【跨文化交流-外教】14 Power Distance.ppt
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1、Power Distance,Building Block#7,Why study power distance?,“One of the most important and frequently troublesome work-related cultural differences involves the phenomenon know as power distance.”Its significance extends well beyond the workplace,because I focuses on the attitude of a society toward i
2、nequality-how society deals with different people(Storti,Figuring Foreigners Out,1999),What is Power Distance?,Power distance refers to the degree to which members of a culture idealize the distinguishing of social power among the members,the extent to which the less powerful members of institutions
3、 and organizations within a community expect and accept that power is distributed unequally“,Power Distance Characteristics,EqualityIndependence(Impersonal)TruthNegotiationDiscussion,Respect/AuthorityDependence(Personal)WisdomDecreeLecture,High Power Distance,These cultures accept that inequalities
4、in power and status are natural or existential(just part of our existence)People just accept that some among them will have more power and influence than others(like some people all taller than others)Those with power tend to emphasize it and hold it close(do not give their power over to others),Hig
5、h Power Distance(cont.),Power is rarely delegated or sharedThose with power try to distinguish themselves as much as possible from those who do not have powerThose with power are also expected to accept the responsibilities that go with power,specifically looking after those beneath themSubordinates
6、 are not expected to take initiative and are closely supervised,Low Power Distance,See inequalities in power and status as man-made and artificialIt is not natural,though it may be convenient,that some people have power over othersThose with power tend to deemphasize their power(give it away,or try
7、to act lower than their position),Low Power Distance(cont.),Those with power tend to minimize the differences between themselves and subordinatesPower is often shared and responsibilities are delegated as much as possibleSubordinates are rewarded for taking initiative and do not like close supervisi
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