Amaabir

Bonjour tout le monde!

Pour un travail de fin d'études, je dois traduire des articles dont j'aurai besoin pour mon mémoire. Pourrez vous m'aider tout en sachant que j'ai besoin de la traduction le plus vite possible!!! S'IL VOUS PLAIT!!! Vous savez à quel point c'est important le travail de fin d'études universitaires...

Etant donné que l'article est un peu long, je le sépare en plusieurs parties, comme ça, chaque personne veut m'aider peut choisir la partie qu'elle veut me traduire... (une seule personne pour traduire l'ensemble de l'article, c'est ouf! ), mais la traduction doit être pertinente, c'est pour cela que j'ai évité la traduction de google etc. ...

MERCIIIIIIIIIIII BEAUCOUP A TOUTES CES PERSONNES QUI ACCEPTERONT DE M'AIDER!!!

Bien à vous,

--- Partie 1 ---
Abstract
This paper explores, in accordance with Hofstede's indices, the culture dimensions of young PDk» who have had some exposure to business tnanagement. It is shown that this group of Polish respondents score high in Power Distance and Uncertainty Avoidance, average in Individualism, are moderately above average in Masculitiity as compared to Hofetedc's Hermes data-base results. These culture characteristics are discussed from the perspective of their possible impact upon the adaptation of Western managerial concepts in Poland.
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--- Partie 2 ---
Introduction
One of the focal issues in comparative management theory is the impact of culttire on management. Culture, which might be described in terms of a 'collective mental programming' of people who share a similar environment, is often difficult to alter: it changes slowly and only under the pressure of dramatic environmental shifts. In keeping with such a deflnition, it has been observed that business practices vary extensively as a function of culture (Hofstede 1991; Ronen 1986; Ronen and Shenkar 198S), that management is culttue-speciflc (Bartlett and Goshal 1992; Hodgetts and Luthans 1991; Wright 1988), and that managerial techniques must be tailored to flt local conditions (Nasierowski and Coleman 1997; Ricks 1983; Levitt 1983).
With the fall of the 'iron curtain' increasing attention has been paid to direct business-type involvement in Central Europe, Questions of managerial practices, as well as the possibility of implementing Western concepts there have been explored by Shama (1993), Perlaki (1993), Jankowicz and Pettitt (1993), Ivancevich et,al, (1992), Newman (1992), Peaice (1991), Forker (1991), and Vlachoutsicos and Lawrence (1990), Although intellectually stimulating, these works fall upon theoretical speculation rather than a set of empirically grounded conclusions. Some notable exceptions to this pattern include, for example, the publications of Yanouzas and Boukis (1993) and Jago et al, (1993).
This paper reports on an empirical study of the culture dimensions of young Poles who are, or through educational attainment intend to be, managers.
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--- Partie 3 ---
Poland was selected for its size in Central Europe and its favourable economic climate, which has attracted an increasing number of business people over the last eight years.
It is posited that in sketching the culture dimensions of Polish prospective executives (referred to as managers in this paper), this study enables a more formal analysis of the adaptation of Western practices in Poland. Results will assist investors in the selection and development of ^propdate business arrangements, and will be indicative of the possibility of utilizing Western experience there, as well as of the sourees of potential problems.
Results may, additionally, impact on the content of in-company training and induction programmes, the effectiveness of adopting managerial solutions, job organization, and employer expectations of subordinates.
An overview of literature pertaining to ctilttiral characteristics and the impact of culttu« dimensions on organizational solutions in Poland is presented.
The methodology employed in this study is described and justified.
The calculation of Hofstede's indices provides grotmds for an investigation of the potential effect of Polish cultural characteristics on the implementation of specific management practices. Some generalizations about the cultural characteristics of countries in the region are made in the closing
section of the paper.
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--- Partie 4 ---
Overview of the Literature
There is a substantial and well recognized body of literature examining the impact of culture on organizational solutions. Itideed, so much has been written that summary is all but impossible. The principles of organizational behaviour have long been acknowledged, and legions of authors have
attempted to develop both a theory and practice of cross-cultural management.
To quote in this paper the more salient works in the field would merely be redundant.
The conclusion from studies on cross-culture management is that managers must analyze and become familiar with the hidden language of foreign cultures.
Some key starting points include: perceptions of time, space, material possessions, and friendship; patterns of business agreements; religion, language, and tradition; educational levels; urbanization and minority patterns; features of social and business customs; crime rate and corruption levels; attitudes towards foreigners; and social structure. Although sociology and psychology, as fields of research and practice, have been entertained in connmunist countries, they have served mainly 'social-engineering'
purposes, in that they have been subordinate to pditical agendas. Relatively litUe attention has been paid to the impact of national culture detominants on organizational solutions. Even in the rare instances where local enqnrical studies of this sort have been performed, results have frequently been
incommensurable with research in the West.
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--- Partie 5 ---
A number of works (published before political/economic changes began in 1989) have dealt with issues of organizational culture in Poland (Mreta 1974; KoimiAski and Obl6j 1989); motivation and norms in the job environment (Sarapata 1977; Hirszel 1983; Holstein-Beck 1987); organizational structures (Mrela, 1983); determinants, e.g. needs, attitudes, hierarehy of values in the management of various groups of employees (Wawrzyniak 1989); reasons for attitudes of workers (Czamiawski 1982); and other elements of organizational behaviour (Zieleniewski 1979; KoimiAski 1983/198S; Kumal 1981; Kiezun 1980]. In addition, one can quote hundreds of journal papers and researeh projects pointing out the pervasive use of mechanical structures; the strong emphasis on conditions in the work place (i.e. good atmosphere, support from supervisors, security and safety, generous salary); and a lack of concern on the part of workers for highlevel performance.
National culture determinants have also been examined in the Polish Business Administration related literature. Skar^yAska (1991), for instance, observed that family life and health are among the most valued features of Polish society. Hirszel (1983:193-194) and Buchner-Jeziorska (1992: 109-110) reported that while respect for property rights was high, it did not arise from respect for other people. Tarkowska's (1992) study on perception of time found that Poles had short forward time horizons, referring frequently to the past, which resulted in a diminished receptiveness to new ideas. Kostera (1994: 15-16) concluded that there was a very high degree of polarization of opinions and a division, confrontational in nature, into 'We' and 'They': workers against management, operations against designers, and so on. This may reflect an attempt to externalize problems (they are to blame, not us), and is generally considered by researchers to interfere with harmony and cooperation in industrial settings. Mpczyiiski's (1987, 1991) studies on the effectiveness of assertive-responsive management styles was extended to show a preference of Polish managers towards directive styles.
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Amaabir

