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Motivatinal theory and cultural differences
Write a summary of Geert Hofstede's Cultural Dimension
Hofstede's cultural dimension essay introduction
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Geert Hofstede’s research in this area has been largely accepted as the standard for understanding culture within nations for study in many different disciplines including sociology and management research, among others. His studies because of their vastness in scale, gathering data from more than ”60,000 respondents in seventy different countries,” makes his research extremely reliable and foundational to research in this area (Hofstede, 1984, 1991, 2001).”
Based on his research, Hofstede prescribed five dimensions for understanding international differences and similarities of culture, taking into account many macro and micro-level factors affecting culture, like ”demographic, goegraphic, economic and political aspects of society (Kale and Barnes, 1992).” The five dimentstions described by Hofstede are: Individual-collectivism, Uncertainty avoidance, Power distance, Feminitiy-masculinity, and Long-term orientation.
• Individualism-collectivism is used to describe relationships found within each culture that either only concern themselves with their own individual concerns versus cultures that produce a collective culture where loyalty resides within a particular group within the culture.
• Uncertainty avoidance describes cultural behavior which depends on a set of rules to determine or guide cultural behavior. Within this group, individuals within this culture feel ”threatened by uncertainty and ambiguity and try to avoid these situations (Hofstede, 1991: 113).”
• Power distance defines the influence of power dynamics within a culture or family that shows the ”consequences of power inequality and authority relations in a society (Soares, Farhangmehr, & Shoham, 2007).”
• Masculinity-feminity defines countries as either femin...
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...els have been criticized by many, including Hofstede. Hofstede questioned the applicability of Trompenaa’rs work considering its focus on managerial behavior based on organizational relationship models in the U.S., saying, ”A serious shortcoming of Tromenaar’s data bank which no professional analysis can correct is its evident lack of content validity,” while other critics of Trompenaar’s research say his research is faulty due to ”cultural biases and base assumptions (Minko, 2011) (St. Claire-Ostwald, 2007) (Agents2Change, 2012).” Even with these shortcomings, businesses continue to use these models for insight into cultural differences and how they affect management culture and behavior.
There are several websites that incorporate Trompenaars’ seven dimensions model for asses-sing culture, including HR culture, business culture, and business coaching tools.
Uncertainty in organizations is a key element to be dealt with in the areas of technology, rules and rituals (Hofstede, 1980). The notion of uncertainty is frequently connected to the perception of environment as the ‘environment is taken to include everything not under direct control of the organization as a source of uncertainty for which the organization tries to compensate’ (Hofstede, 1980: 155). The organization deals with uncertainty in the way in which uncertainties are observed inside the business. According to Torrington, uncertainty avoidance is the degree to which the future is always unknown (1994). Some cultures socialize their participants to accept this idea and take risks. Whereas members of other cultures have been socialized to be made worried or threatened by this and therefore, search for reparation through the ‘security of law, religion or technology’. (Torrington, 1994:
Collectivism is any philosophic, political, religious, economic, or social outlook that emphasizes the interdependence of every human. Collectivism is a basic cultural element that exists as the reverse of individualism in human nature (in the same way high context culture exists as the reverse of low cont...
A culture’s tendency to be individualistic or collectivistic can be found at the root of
Geert Hofstede performed the most lauded research on The Dimensions of Culture theory. His findings and the model that he created were outlined in his 1980 book “Cultures Consequences.” The work was met with both acclaim and disregard from fellow academics. Hofstede’s work is generally quoted and cited without any hesitation even today and his model is still widely used the main guideline for dealing with human resources from a cultural perspective.
Geert Hofstede, Gert Jan Hofstede and Michael Minkov, Cultures and Organizations: Software of the Mind. Revised and Expanded 3rd Edition. McGraw-Hill 2010.
Comparing the cultural dimensions of the United States with Guatemala’s the two biggest contrasting dimensions are power distance and uncertainty avoidance. The other dimension that has some kind of lesser comparison contrasting is individualism. Guatemalan’s score high when it pertains to power distance, which means that their individual’s societies are not equal as compared to the United States. Guatemala score high depicts a society that believes that iniquities amongst people are simple the way of life. The score addresses the cultural power by groups or individuals at a given time mandating the way of life. The power dimension reflects on their low score in individualism, which is explained by power related basis of groups or individuals.
(1994). Beyond Individualism/Collectivism: New Cultural Dimensions of Values. In U.Kim, H.C. Triandis, C. Kagitcibasi, S. Choi & G. Yoon (Eds.). Individualism and Collectivism: Theory, Method, and Applications. Thousand Oaks, CA: Sage, pp. 112-115.
Triandis, H., & Wasti, S. (2008). Culture. In D. Stone, & E. Stone-Romeo, The influence of culture on human resource management processes and practices (pp. 1-24). Psychology Press
Cultures are infinitely complex. Culture, as Spradley (1979) defines it, is "the acquired knowledge that people use to interpret experiences and generate social behavior" (p. 5). Spradley's emphasizes that culture involves the use of knowledge. While some aspects of culture can be neatly arranged into categories and quantified with numbers and statistics, much of culture is encoded in schema, or ways of thinking (Levinson & Ember, 1996, p. 418). In order to accurately understand a culture, one must apply the correct schema and make inferences which parallel those made my natives. Spradley suggests that culture is not merely a cognitive map of beliefs and behaviors that can be objectively charted; rather, it is a set of map-making skills through which cultural behaviors, customs, language, and artifacts must be plotted (p. 7). This definition of culture offers insight into ...
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
Saudi Arabia scores high relative to the USA in regards to Power Distance, highlighting their country's emphasis on hierarchical order in which individual subordination is accepted and unchallenged. This is very different from the American ideals of equal rights in all societal aspects. For Individualism, the rank is reversed with the USA scoring much higher than Saudi Arabia. Individualism is popular in our culture, with independence highly valued and members tend to be responsible only for themselves and their direct family. Saudi Arabia is considered a collectivist society where loyalty and long-term relationships are held in high regard with collective responsibility for group members.
The first dimension, power distance index (PDI), refers to the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally. In a society, an individual exhibiting a high degree of power distance accept hierarchies where everyone has a place without the need for justification. Societies with low power distance however, seek the equal distribution of power. In organization
According to Sledge, Miles, and Coppage (2008) power distance is “the degree to which control and influence are distributed unequally in society” (p. 1670). In a country with a high power distance employees would not feel comfortable voicing their opinions or disagreeing with their managers. Empowering employees would not work well because employees would be scared to take actions on their own. Employees would feel more comfortable with structure and strict procedures. In countries with low power distance managers could benefit from empowering employees. Employees are free to voice their opinions and develop and express new ideas or plans. Empowerment would motivate employees more in a country with low power distance.
In the end, what we learn from this article is very realistic and logical. Furthermore, it is supported with real-life examples. Culture is ordinary, each individual has it, and it is both individual and common. It’s a result of both traditional values and an individual effort. Therefore, trying to fit it into certain sharp-edged models would be wrong.
Individualism is the degree of interdependence a society maintains among its members (cia.gov). Individualism deals with individual’s self image in the forms of “I” Or “we”. When people in this dimension belong to group in exchange for loyal this is called collectivist societies. Ireland scored high when it came to individualism culture with a score of 70. Irish employees are expected to show initiative and self reliance when it comes to the industry. Ireland has an exchanged-based industry, for one to advance or be hired into an industry one must have evidence of their skill level.