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Cultural differences between india and americas
Indian cultures compared to american cultures
Indian cultures compared to american cultures
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4.2 UNDERSTANDING CULTURAL VALUES Secondly , it is important to understand the difference in cultural values. According to Geert Hofstede, there is no such thing as a universal management method. Management interacts with other dynamics of society including politics, family, religion, beliefs etc. The cultural dimension model of Geert Hofstede describes five dimensions of value perspectives between national cultures: Power Distance, Individualism vs Collectivism, Masculinity vs Femininity, Uncertainty Avoidance, Long term vs short term orientation. For example, Power Distance is the degree of inequality among people which the population of that country considers as normal. Similarly, Uncertainty Avoidance refers to the degree to which people …show more content…
As data by reference to Hofstede,1991 , comparing Western countries with India on the basis of Hofstede model some tentative conclusions can be made. First, Western countries seem to be generally lower (United States of America 40, Canada 39, United Kingdom 35, Germany 35, and France 68) than India (80) in power distance. Second, in terms of individualism, Western countries are generally much higher (United States of America 91, Canada 80, United Kingdom 89, Germany 67, and France 71) than India (20). Third, Western countries seem to have short-term orientation while India is considered to be long-term oriented. USA has higher value than India in masculinity, which indicates that USA is medium masculinity while India is medium femininity. Lastly, India has higher values for uncertainty avoidance than USA, which shows that Indians are relatively risk-avoiding while Americans are relatively risk- …show more content…
Now they serve Tandoori , panner and chettinad toppings which are absolutely new menu for these type of MNC's . They now also serve foods for people who are on fast in India. Kfc all over the word does not serve any vegetarian dish on its menu except India. Also several of its non-vegetarian dishes that were appreciated all over the world were lifted from the menu as people of India are very fussy what is used in their Non-vegetarian dish. Maggi which was launched all over the world asa type of noodles, a complete meal, was launched in india as a snack after understanding the fact that noddles in India cannot be taken as a supper. Swarovski , a Czech Republic based crystal venture , was into selling crystals as a valuable gift item. During the initial stages after launching in India , they realized that gold and silver as largely taken over the market as they are considered as the ideal gift in marriages. Soon they came out with a product in which they introduced crystal studded sarees and later on indialized its crystals on blouses, odhinis and salwaar kameez. MTV India and V channel introduced Indian pop , a kind of fusion music of India into their
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
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.
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.
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...
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
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.
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.)
Basically, Hofstede’s cultural dimension is divided into five dimensions along which national culture could be described: power distance (PDI), individualism-collectivism (IDV), masculinity-femininity (MAS), uncertainty avoidance (UAI) and long-term orientation versus short-term normative orientation (LTO).
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:
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
Tylor has pointed out that "culture is complex whole which includes knowledge, beliefs, art, morals, laws, customs and any other capabilities and habits acquired by man as a member of society". According to this definition, it is easy to know that every nation has different cultural preferences, national tastes and value standards. These factors impact on every part of management in multinat...
Culture refers to the collection of values, customs, and attitudes of a group of people belonging to certain area, country or a place. It shapes individuals’ habits, knowledge, experiences, and their perspectives. It is important to avoid ethnocentricity since it creates a bias in which, one views their own culture to be superior over other cultures. In the age of globalization, such single-minded bias can prove to be costly as it can lead to undermining positive characteristics of other cultures. This in return can create negative relationship with citizens from other cultures as well as their governments.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Hofstede’s framework is a great way to compare Japanese, Indian and US culture. The power distance in Japan is a very close to be a hierarchical society (Hofstede). They are about in the middle of being a power distance. The reason they are in the middle is because they have a slow decision making process and have to go to higher up before it is approved. They also have a score of 54 which is why are in the middle. Now the Indian culture is a very high power distance which is the highest of the three countries we are comparing(Hofstede). The Indian culture is the highest power distance because they have a top down structure in society. All of the workers are directed to what they are supposed to do and are ordered around by people higher than them(Hofstede). The United States are the lowest of the three on