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Conflict Resolution. In conflict resolution, individuals from a collectivist culture tend to value group harmony. Therefore, when conflict arises they may not deal with it directly, as an attempt to keep everyone in line and on the same page. Individualists do not value group harmony; it is common to believe that one only has to work with these people, not like them. Individualists may deal with the conflict only long enough to patch up things to finish their business together. Or they may have a long drawn out conflict resolution meeting to get to the bottom of things. Management Employee Relations. Collectivists are high context individuals. Collectivist employees may be unable to express unpopular ideas without the risk of sanctions. Consensus is preferred (one feel pressure to go along with the group), loyalty to company is expected—performance is secondary to group orientation. The employee/employer relationship is defined in moral terms, the relationship prevails over tasks and management is management of groups. Individualists are low context. Employees from an individualistic culture openly express unpopular opinions. Individual decision making is preferred over consensus decision making. Loyalty to the company is not expected; pay for performance is expected. Management techniques and training packages have almost exclusively been developed based on honest and direct feedback about specific behaviors. Open vs. Closed Systems of Communication. In an open system (individualistic culture) free communication between all employees is common and encouraged.
Approximate Word count = 902
Approximate Pages = 3.6
(250 words per page double spaced)
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