Posts

Showing posts with the label mexico

The Discovery of the Chactun Mayan City

A major Mayan city by the name of Chactun was discovered in Yacatan Mexico. Filled with Mayan architecture and artifacts the cities complex exists on 54 acres. Through thick vegetation and 10 days of chopping at jungle foliage the researchers finally made their way to the large city that contained somewhere around 40,000 people during the Late Mayan Classical Period (600AD to 900AD). Using aerial photos and then following up on the ancient paths used by loggers and rubber makers the scientists were able to make their way into the jungle. The area was previously unmapped and generally untouched by human hands except for a few small time workers in the area. There was no evidence from other Mayan artifacts that this large city existed. As of present, the writings and all of the structures have not been identified.   However, the researchers did find alters, temples, ball courts, palaces, and storage facilities. According to Sprajc, “ We realized, with big surprise, that the

Mexican Power Distance Relationships and Communication Styles

The passage of the North American Free Trade Agreement (NAFTA) along with more recent immigration of Mexican Americans has led to newer understandings of the power-distance dynamics of communication embedded in the South American culture. As new business partnerships emerge that lead to the furthering of relationships in Mexico, American managers will need to understand how communication and culture influences the organization processes. Furthermore, strong managers should have a global perspective to more effectively manage diverse cultures. Mexico is seen as having a high power distance culture. They ranked with a score of 81 points that puts them fifth among 50 countries within the study (Hofstede’s, 2001). The greater this high-power distance the more uncomfortable employees feel when talking to managers, executives and others within positions of authority. Such employees would feel a natural anxiety when trying to connect with their supervisors and managers. Imagine f