Nama : HASH

Nim :4174218137938

1. Jelaskan perbedaan national culture, organization culture & corporate culture, berikan
contoh.
Our national culture relates to our deeply held values regarding, for example, good vs. evil,
normal vs. abnormal, safe vs. dangerous, and rational vs. irrational. National cultural values are
learned early, held deeply and change slowly over the course of generations.

Organizational culture, on the other hand, is comprised of broad guidelines which are rooted in
organizational practices learned on the job. Experts, including Dr. Hofstede, agree that changing
organizational culture is difficult and takes time. What is often overlooked or at least
underestimated when two or more companies merge/integrate is how the underlying personal
values of employees impact how they perceive the corporate culture change efforts. A person
can learn to adapt to processes and priorities, and a person can be persuaded to follow the
exemplar behaviors of leaders in an organization. But if these priorities and leadership traits go
against the deeply held national cultural values of employees, corporate values (processes and
practices) will be undermined. What is appropriate in one national setting is wholly offensive in
another. What is rational in one national setting is wholly irrational in another. And, corporate
culture never trumps national culture.

2. Please describe about power distance & uncertainty of avoidance

Power distance is a term that describes how people belonging to a specific culture view power
relationships - superior/subordinate relationships - between people, including the degree that
people not in power accept that power is spread unequally.

Individuals in cultures demonstrating a high power distance are very deferential to figures of
authority and generally accept an unequal distribution of power, while individuals in cultures
demonstrating a low power distance readily question authority and expect to participate in
decisions that affect them.

Power distance is one of the dimensions of Geert Hofstede's cultural dimensions theory. The
other dimensions include individualism, masculinity, uncertainty avoidance index, and long-term
orientation.

Uncertainty avoidance is a state wherein outcomes and conditions are unknown or

unpredictable. Some people are more comfortable with uncertainty than others, and the degree
to which individuals participate in certain behaviors to stay in comfortable situations is called
uncertainty avoidance. Uncertainty avoidance is one of the five cultural dimensions presented
by Geert Hofstede in his 1980 book on the subject, Culture's Consequences.
 Along with Hofstede's conceptualization of uncertainty avoidance, he developed an index, the
Uncertainty Avoidance Index. This index measures levels of uncertainty avoidance so that
countries could be compared to one another. A low score on the uncertainty avoidance index
indicates that the people in the country are more comfortable with ambiguity, more
entrepreneurial, more likely to take risks, and less dependent on structure rules. Countries with
high uncertainty avoidance scores desire more stability, more structured rules and social norms,
and are less comfortable taking risks.

3. Berikan analisis anda tentang bisnis culture jepang

Bisnis culture di jepang lebih kearah kekeluargaan, jadi kalau mau berbisnis dengn orang jepang,
nilai kesopanan sangat penting sekali.

4. Sebutkan & jelaskan 6 CLT

 Charismatic/value bassed
Lebih menggunakan kekuatan 1 orang yang memiliki charisma yang bisa mengendalikan
orang lain
 Team oriented
Menggunakan kesepakatan team untuk menyelesaikan masalah
 Self-Potective
Memproativkan diri sendiri untuk bisa mengusulkan sesuatu
 Participative
Lebih menitikberatkan pada partisipasi dari kelompok organisasi
 Human Orientation
Lebih mengutamakan kepentingan kelompok dari pada individu sendiri
 Autonomous
Tiap orang bebas dalam berpendapat dan akan disarig kembali dalam briefing