--- Partie 7 ---
Zieleniewski (1979:539-540) hypothesized that Poles were able to make decisions quickly and often successfully, possessing a high level of ingenuity.
When emotionally reassured, they were capable of great sacrifice.
However, on the whole, Poles tended to be suspicious and unresponsive to ai'guments that did not coincide with their emotional framework. They neglected details, were impatient, and lacked persistence. In addition, Poles preferred positive to negative motivational practices, and were not vulnerable to threats. Zieleniewski's statements were not supported by empirical
studies.
As can be seen from this overview, quite an extensive body of empirical studies on organizational issues has been carried out in Poland. However, most of these studies were infused with 'political' jargon and the path from theory to practice was badly detoured by communist principles. Recent
dynamic changes in Poland have altered hierarchies of values, needs, and norms of the society, and little is known about current preferences and perceptions of Polish citizens. Consequently, in the current choice of organizational solutions, or when methods intended for their transferral or
adaptation to existing conditions are examined, the respective processes renfiain largely intuitive. These problems are exacerbated by the changing attitudes of the population to new economic and social structures. Thus, the reader must be forewarned that these conditions, coupled with the
sparseness of the sample used in this study, render the conclusions reached by this paper explanatory rather than definitely conclusive.
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--- Partie 8 ---
Methodologie:
Because of its wide recognition (as well as to confine the scope of the study) Hofstede's qtiestionnaire was selected as the primary instrument in this study. The double translation approach was used when preparing the Polish version of the questionnaire.
Hofstede's dimensions originally posited four criteria: Power Distance (PDI), Uncertainty Avoidance (UAI), Individualism (IND), and Masculinity (MAS). These dimensions, as pertaining to people outside IBM, have been proven reliable by correlating them with those of other researchers. Some 20 ptqjers have reported researeh results based on Hofetede's ideas (Shane 1992: 302); yet Hofstede (1991: 254-257) wams strongly about pitfalls in using his methodology.
Furthermore, an additional category, that of Long-Term Orientation was proposed by Hofstede in his later works, for perceptirais of its heavy impact upon organizational solutions (Hofstede 1991; (fofstede and Bond 1988): this item, however, has not been investigated in our study.
Hofstede has emphasized that 'it is meaningless to use the questionnaires for one single sample of respondents from one country and to compare the scores against those ... which were based on matched IBM populations' (1991: 255). Furthermore, it is his contention that 'absolute values have
no meaning': results should be examined only within the context of a comparison between countries. In order to comply with these requirements, this study has chosen Canadian respondents as a point of comparison: it should be kept in mind, however, that this paper deals primarily with Poland.
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Furthermore, following Hofstede's (1991: 251-257) suggestions, the study was confined to one specific group of respondents. The questionnaire was distributed to students/graduates in fields related to ECOIKMIUCS and Business Administration, who had some job experience (in many instances a limited one), who were in, or were targeted for, managerial positions, and who were, in general, young. Many of them had lived/worked in large cities.
The sample was not randomly selected from all regions of each country.
Consequently, it must be emphasized that the results are not meant to be conceived of as universally applicable.
The questionnaire of the current study, beyond questions adopted firom Hofstede's Value Survey Module (1982 version) (1982) also included questions about the respondents' perception of time, current job status, education, age, sex, and job experience.
The sample for this study included 316 responses from Poland and 133 firom Canada, with quite unequal distribution in terms of age, sex, and 'type of current job' (i.e. management of an own company / a manager / nonmanagerial position). Samples were matched with the same proportions of
males and females within the country sample, and a similar 'type of current job' and 'age' within the sub-groups of respondents. The matching of samples resulted in the selection of S3 males and 30 females from each country. The similarity of samples was tested with r-tests: ^-values in paired
r-tests are in each case greater than 0.1 indicating that samples are matched regarding 'age' and 'job status'. Thus, one of the crucial criteria to Hofstede's approach — i.e., the matching of samples — is satisfied. The result of these procedures, as well as basic features of the matched samples,
are displayed in Table 1.
It is conceded that the results of the current study cannot be generalized in terms of the population at large, because of the characteristics of the sample.
The number of respondents to the survey is small, although 'for obtaining statistically reliable (stable) scores, groups of respondents should not be smaller than SO, ... 20 could be considered' (Hofstede 1982: 1). Despite these methodological limitations, some preliminary claims might be made about the culture dimensions of Poles, yet, the statements used in this paper (such as 'Polish culture is ...', 'Poles believe...', etc.), should be considered with caution.
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--- Partie 10 ---

