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5 dimensions of culture differences
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THEORETICAL MODELS HOFSTEDE’S DIMENSIONS OF CULTURE Greet Hofstede Cultural Dimensions was developed based on collecting the data drew from IBM and its subsidiaries which covered more than 70 countries during 1967 and 1973. Hofstede's Framework discusses the dimensions of national culture as a result of the findings of a survey involving 116,000 employees working in IBM selected from 40 countries around the world. The study was conducted in the year 1970 to find out the variations seen among the employees and managers (Stephen P. Robbins, James, 2003). The dimensions are useful to illustrate the different values and beliefs hide in different nations. However, the different values and beliefs lead to different behavior towards people’s daily life as well as their workplace. Power Distance Power distance refers to the degree of people expect or can accept the distribution of power unequally in the society or organization. The power distance is distributed un equally in the firms and organizations. Power distance measures this degree to which people are separated or accept power in a firm. A high power distance means domination of the senior management and the employees have to bear or obey the orders of the senior management. This type is characterized by dominant culture. In a low power culture, there will be more stress on opportunity and equality (Stephen P. Robbins, James, 2003). First world nations have low power distance and perceive everyone as equal. People in the country with lower power distance urge to seek for justification towards equalities of power. In United States, a First world nation, equal employment opportunity is stressed and followed to a great extent. Third world nations have high power distance and th... ... middle of paper ... ... 1 Country Clusters According to GLOBE Cluster Countries Cluster Countries Latin American Ecuador, El Salvador, Columbia, Bolivia, Brazil, Guatemala, Argentina, Costa Rica, Venezuela, Mexico African Zimbabwe, Namibia, Zambia, Nigeria, South Africa (Black sample) Nordic Denmark, Finland, Sweden Eastern European Greece, Hungary, Albania, Slovenia, Poland, Russia, Georgia, Kazakhstan Anglo Canada, U.S.A. Australia, Ireland, England, South Africa (white sample), New Zealand Middle Eastern Turkey, Kuwait, Egypt, Morocco, Qatar Germanic Austria, The Netherlands, Switzerland (German speaking), Germany Confucian Singapore, Hong Kong, Taiwan, China, South Korea, Japan Latin European Israel, Italy, Switzerland (French speaking), Spain, Portugal, France Southeast Asian Philippines, Indonesia, Malaysia, Egypt, Thailand, Iran Source: (Hoppe, 2007) adapted from House et al., 2004
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
Culture – Culture is defined as the common language that is shared and is what makes diverse individuals able to communicate with each other. Due to the different origins that America has grown upon, the study of culture is highly important. Just as the lecture notes for week 1b says, culture is what hold people together, and what allows them to figure and fight out how the world should be. Without all the different cultures, America would not be diversely rich as it is today. Gary Columbo, Robert Cullen, and Bonnie Lisle the authors of “Thinking Critically, Challenging Cultural Myths” on page three, do an amazing job at explaining culture as holding people together by sharing customs, ideas, beliefs and values. American culture was shown
Torelli, Carlos J., and Shavitt, Sharon. "Culture And Concepts Of Power." Journal Of Personality And Social Psychology 99.4 (2010): 703-723. PsycARTICLES. Web. 30 Oct. 2013.
Power distance focuses on how a society deals with the fact that people are unequal in physical and intellectual capabilities. Low power distance cultures were found in societies that tried to play down such inequalities as much as possible.
Culture consists of the beliefs, behaviors, objects, and other characteristics common to the members of a group or society. Through culture, people and groups define themselves, conform to society 's shared values, and contribute to society. Thus, culture includes many elements of language, customs, values, norms, mores, rules, tools, technologies, products, organizations, and institutions. As elements, values and beliefs determine what is true and just in the society. Example, the American dream is to have a family, be wealthy and work hard. Then come the written rules called the norms. These define how to behave in accordance with the society. Example: The road stops signs, swimming pool “no running” signs and the no smoking area boards which are to be followed. Symbols and language are another indication that help people understand the world. Example: Sports uniforms,
Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Publications.
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.
Cultural Differences in Hofstede’s Six Dimensions According to Professor Geert Hofstede, dimensionalizing a culture requires a complex analysis of a multitude of categories including differing nations, regions, ethnic groups, religions, organizations, and genders. Hofstede defines culture as "the collective programming of the mind distinguishing the members of one group or category of people from another". Throughout his many years of contribution as a social scientist, he has conducted arguably the most comprehensive study of how values in the workplace are influenced by culture, leading to the establishment of the Six Dimensions of National Culture. From this research model, the dimensions of Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long Term Orientation, and Indulgence are defined according to their implication on individual countries, which when comparatively examined provide a broad understanding of cultural diversity as it relates to the workplace. Identification and Definition of the Six Dimensions In initially defining each of Hofstede's dimensions, a foundational understanding of the six categories is established, from which a greater understanding of different cultures can be built off 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.
Some of the business expert also suggested that cross- national differences are diminishing because the advancement of technology, including the day-to day activities of multinational corporations(Flora,Chiang&Birtch,Thomas,2006). This type of view point casts a doubt on how much of influence that national culture of a country wields on the multinational corporations especially in the management practices, and employee attitudes towards reward practices in particular. Geet Hofstede have distinguished national culture with four bi-polar dimensions: masculinity-feminity,individualism-collectivism, uncertainty avoidance, and power distance. Hofstede view that cultural – influence attributes of a nation do exist and these distinctions will provide and organization with further understanding on how work related values and behavior are different between cultures. In the reward- system area, Hofstede give a useful view into how employee needs and reward preferences are likely to be vary in different cultures(Flora,Chiang&Birtch,Thomas,2006). When a culture of a country score high on masculinity-femininity, this suggests there are divisions of roles and values between genders. Its shows that masculinity cultures are emphazing assertiveness, achievement and material success, an interest in acquiring huge sum of money for financial gain and achieving material success are highly desirable. The view is very different in feminine driven culture. In feminine driven culture human relationship are more value. Their culture is center more around concern for others, supporting each other’s and good quality of life. An example are financial and power oriented rewards will be more preferred in Hong Kong, China than in Finland; where relationship -and
r this paper, I chose the country Ireland. Ireland has the highest individualism economic dimension. The first dimension is power distance that deals with individuals in a society are not equal. Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally (Central Intelligence Agency, 2015). Ireland is at the lower ranking of power distance. Ireland citizens believe that inequalities among people should be minimized in a society. Superiors are always accessible and individual employees are reliable on their expertise in the workplace. Information in Irish companies is shared and consulted frequently, but information can be informal.
Hofstede ,G. (1980). Hofstede’s Culture’s Consequences- International Differences in Work Related Values. Cross- Cultural Research & Methodology, 5, 18-21.