GROUP 10 – GROUP ASSIGNMENT

05/04/2023
MEMBERS:
1. Nguyễn Võ Thảo Nhi
2. Phan Minh Châu
3. Nguyễn Thị Bình An
4. Nguyễn Thị Minh Trâm
EXERCISE:

Control in management: is a crucial goal-oriented function in a business that ensures that

operations are carried out per the set standards, and if not, taking the necessary steps so that
the results are in line with the expectations.

1. Kluckhohn and Strodtbeck’s value-orientation approachHarmony: manager should

monitor personal perfomance , solve the conflicts among staff as soons as possible
to avoid long term conflicts
Hierachy: manager prefer personal control of superior, have multi level management ,
when correcting error of people who work for many years give respectful advice to them
Collectivism: deviation from standard and expectations is decouraged through group-
oriented pressure , when correcting mistakes give advice toward group , advoid aim to
individual

Individualism : advoid losing fear of self respect discourages deviance form standard ,
encouraging them to motivate , reward them if worthy , encourage positive competition
among staff
Being : managers should focus on effectiveness and adaptability of employee ,
management systems tends to be less systematic: create comfortable environment,
focus on improving connection among staff: team building , coffee chat
Doing : always monitor the staff perfomance carefully , make sure them understand the
rule and task, elicitate the creativity and motivation among employee
Thinking : trust and respect their performance because they thinked carefully before
making any decisions, have balance management between being and doing : give clear
advice based on respectful and goodwill way

Past : take the past employee achievement in the past as a goal for them to develop,
give clear advice based on past mistake to advoid conmiting in the future , force all
employee pay respect to people who work for long time , practice employee gratitude
Present : make sure short plan go smooth , give reality outcome to have ability to
success in future
Future : organize training course for less experienced staff to make sure they have
enough skill to accomplish future task underestimate mistakes of partners ,create
opportunities for them to correct their mistakes and develop themselves. Working with
other companies , pay more attention to realistic potential they can achieve in next plan
 Private : respect for personal ownership, prefer private meeting, build strong security
systems to prevent strangers / hackers can approach to system
Public: public meeting are valued , social proximity is taken for granted, create an open
space for everyone can contact with people they want ;they can learn experience from
people they like , this can lead to active environment and motivation to develop

Mixed : pay respect to everyone’s personality. If they want private space create safe
space for them .
Good : prefer direct communication: face to face , meeting to build connection ;
encourage participation among staff , list some achievements / motivation that
company/ individuals achieved
Evil : pay respect to their private space , avoid being scrutiny, build trust with them
through realistic examples , taking to them

2. Hall’s study on intercultural communication

a. Context
- Low-context culture:
● Using social comparison information to control and modify one’s self-
presentation and expressive behavior
● A manager from a low context culture may feel they need to explain
everything and, in doing so, the high context person receiving the
feedback may feel they are being overly criticised or even victimised by
their manager.
● Be as transparent, clear, specific as possible;
● Explain why you are calling or writing;
● Be open and share exactly your thinking or idea upfront;
● Recap/summarize the points at the end;
● Send a confirmation email with the details clearly itemized afterward
● Don’t hesitate to ask clarifying questions if the intent is not clear or the
message sounds confusing
- High-context culture:
● A high context manager providing feedback to a low context employee is
likely to come across as vague, and to be giving meaningless feedback,
since the low context employee may be expecting to receive detailed
feedback and not have to resort to filling in gaps themselves.
● When working with someone from a high context culture, don’t rely on
making literal sense of words, also try to interpret what’s behind the
message. To do this, listen carefully, observe their body language, reflect
on their intent.
● Asking open ended question instead of yes/no question to get the
underlying message.
● Allow space between a question and its answer
b. Space:
 - In the United States, people usually assume a social distance of roughly
4–7', but in many parts of Europe, the expected social distance is roughly
half that with the result that Americans travelling overseas often
experience the urgent need to back away from a conversation partner
who seems to be getting too close.
- Keep appropriate distance with coworkers and employees
c. Time:
- Monochronic
+ A Manager should assign a task with hard deadline for employees
-> let the manager know everything is on track
+ Make a time attendance system/app for employees
+ develop an action plan for how your team are going to
proceed
+ Introduce incentives: keep a list of everyone who has been
there on time for a week and on Friday one of them gets a
free bottle of wine or box of chocolates.
+ when have important meeting/projects, organize a week in
advance
+ The focus is on the task, getting the job done
- Polychronic
+ encourage workers to jump across their typical job functions and
contribute to supporting their peers.
+ foster trust and friendship with business partner to make it easier
and less stressful to strike business deals.
+ being on time (adhering to deadline) not as crucial
+ changing plans is easy because they are less in the grip of
schedules
d.
3. Hofstede’s Cultural Dimensions: Managers’ Behaviors:
a. Power distance:
- High power distance:
+ Employees: are unwilling to participate in decisions and are
content with their managers making decisions and giving them
instructions, which they follow passively.
+ Managers have unlimited power and control over subordinates ⇒
The managers make all decisions to ensure the organization is
going on the right path. Managers tend to micromanage and even
minor decisions go to the top.
- Low power distance:
+ Employees take part in the controlling management process, the
will give ideas and opinions. As a result, there is a more extensive
distribution of decision-making responsibility throughout the
entire organization.
b. Uncertainty avoidance:
 - High uncertainty avoidance:
+ Managers will micromanage and control the tasks and operation
of the company so that they would keep track of the progress as
well as lower the risk of being out of control.
+ Managers focus on risk management.
- Low uncertainty avoidance:
+ Managers will keep track of the progress through vertical
management.
+ Managers will not micromanage or make decisions, they let the
employees do this.
c. Individualism/Collectivism:
- Collectivism: Collectivist cultures focus on the good of the team and the
company over those of the individual. In such a setting, everyone’s
looking out for each other’s best interests ⇒ Teammates will control the
progress of team in overall and make change in need.
- Individualism: Work done out of one’s own self-interest is expected and
encouraged because leaders believe that autonomy and personal
incentives are what individuals need to be happy and driven in the
organization.Work done out of one’s own self-interest is expected and
encouraged
d. Masculinity/Feminity:
- Feminity: Managers are employees like others, Possessing both male and
female characteristics, Holding fairly modest career ambition
- Masculinity: Managers are seen as cultural heroes, Successful managers
primarily exhibit male characteristics, action-oriented, driving hard and
not permitting there to be more than one way to do things or look at
things
e. Long-term/Short-term orientation:
- Long-term orientation:
+ Organizing more training space and workshops for the employees
to enhance their capacity.
+ Focus on market position
+ Invest in life-long learning and networks
+ Ready to take corrective and preventive action in the present
even if it may lead to parsimonies in consumption in present.
- Short-term orientation:
+ Focus on the “bottom line”
+ Focus on the instant advantage
+ Focus on employees’ happiness (free time, breaks,...)
f. Indulgence/Restraint:

4. Trompenaars’ Cultural Dimensions

a. Relationships with people:
- Universalism / Particularism
 Universalism: Everyone is treated the same and follows the same rules. Do not
attach too much importance to the relationship, but give the best to the control
process. for example: you are a manager you will be serious about managing,
not because there is a pre-existing relationship to not solve the problem fairly.
The task is most important.
Particularism: People are treated differently and have different rules, limit the
rules for management because employees see it as a lack of trust in each other.
Management and control rules can be reasonably added later between
management and employees when they have a better relationship, the task is
less important
- Individualism / Communitarianism
+ Individualism: Because they are separate from their employees,
managers control, empower decision-making, assign tasks, and assign
clear personal accountability for their performance when working
independently.
+ Communitarianism: Control involves more collectives, which will take
longer because they have a greater burden of control. Therefore,
managers usually use more informal checks on performance
- Neutral / Emotional
+ Neutral: If you are a "neutral manager", you should show your feelings
more => otherwise, you will be said to be unfriendly and difficult to
approach employees.
+ Emotional: If you are an emotional manager, you need to try to be calm
and control your emotions, not to be too hot-tempered, or to show
excessive emotions. to achieve better control effect.

- Specific / Diffuse
Specific:
● Manager should communicate frankly and directly => determine what the
goal is to achieve
● separate work and personal life, not to interfere with each other
● Use only titles that are relevant to department

Diffuse:
● Manager should build trust and relationship with their employees
● Protect reputation of the manager in the eyes of their employees
● Working with these people is very time consuming, because it takes time
for people to enter the shared space.

- Achievement / Ascription
+ Achievement: You must be a high-achieving manager, it will be easier to
manage employees because they love achievements
 + Ascription: You must be an experienced manager, older people will be
easier to manage because they love achievements
b. Attitudes to time => Time
● Past : pay respect to tradition of organization while working with partners , learn
about the tradition of company to avoid embarrassment, unexpected mistakes.
Take the success that has been achieved as a motivation to accomplish better in
next task . Pay respect to people who work in organization for long time
● Present: while working within organization, making short term plan . Working
with partners, point out expected outcomes that can be achieved in short term to
build a trust in partners
● Future : organize training course for less experienced staff to make sure they
have enough skill to accomplish future task underestimate mistakes of
partners ,create opportunities for them to correct their mistakes and develop
themselves. Working with other companies , pay more attention to realistic
potential they can achieve in next plan

c. Attitudes to the environment => Environment

+ Inner-directed:
● Work independently in a closed room
● Develop employees in the company, have many training sessions =>
internal development
+ Outer-directed:
● Environmental context can be adjusted for mutual benefit
● study environmental changes => change strategy
● the company is customer-oriented => external development