The comparison of scores (according to Hofstede's four dimensions) between Poles and Canadian respondents is displayed in Table 2. The scores for Poles were recalculated by adding/subtracting the difference between scores for Canadians obtained in this study, and those reported by Hofstede
(1991).
Whenever possible, items used to calculate scores for Poles and Canadians were compared, both regarding items suggested by Hofstede in his 1991 book and in the Scoring Guide (Hofstede 1982), The following was observed:
- items related to Power Distance and Uncertainty Avoidance all follow the pattern of differences in values as suggested by the formula for calculating respective values. Differences of less/more than 10 percent of respective values were considered to be minor. When the sign of an item is
negative, the values of items for Poles are less than, or similar to, those of Canadians, When the sign is positive, the value for Poles is similar to that of Canadians, This observation supports the assignment of higher values for Poles than for Canadians of the two dimensions;
- for the two items related to the individualist pole (i,e, 'personal time' and 'living in an area desirable to the family'), values for Poles are substantially higher than for Canadians. In the collecUvist pole, 'cooperativeness' is more important to Poles than Canadians, whereas 'physical conditions' are assessed similarly. These results suggest less individualism for Poles as compared to Canadians, However, Hofstede (1991: 52) suggests that for the individualist pole, those who assign higher importance to 'personal time' might also consider 'fteedom' and 'challenge' more inqxirtant, Stich
a pattern does not hold true for our respondents: although Canadians scored higher in terms of 'personal time' than Poles, they scored less in 'freedom' and 'challenge'. This could be a sittiational item, in which Canadians take 'freedom' and 'challenge' for granted, whereas Poles believe that hard work is needed to achieve stich a condition, and hence sacrifices should be tnade
in terms of having less 'personal time';
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pucette2008

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