Razlike med moškim in ženskim stilom vodenja v različnih kulturah

delo diplomskega projekta

Tinkara Hren (Avtor), Zlatko Nedelko (Mentor)

Povzetek

Ljudje živimo v času nenehnih sprememb, ki rušijo stereotipe o ženskem in moškem spolu. Še pred nekaj desetletji so vodilne položaje zavzemali v veliki večini le moški, saj so bili dolgo časa definirani s pojmi, kot so moč in ugled. Danes je v podjetjih na najvišjem mestu hierarhije mogoče opaziti tudi ženske, ki so po mnenju mnogih avtorjev zaradi različnih osebnostnih značilnosti in delovnih izkušenj razvile drugačen, lasten stil vodenja, v primerjavi z moškim stilom vodenja. Čeprav se na prvi poglej ne zdi tako, ima pri vodenju zelo pomembno vlogo tudi kultura. Njeno nepoznavanje pa je razlog, da imajo tuja podjetja pogosto napačen pristop, saj veliko norm, ki jih ena kultura sprejema za primerne, v drugi državi niso primerne. Kadar želimo predstaviti vedenje ljudi v poslovnem svetu, je torej potrebno upoštevati tudi kulturo. Cilj diplomskega dela je bil predstaviti, kakšne so razlike med moškim in ženskim stilom vodenja in kako na to vpliva kultura, v kateri podjetje deluje in posluje. Naš namen je bil izbrati tri različne kulture, jih med sabo primerjati in predstaviti razlike med spoloma na vodilnih položajih v slovenski, japonski in švedski kulturi. V začetku diplomske naloge smo preučevali stile vodenja in ugotavljali, katere so ključne značilnosti uspešnega vodje. Iskali smo lastnosti, ki jih pripisujemo moškemu stilu vodenja, in lastnosti, ki pripisujemo ženskemu ter predstavili ovire, s katerimi se srečujejo ženske na svoji poti pri ustvarjanju kariere. V nadaljevanju smo pojasnili pomen kulture pri vodenju, osredotočili pa smo se na tri izbrane kulture: slovensko, japonsko in švedsko. Predstavili smo kultura v omenjenih državah, kako poteka vodenje podjetij in kako dojemajo ženske na višjih položajih. Zbrali smo lastnosti moških in ženskih vodij ter prikazali razlike med njimi. Ob koncu diplomskega projekta smo prišli do ugotovitev, da razlike v vodenju med obema spoloma obstajajo. Tako moški kot tudi ženske si izberejo svoj način vodenja zaposlenih, vendar na vodilnih položajih še vedno prevladujejo moški in njihov stil vodenja. Kulture, ki smo jih preučevali, se med sabo pomembno razlikujejo, vsaka kultura pa je edinstvena. V diplomskem delu smo ugotovili, da se največje razlike opazijo pri dojemanju moških in ženskih vodij. Medtem ko Slovenija in Švedska zagovarjata enakost med spoloma, je Japonska še vedno precej tradicionalna na tem področju. Razumeti moramo, da nekaj, kar je za našo kulturo povsem običajno in vsakdanje, ima lahko za drugo kulturo čisto drug pomen. Ravno zato je pomembno, v primeru poslovanja z drugo državo, da te kulturne razlike tudi dovolj dobro poznamo.

Ključne besede

management;vodenje;stili vodenja;razlike med spoloma;kulturne razlike;Slovenija;Japonska;Švedska;

Podatki

Jezik:	Slovenski jezik
Leto izida:	2019
Tipologija:	2.11 - Diplomsko delo
Organizacija:	UM EPF - Ekonomsko-poslovna fakulteta
Založnik:	[T. Hren]
UDK:	005-055.1/.2
COBISS:	13503004
Št. ogledov:	919
Št. prenosov:	208
Ocena:	0 (0 glasov)
Metapodatki:

Ostali podatki

Sekundarni jezik:	Angleški jezik
Sekundarni naslov:	ǂThe ǂdifference between male and female management style in different cultures
Sekundarni povzetek:	We live in a world of constant changes that breaks stereotypes about women and men. Only a few decades ago, only men held leadership positions. For a long time they were defined by terms such as power and reputation. Nowadays, we can also see women at the highest place of the hierarchy, who, according to many authors, have developed different, own leadership style due to different personal characteristics and work experience. Although it may not seem so at first, culture plays a very important role in leadership. Her unfamiliarity is the reason why foreign companies take the wrong approach. Many norms that one specific culture understands as appropriate, another country doesn't. Therefore, when presenting the behavior of people in the business world, culture must also be considered. The aim of the diploma thesis was to present the differences between the male and female management style and how it is influenced by the culture in which the company operates. Our purpose was to select three different cultures, compare them with each other and present the differences between the two genders in leadership positions. At the beginning of the thesis we studied leadership styles and identified the key characteristics of a successful leader. We looked for the traits we attribute to men and the traits we attribute to women's management style and present the obstacles women face in their career path. We explained the importance of culture in leadership, we focused on three selected cultures: Slovenian, Japanese and Swedish. We wanted to present the culture in these countries, how companies are managed and how women in leadership roles are perceived. We collected the characteristics of male and female leaders and showed the differences between them. At the end of the graduation project we came to the conclusion that there are differences in leadership between the two genders. Both men and women choose their own way of managing and managing employees, but men and their leadership style continue to dominate leadership positions. The cultures we studied are different from each other, and each culture is unique. In the diploma work we found that the greatest differences are observed in the perception of male and female leaders. While Slovenia and Sweden advocate for gender equality, Japan is still traditional in this area. We need to understand that something that is normal for our culture can have a whole different meaning for another culture. That is why it is important to know cultural differences well enough while doing business with another country.
Sekundarne ključne besede:	management;management style;male and female management style;culture;Slovenia;Japan;Sweden;
Vrsta dela (COBISS):	Delo diplomskega projekta/projektno delo
Komentar na gradivo:	Univ. v Mariboru, Ekonomsko-poslovna fak.
Strani:	II, 31 str.
ID:	11202350