Hofstede’s Value Dimensions
According to World Speaking, after examining the actions between civilizations, Professor Geert Hofstede created the cultural dimensions theory. He constructed the model based on four primary cultural elements: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, and long-term/short-term orientation. Each of these dimensions holds a different cultural value that is common around the world. Hofstede ranked Indonesia on the first four of these dimensions. Comparing Indonesia with the United States demonstrates two large differences, a similarity, and a small disparity. (Geert Hofstede and Cultural-Dimensions Theory)
Power Distance
The degree to which people consent to and presume the inequalities amongst each other in the nation refers to the cultural value dimension of power distance. With a score of 78, Indonesia has a high power distance. Society relies on the chain of command; they recognize the disparity of privileges amid authority and low ranks. Leaders command and assign and are unapproachable, demanding, and esteemed. With concentrated command, the managers rely on compliance and the personnel anticipate direction and assignment. The score of power distance in the United States is fairly low at just 40 on this scale. A great inconsistency between the countries is apparent; because the US does not adhere to power at the degree which Indonesia does, this may be a problem area for the team. In the US, superiority is present but available, unlike Indonesia, and also count on personnel for proficiency. (What about Indonesia?)
Uncertainty Avoidance
How a civilization handles uncertainty and the unknown future and the magnitude to which they sense endan...
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...suits or skirts and blouse for women” while also respecting the Muslim culture by avoiding tight-fitting and skin-revealing apparel (Business Culture in Indonesia). The climate requires lightweight clothing to endure the high temperature and moisture of Indonesia. The ordinary dress is suitable for typical business sessions while a more relaxed and casual attire is appropriate for later gatherings. (Business Culture in Indonesia)
Everyday Living
Works Cited
Business Culture in Indonesia. n.d. CDA Media. Web. 22 April 2014. .
Geert Hofstede and Cultural-Dimensions Theory. 2011. A Berlitz Company. Web. 22 April 2014. .
What about Indonesia? n.d. itim International. Web. 22 April 2014. .
According to Hofstede’s cultural dimensions, Mexico has high scores of Power Distance, Uncertainty Avoidance, and Masculinity. We can tell from the scores that Mexico is a hierarchical society that people tend to work and live in orders, which means that there are levels among people and they try to fit into their own positions; people try to avoid unknowns and unwilling to take risks; and gap of values between men and women does exist in Mexico, competition, achievement, and success are emphasized in this society so people want to be the best instead of liking what they do. With low scores of Individualism and Long-term Orientation, Mexico is considered a collectivistic society with a normative culture. It emphasizes loyalty and strong relationships
Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Second Edition, Thousand Oaks CA: Sage Publications, 2001
Both Louis Althusser and Kenneth Paul Tan suggest that ideology might mislead people to a state of false consciousness. The former explain that this phenomenon is unconscious, whereas the latter suggest that it is imposed on the people. Althusser’s argument is that this state of false consciousness can be termed as the imaginary. We are born and stuck in this imaginary as an ‘always already subject’ (Ferretter, 2006) of what we want and desire. This happens even before we are born so that we can be ‘appointed as a subject in and by the specific familial ideological configuration in which it is expected’ (Brewster, 2001). On the other hand, Tan would disagree with Althusser’s theory that ‘we misrepresent the world in ideology because we want
Here we will compare two radically different cultures occupying completely opposite sides of the world, the Philippines and the United States of America. This will be a comparative essay in which we compare and the two countries. Merriam-Webster defines culture as “the integrated pattern of human knowledge, belief, and behavior that depends upon the capacity for learning and transmitting knowledge to succeeding generations; the customary beliefs, social forms, and material traits of a racial, religious, or social group; the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.” Throughout this essay, we will show links between two unique cultures.
