Response to Chapter 9_Ben

The chapter of this week combined the idea of power distance and uncertainty avoidance which relate to the principle of the Chapter 9, the different culture, sense of value of organizations. French organizations have full bureaucracy and standardization of work process which belong to low uncertainty avoidance and high power distance, on the other hand, Chinese organization have simple structure and direct supervision which also is high power distance, but belong to high uncertainty avoidance. French and Chinese would have their own structure in associations even if they belong to high power distance. Chinese tend to put all power to one person who control and operate the whole enterprise, German organization would have professional bureaucracy that is the characteristics of German community, they work for efficiency. That is the reason why their cultural features would affect their whole community, the power distance and uncertainty avoidance are the part of their culture, it explains why local enterprise got to find various method to communicate and cooperate with foreign companies.

For instance, all organizations have their own sense of value, for example, United States - American organization tend to focus on this year's profit rather than continuity of business, on the contrary, India which is a good example of Asian culture, Indian organization tend to focus on continuity of business rather than this year's profit, you would know that American and Indian have their own sense of value, the short-term reward and long-term development and stability. Due to the difference of culture, customs and social background, people tend to adopt their own idea in their organization which occurs in small community even if the national government.