Ulusal Kültürün İletişim, Liderlik, Performans Ve Motivasyona Etkisi Ve Yönetim Modellerinin Kültürler Arası Uygulanabilirliği

Küreselleşme ile birlikte artan etkileşim, toplumlar, kurumlar, ülkeler ve bireylerin benzerlik ve farklılıklarının daha fazla tartışılmasını beraberinde getirmiştir. Tüm bu unsurlar arasında artan etkileşime ilave olarak, uluslararası kurumların daha etkili hale gelmesi ile birlikte, yönetim prensipleri, modelleri ve teknolojinin farklı ülkelerde yer alan kurumlar arasında transferi yaygın bir uygulamaya dönüşmüştür. Bu tarz transferlerin kurumların yaşadıkları sorunlara çözüm olabileceği ve artan karmaşa ve rekabet ortamında kurumlara katkı sağlayacağı düşünülmüştür. Bu çevresel koşullar altında, sosyal ve ticari etkileşim ve yönetim modellerinin transferi sırasında daha başarılı olmak adına diğer toplumların ve ülkelerin kültürünü anlamaya yönelik kültürlerarası araştırmaların sayısında artış görülmüştür. Bu makalede, bu geniş literatürün incelemesi yapılmıştır. Bu literatür esas alınarak ulusal kültür ve iş yaşamı ile ilgili Hofstede tarafından ortaya konan kültürel boyutlar bağlamında kültürel değerlerin benzeşmesi ve farklılaşması tartışılarak bu yöndeki araştırmalara katkı sunmak amaçlanmaktadır. Farklı ülkelerdeki kurumların yapısında ve günlük uygulamalarında belli bir oranda benzeşme olsa da bu kurumlarda çalışan bireylerin düşünme tarzları, davranışları, inançları ve kültürel değerleri noktasında çok az benzerlik bulunduğu anlaşılmaktadır. Bu varsayımdan hareketle, bu makalede, farklı ulusal kültür özelliklerinin iletişim tercihleri, liderlik tarzları, motivasyon ve performans yönetim sistemlerine yansımalarına bakılmaktadır. Bu makale, kurumların farklı ülke kaynaklı bir yönetim modeli ve prensibini kendi kurumuna uyarlarken ulusal kültür farklılıklarını dikkate alması gerektiğine işaret etmektedir.

Anahtar Kelimeler:

Ulusal Kültür, , Hofstede’nin Kültürel Boyutları, , İletişim, , Liderlik, , Motivasyon, , Performans Yönetimi

The Effect of National Culture on Communication, Leadership, Performance, Motivation and the Adaptability of Management Models across Cultures

The emergence of globalization has brought us into closer contact with one another which inevitably forefronts the issue of similarities and differences between societies, organizations, nations, and individuals. With the increased interaction of the societies, organizations, individuals and the increasing dominance of multinational organizations in this new era, the transfer of management principles, technology, and business systems between the organizations has become a common practice in the attempt to find new ways to deal with their problems and to survive in the increasingly turbulent and competitive environment. In such an environment, especially, cross-cultural research of organizations increased in volume in terms of understanding to the culture of other societies and nations for the success of social and business interaction and transferability of management models and principles. By reviewing the literature on this issue, this article aims to contribute to this line of research by discussing the convergence or divergence of national cultures and related work values based on the cultural dimensions stated by Hofstede. This article suggests that although a degree of convergence occurs in the structure and ordinary practices of organizations, there is little convergence in the thinking, behavior, beliefs, and values of people in organizations. Based on this assumption, this article looks at the reflections of different national cultural characteristics on communication preferences, leadership styles, motivation and performance management systems. This article shows that all organizations need to take into account differences in the national cultural features before adapting a management model or principle originated in another country.

Keywords:

National Culture, , Hofstede’s Cultural Dimensions, , Communication, , Leadership, , Motivation, , Performance Management,

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