He explains that cultural values begin with one’s ancestors and never disappear, even after “economic and social and demographic conditions” change (175). One of the numerous cultural values that transfer to each generation is the Power Distance Index (PDI), a term coined by psychologist Geert Hofstede (204). Countries with a high PDI, such as Colombia and South Korea, show enormous respect towards superiors, and Gladwell indicates the implications of this cultural legacy in the field of aviation (209). During emergency situations, a first officer from a culture with a high PDI is likely to speak unnecessarily respectfully to the Air Traffic Controllers (ATC), which erroneously conveys a tone of nonchalance (194). Gladwell describes tragic cases where miscommunication between the ATC, pilot, and first officer resulted in a plane crash. However, Gladwell emphasizes that pilots from a culture with a high PDI can still succeed in aviation if they are willing to confront their cultural legacy and adapt—which is exactly what Korean Air triumphantly did (220). Korean Air’s triumph over its initial disadvantage emphasizes that even though cultural legacies are unavoidable, they can be overcome and can eventually lead to
Hofstede has identified five different cultural dimensions. These dimensions include power-distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance and lastly long term orientation. According to Hofstede, power distance is the first dimension which translates to how all individuals in a society aren't equal and there is a decent amount of inequality when it comes to the division of power. The second dimension involves the theme of individualism which translates to the degree of interdependence as well as how we identify ourselves in terms of "I" or "We". Additionally, Hofstede states that in individualist societies we tend to look only after ourselves and our blood family, however, in collectivistic societies individuals identify themselves as part of groups and take care of each other in exchange for loyalty. The third dimension would be masculinity/ femininity. A high score would translate to a masculine culture which demonstrates a culture driven by competition, achievement and success. On the other hand, a low score which demonstrates a feminine culture shows that the dominant traits involves caring for others and quality of life. The fourth dimension involves uncertainty avoidance which translates to how a society deals with not knowing how the future is going to turn out. This amount of vagueness brings about anxiety and different cultures deal with this issue differently. The fifth and final cultural dimension according to Hofstede is long term orientat...
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.
First, in Power Distance the USA scored 40 in comparison to Saudi Arabia's score of 95. Second, in Individualism, the USA ranked at 91 while Saudi Arabia is at 25. Third, the Masculinity rating for the USA is 62, and similarly in Saudi Arabia the rating is 60. Fourth, the Uncertainty Avoidance for USA is 46, while Saudi Arabia scored much higher in this category at 80. Regarding the fifth dimension of Long-Term Orientation, USA scored 26 with Saudi Arabia at 36. Lastly, in the sixth and final category of Indulgence, USA has a score of 68 in comparison to Saudi Arabia at 52. These scores translate into specific inferences for each country's cultural characteristics. 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. Both countries have nearly identical scores in the dimension of Masculinity. This exhibits the driving cultural forces of competition and achievement with success held in high regard over other values. With Uncertainty Avoidance, the countries are once again polarized. With the USA's relatively low score, the culture exhibits acceptance for new ideas with an emphasis on innovation and toleration. On the opposite end of
The power distance in Singapore is 74 where in Canada it is 39, power distance shows the equality of people in society or culture and the distribution of power (Hofstede Centre, 2016). In Singapore, the distribution of power is not equal everyone is not treated same but in Canada the power is mostly distributed equally. Another metrics in the model is individualism vs collectivism, from the graph above we can see the Singapore is more in collectivism whereas Canada is more in individualism (Hofstede Centre, 2016). Uncertainty avoidance affects a human behavior or a culture in large hugely. In uncertainty avoidance Singapore’s score is 8. In Singapore people abide too many rules not because they have need for structure but because of high Power distance (Hofstede Centre, 2016).
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
The first national culture dimension to be identified is the measurement of power distance. This can be defined as the degree of inequality among people built upon what the population of that country accepts as normal. In countries with high power distance like China, individuals are more likely to accept differences in authority or inequality. Management are inclined to be dictatorial, making autocratic and paternalistic decisions, with their subordinates remaining faithful and obedient to them at all times. Often these societies or institutions possess business structures that are typified by close control over all operations. Organisation structures tend to be tall hierarchies with numerous levels within a formal setting. One of the reasons that can be identified for the acceptance of this type of authority in China is derived from thousands of years of political centralisation, which tends to result in a tradition of obedience.
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 part four of Clifford Geertz “Interpretation of cultures,” he begins by explaining Ideology within culture. He states the ideology is not as realistic as it should be. Ideology is a system of ideals that have produced fields in the political and social realm. Geertz says that ideologies have become so far removed from reality because the sciences only look at specific aspects of problems. Ideology is then broken into “strain” theory and “interest” theory. The interest theory is the belief that “ideas are weapons” highlighting people who use ideas to get to the top, at least this was my interpretation of it. “Strain” theory where individuals seek solace from social anxiety in the form of embracing a certain ideology. Geertz point was to not look at ideology as a weapon or a tool that helps individuals suffering from social anxiety based on societal expectations that they don’t meet, but instead look at ideology itself. Look at what ideologies speak on about the society, and look at it’s meaning. In the next chapter Geertz discusses nationalism. Today nationalism
India is one of the countries that this report will cover. Power distance is rather high in India this is evident when observing the rather extreme levels of inequality amongst individuals. It is also apparent in the work place, managers expect their team members to be obedient. Employees also count on being clearly directed when it comes to their tasks and what is expected out of them. Top down communication is employed and negative feedback rarely moves up the ladder. In this society there is no need for justification of an individuals position in the social hierarchy. (Cultural tools, n.d.)
Hofstede, G. (2001). Culture’s Consequences : Comparing Values, Behaviours, Institutions & Organizations across Nations (2nd ed.). USA, Sage.