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Effects of culture on business
Effects of culture on business
How do culture and structure impact organizational behavior and the performance of an organization
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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 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 …show more content…
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 …show more content…
The members of this society are portrayed to attempt to cope with anxiety by minimizing uncertainty. People in cultures with high uncertainty avoidance tend to be more emotional as they try to minimize the occurrence of unknown and unusual circumstances by implementing rules and planning. However, in low uncertainty avoidance cultures, individuals accept and feel comfortable in unstructured situations. They are more pragmatic and tolerant of change. In a high uncertainty avoidance society, the employees are restricted under rules and regulations and a structured working environment. However, in low uncertainty avoidance, the employees accept uncertainty and adapt more quickly to abrupt changes. They will be more able to make wise decisions and improve efficiency of
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
Cultural norms and expectations are partially constructed on assumptions of opposition between the sexes and genders. Sex and gender are measured on a binary scale, and culturally accepted behavior and sanctioned activities often reflect the sexual division of labor. The sexual division of labor assigns sex roles based on the differences in biology and anatomy of the two sexes. The sexual division of labor favors masculine over feminine traits. The sex roles created are adopted and reproduced in gender roles that reflect cultural expectations. These cultural expectations and norms reflect a preference for masculinity and legitimize the dominance of men in institutions and
In many cultures, expectations are put upon men and women. From birth, boys are expected to be masculine and girls are expected to be feminine. These expectations follow us into adulthood. Although these expectations vary widely, in the United States, more masculine characteristics are valued (Michaelson & Aaland, 1976). Leadership and assertiveness, and other masculine characteristics are valued in work environments and other areas, while more feminine traits such as excessive expression of emotion can be less valuable. However, a combination of these characteristics, or androgyny, allows people to have important leadership skills, but also have empathy and consideration for others, and the ability to address different situations appropriately. Michaelson and Aaland defined androgyny as a combination of self-assertivity and relatedness, self-assertivity being the more masculine characteristic and relatedness being the more feminine trait. It is a combination of sensitive behaviors and controlled emotions. They described masculinity as agency, or having more emotional control and independence, and femininity as communion, or being sensitive to other people. Androgynous people showed characteristics of both.
Utilizing Hofstede 's cultural dimensions as a point of reference, one can assess their methodology, their choices, and activities focused around a general feeling of how society may think and respond. Hofstede was instrumental in breaking down culture
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...
The Power Distance Dimension refers to the idea that all members in society are not equal. This dimension observes the reaction of individuals within a culture in regards to inequalities within the society. Often, these inequalities are the functions of economic power (or lack of), political status, age, and gender.
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.
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
Men are traditionally seen as being in the "supervisor" position in the home. They are the heads of the household, the breadwinners, and the women are behind the scenes, like the threads that hold everything together. The same can be said about the workplace. Men tend to hold administrative positions, while women usually have the positions that support the administrator. They are the secretaries and assistants that do the work for their male bosses and prepare things for them that later on only the administrator may receive credit for. " ‘Where,' asks the Englishman who is prominent in social welfare, 'are you're men? We see their names on the letter-heads of organizations, but when we go to international conferences, we meet almost entirely women.' 'Our men-oh, they are the chairmen of boards, they determine the financial policy of our agencies, but they leave the practice to women. They are too busy to go to conferences.'" (Mead 304).
Masculinity only exists in coherence with femininity. If a culture does not treat men and women as carrier of polarized character types, at least in principal, is not able to have a conception of masculinity, like it is found in contemporary European/American culture. Attention has to be brought to “historical specificity and historical change,” because it “illustrates the social construction of masculinity, the multiplicity of ways in which masculinities can be enacted or lived and the existence and potential of change” (42). A good basis to start discussing what masculinity and femininity constitute out of, is by investigating what men and women do (or how they behave). If gender is cultural, then men and women are able to step into and inhabit masculinity as well as femininity “as a ‘cultural space’, one with its own sets of behaviors” (43). These behaviors include a number of culturally defined characteristics. Male competiveness, aggression, and emotional inarticulateness are said to have their own place in the economic system and stand for masculinity. Still widely accepted is the view that men and women differ fundamentally and that men as well as women have a distinct set of fixed traits that characterizes one as male or
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:
Sledge, Miles, and Coppage (2008) explain uncertainty avoidance as “the degree of risk aversion” (1670). In a country with high uncertainty avoidance there may be more policies and procedures in place. In a culture with low uncertainty avoidance companies could empower employees to develop new ideas.
What the people additionally see as an outflow of Masculinity in Japan is the drive for greatness and flawlessness in their material creation (monodukuri) and in material services (lodgings and restaurant) and presentation (blessing wrapping and food presentation) in each part of life. Famous Japanese workaholism is another articulation of their Masculinity. It is still hard for ladies to move up the professional bureaucracies in Japan with their Masculine standard of hard and long working
The roles women typically play in the family may not always be consistent with success in the occupational arena. Staying home to care for a sick child may conflict with an important meeting (Broman 1991:511). Sometimes there has to be a change of plans when it comes to the family. Most people believe that family comes first no matter what. Men 's engagement in paid work fulfills prescriptions of hegemonic masculinity by facilitating their ability to gain status in the public sphere. A man can judge his worth by the size of a paycheck (Thebaud 2010:335). Most research shows that women are more likely to be effected by the household and men are more likely to be effected by their job. Some people feel that the goal is to reach higher on the occupational
Rhode, D. (2000). Culture Establishes Gender Roles.Male/female roles: opposing viewpoints (pp. 22-24). San Diego, Calif.: Greenhaven Press