business environment. Therefore, if you want your company to prosper and succeed now and further, high power distance is definitely not an optimal choice.
---------------------------------------------------------------
References
Khatri, N. (2009). Consequences of power distance orientation in organizations. Vision: The Journal of Business Perspective, 13, 1-9.
Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A., & House R. (2012). Globe: A Twenty Year Journey into the Intriguing World of Culture and Leadership. Journal of World Business 47: 504–518.
Herbig, P., & Dunphy, S. (1998). Culture and innovation. Cross Cultural Management: An International Journal, 5, 13-21.
Kirkman, B., Lowe, K., & Gibson, C. (2006). A Quarter Century of Culture’s Consequences: A Review of Empirical Research Incorporating Hofstede’s Cultural Values Framework. Journal of International Business Studies 37: 285–320.
Robert, C., Probst, T., Martocchio, J., Drasgow, F., & Lawler, J. (2000). Empowerment and Continuous Improvement in the United States, Mexico, Poland, and India: Predicting Fit on the Basis of the Dimensions of Power Distance and Individualism. Journal of Applied Psychology 85: 643–658.
Cheung, G.W., & Chow, I.H.S. (1999). Subcultures in Greater China: A Comparison of Managerial Values in the People’s Republic of China, Hong Kong, and Taiwan. Asia Pacific Journal of Management, 16, 3, 369–387.
Hui, M.K., Au, K., & Fock, H. (2004). Empowerment Effects Across Cultures. Journal of International Business Studies, 35, 1, 46–60.
Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40, 1453-1476.
...