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Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
Universalist & particularist
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Universalist & particularist

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Summary of Trompenaars and Hampden-Turner's Univeralist and Particularist cultural dimensions.

Summary of Trompenaars and Hampden-Turner's Univeralist and Particularist cultural dimensions.

Published in: Education, Business, Career
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  • 1. Cultural dimensions based on how we relate to other people Universalist & Particularist
  • 2. Particularists  Interpret rules in context  Context often relationships  Obligations to friends and family
  • 3. Universalists  Rules are rules  Applied everywhere and everytime  Exceptions lead to corruption
  • 4. Points of Contention 1  Universalists may see particularists as  Nepotists  Corrupt  Untrustworthy  Unpredictable  Chaotic
  • 5. Points of Contention 2  Patricularists may see universalists as  Inflexible  Cold  Legalistic  Not team players / disloyal
  • 6. Contracts  Encourage good behaviour  Show lack of trust  Good working relationship  Bad working relationship  Definative  Guideline  Fixed  Contigent on circumstances
  • 7. Trips & Negotiations  Particularists  Need time  Suspicious when hurried  Time invested now is time saved later
  • 8. Head Office & Corporate Policy  Universalists  Centrally controlled policy = global success  Particularists  Local boss over HQ  Relationships are long-lasting and close  Distancing from HQ  Pretence at compliance
  • 9. Reward Systems  Univeralists  Global systems fair, predictable and equitable  Particularists  Global systems can‘t capture the local story  Create local work-arounds to appear to fit centralised system
  • 10. Reconciling Apply = equity & consistancy... Don‘t want rigidity or bureaucracy... Promote flexibility for particular circumstances... Don‘t want chaos or lose direction... Central guildlines local adaptations
  • 11. Dealing with Universalists  Expect ‘rational’ & ‘professional’ approach  Don’t take ‘let’s get down to business’ attitude as an insult  Be prepared to work with a legal team
  • 12. Dealing with Particularists  Expect indirect approach  Small talk is not small talk  Consider the importance of and impact on person relations when using legal tools
  • 13. The End Based on the work of Fons Trompenaars & Charles Hampden-Turner: Riding the Waves of Culture. Bachelorinternationalmanagement.eu Michael Medlock MBA

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