When operating across borders or within the US workforce an understanding of national cultural differences is vital. These cultural differences are interconnected to how cultures vary rendering to their value sets, standards, philosophies and assumptions. Geert Hofstede’s famous frameworks produced a major cross-cultural study in national subsidiaries of IBM Corporation (Porter, Bigley & Steers, 2003). He carried out a research based on questionnaires from IBM employees capturing from sixty-six countries. Hofstede’s research categorized almost every country in terms of which cultural tendencies they have. These cultural tendencies have different frameworks. Geert Hofstede, (1993) detailed six dimensions used of National Culture.
Power Distance (PDI)
Power distance defines the way in which power is spread and the extent to which the less powerful admit that power is circulated unequally. Structured establishments refer to the fact that people are more equal across all levels in the establishments. Basically, some cultures accept a higher degree of unequally distributed power than other cultures.
Individualism (IDV)
Individualism is the idea that how one acts as an individual and not part of the group. Individualistic cultures are concerned with concern for personal achievement, personal autonomy and freedom. Collectivist cultures identity are focused to the loyalty of the group
Masculinity (MAS)
This indicates to the effect of differentiations in male and female principles on the culture of the organization. Masculinity and Femininity signify the degree to which one sees his or herself as a man or woman in society. Companies where male staffs dominate their female counterparts will follow different policies as compa...
... middle of paper ...
...nited States.
These countries are free of modern management, operate with small organizations and are family owned based on personal relationships and Confucius principles’. Chinese have a weak uncertainty avoidance and collectivism. A dominant family member makes the decision on the product or market to enter. Chinese children are sometimes sent to business schools abroad and return to function within the family business. However, the Chinese business practices are not changed with his or her new business education.
For this short essay comparing and understanding the impact of Hofstede’s dimensions of natural cultural is important since these values can be highly motivating team members’ interactions. These natural cultures are a substantial tool for approaching cultures and important in understanding of the behavior dynamics evident in multicultural teams.
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
A culture’s tendency to be individualistic or collectivistic can be found at the root of
A study comparing Hofstede’s dimensions of culture (Wall, Minocha & Rees, 2011) and Trompenaars dimensions shows the different levels of culture, which includes Individualism versus Col...
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 dimensions of culture came as a result of a research conducted by Greet Hofstede. The study investigated how culture in a workplace can be influenced by values of the people. In his view, culture is defined as the collective programming of the human brain that helps in distinguishing a group from another one. Moreover, the programming of the human mind influences the patterns, values and perspectives that define a certain community or nation. Hofstede developed a model of the national culture that is made of six dimensions. In addition to that, the cultural dimensions demonstrate the personal preferences on affairs that can be easily distinguished from that of individuals from another nation. Using the model, it is easy to identify systematic differences between the selected nations in terms of values (Hofstede). This paper discusses the cultural dimensions to compare the United States of America and China. The dimensions include Power Distance, Masculinity versus Femininity, Uncertainty Avoidance Index, and Individualism versus collectivism, Indulgence versus Restraint and long-term orientation versus short term normative orientation.
In the diverse world in which we live, each country has its own identity and culture. In fact, a culture has its own languages, traditions, customs and social particularities. We can therefore assume that the relationships between individuals change from culture to culture because of cultural distinctions such as impressionism and individualism. Indeed, in a collectivist culture, individuals see themselves as a part of a group, while in an individualist culture individuals are independents from the community. Therefore explaining the differences between a collectivist and an individualist culture with the examples of the United States and the Ivory Coast can help any sociology class student to understand how
It represents the distribution of emotional roles between the genders. Masculine cultures are valued as competitiveness, assertiveness, materialism, ambition and power. In contrast, femininity cultures are inclined to relationships and quality of life. Masculinity culture is more obvious in larger organization as the management is more decisive and aggressive, thus, it shows a relatively lower share of working women in professional jobs. In femininity organization, the employees work in order to live and prefer leisure time than money. The resolution of conflict in masculinity is letting the strongest win but in femininity, the employees solve conflict in a harmonious way by compromising and
The Hofstede model of national culture differences, based on research carried out in the early seventies, is the first major study to receive worldwide attention. This influential model of cultural traits identifies five dimensions of culture that help to explain how and why people from various cultures behave as they do. According to Hofstede (1997) culture is Ù[ collective programming of the mind? This referring to a set of assumptions, beliefs, values and practices that a group of people has condoned as a result of the history of their engagements with one another and their environment over time. In this study, culture refers to a set of core values and behavioural patterns people have due to socialisation to a certain culture. The author̼ theoretical framework will be applied to compare differing management practices in China and the West. The five measurements of culture identified by the author are:
According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation.
In today’s globalized world, multicultural teams accomplish a significant proportion of organizational work. Multicultural teams are formed because they improve organizational effectiveness in the global business environment. As such, multicultural teams offer huge potential to organizations. The most critical and practical challenge multicultural teams face is managing conflicts across members’ national cultural boundaries. Other cultural challenges in multicultural teams include dealing with coordination and control issues, maintaining communication richness, and developing and maintaining team cohesiveness. For multicultural teams to be effective, members must learn to address the challenges that arise from team members’ differing nationalities and cultural backgrounds.
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.
There are many differences among cultures in the modern world. Certain cultures hold high regard for specific values and distaste for other values. This difference in values can effect international business positively.
Masculinity and femininity are two terms, which have been interpreted differently throughout history. Both the males and the females have responsibilities and duties but these duties differ based on one’s gender. Gender has played a prodigious role in the economy, politics, and the society. Everyone starts making interpretations of the strengths and weaknesses based on one’s gender. These interpretations are not always based on his or her ability but is usually based on his or her gender. Males tend to be judged as extremely strong and unfashionable in terms of appearance. Whereas, females are judged as expensive and very fashionable. Males and females both differ in their abilities and their enjoyments. Fashion, entertainment, and strength are three topics, which are used to define masculinity and femininity in the 21st century.