The organizational cultural dimensions, and the Bulgarian business mentality

Thèmes abordés

Organizational cultural dimensions, Bulgarian business mentality, Bulgaria, Bulgarian companies, Bulgarian market

Résumé du document

Globalization and open markets have enabled the interconnection of worlds. These phenomena have simultaneously accelerated the transformation of modes of thought and consumption. But in this time of economic crisis and increased competition, the need to adapt and diversify its teams is imposed on those who want to stick closer to market needs and stand out. In this context, cultural diversity, social, sexual or religious are an exceptional source of enrichment. The mix is a guarantee of creativity, innovation, tolerance, intelligence and adaptability.

Extraits

[...] It's transmitted socially from generation to generation and not by genetic inheritance, and largely determines individual behavior. The Interculturalism is the set of relationships and interactions between different cultures, generated by meetings or confrontations. It's based on dialogue, mutual respect and the desire to preserve the cultural identity of each. In this presentation, we will view in the first part, the place of culture in an organization, and then in a second part, we will see how the Bulgarian culture influences the organization of its businesses I. The cultural dimension of an organization A. [...]

[...] The company's strategic decisions are made by putting forward the interests and objectives of the parent company. The standards of the country are taken as reference in the development of the company's development strategy. The design and development of products or services of the company ethnocentric meet 7 standardization requirements. This model of organization puts forward the parent who has a permanant control over its subsidiaries with limited autonomy. In organizations that have adopted this model, managers of the parent company are often expatriates to ensure local control. [...]

[...] This is among other 3 common values (ethics, friendliness, environmental friendliness, sense of commitment . rituals, dress codes and language, working methods, or the highlights related to the company. Taking the example of Auchan, the employees are actually very steeped in the culture of the brand, whether by their dress, the rite of the handshake between employees, or the history of its founder Gérard Mulliez. An Auchan store b. Issues Corporate culture is critical to enable the organization to differentiate. [...]

[...] The environment plays an important role in a company's codes, which will have to adapt according to the culture of foreign countries for grow internationally. So we will now focus on the Bulgarian culture to see how it impacts the organization of its businesses. II. The mentality of the Bulgarian Business A. Bulgarian Culture When speaking countries of Eastern Europe, there usually includes the former countries of the Soviet empire. The USSR has allocated to each country specific functions: Bulgaria focused on computing, where very proud of Bulgarians have been a "smart" part of the empire. [...]

[...] The five dimensions of Geert Hofstede Geert Hofstede is a Dutch social psychologist and anthropologist who has studied the interactions between cultures. His theory on the cultural dimensions is based on the idea that 5 the value can be placed on six cultural dimensions. He then proposed a scheme using a scale of 1-120. Hofstede stresses that cultural dimensions are only a framework for evaluating a given culture and thus better guide decision. There are other factors to consider, such as personality, family history and personal wealth. [...]