Managing Cultural Diversity Name Here Course Here Date Here Professor's Name Running head: MANAGING CULTURAL DIVERSITY 1 MANAGING CULTURAL DIVERSITY 7 Managing Cultural Diversity Cultural diversity refers to the aspect of varied cultures and the ability to acknowledge and value the differences there is among people. Cultural differences may be in form of sexuality, one’s gender, originality societal position socially and sexual alignment. Cultural diversity is occasionally used to describe human civilizations or ethnicities living in a given geographical place or in the globe. Cultural diversity entails all the parameters that form a person including religious conviction and character. Understanding cultural diversity has been increasingly important in the business arena since it escalates the chances of success no matter the locality. Business leaders need to understand the culture of the prospective partners to ensure that they do not commit obvious mistakes that may harm the meetings. This paper highlights Hofstede’s dimensions in relation to cultural diversity, recommendations and conclusions with regard to the meeting with the Hong Kong partners (Barnes, Leonidou, Siu & Leonidou, 2015). Hofstede’s Dimensions Geert Hofstede established a cultural dimensions concept that serves as a basis for intercultural communication. The concept pinpoints the impacts of humanity’s culture on the morals of its individuals and how they link with character based on a system obtained from factor analysis. Geert came up with his concept following factor analysis to evaluate the outcomes of a global review of workers values (Beugelsdijk, Maseland & Hoorn, 2015). The work has been improved since its inception although the work was initially composed of four dimensions through which ethnic norms would be evaluated: uncertainty avoidance; power distance, masculinity and individualism. Later Hofstede added indulgence against restraint and dimension. It is important, therefore, to understand how the Hofstede’s dimensions apply in Hong Kong to ensure cultural competence during the planned partners meeting. Power distance index is on the average since Hong Kong has been known as a relatively unequal place where wealth and power are greatly in asymmetry. It should never worry anyone after realizing that most of the Hong Kong residents do not value equality. The people are used to the imbalance situation an act that makes most of the Hong Kong Chinese to be great respecters of hierarchy. Hong Kong demonstrates a very minimal individualism score since most of the natives believe in a collective approach. Most business ventures will be approached by several people as opposed to an individual. The Hong Kong people mostly work in groups which are characterized by faithfulness. Every member in the group is accountable for the other an act that ensures that the groups are sustainable (Hofstede, 2015). Hong Kong exhibits minimal uncertainty avoidance meaning that t ...

1. Managing Cultural Diversity
Name Here
Course Here
Date Here
Professor's Name
Running head: MANAGING CULTURAL DIVERSITY
1
MANAGING CULTURAL DIVERSITY
7
Managing Cultural Diversity
Cultural diversity refers to the aspect of varied cultures and the
ability to acknowledge and value the differences there is among
people. Cultural differences may be in form of sexuality, one’s
gender, originality societal position socially and sexual
alignment. Cultural diversity is occasionally used to describe
human civilizations or ethnicities living in a given geographical
place or in the globe. Cultural diversity entails all the
parameters that form a person including religious conviction
and character. Understanding cultural diversity has been
increasingly important in the business arena since it escalates
the chances of success no matter the locality. Business leaders
need to understand the culture of the prospective partners to
ensure that they do not commit obvious mistakes that may harm
the meetings. This paper highlights Hofstede’s dimensions in

2. relation to cultural diversity, recommendations and conclusions
with regard to the meeting with the Hong Kong partners
(Barnes, Leonidou, Siu & Leonidou, 2015).
Hofstede’s Dimensions
Geert Hofstede established a cultural dimensions concept that
serves as a basis for intercultural communication. The concept
pinpoints the impacts of humanity’s culture on the morals of its
individuals and how they link with character based on a system
obtained from factor analysis. Geert came up with his concept
following factor analysis to evaluate the outcomes of a global
review of workers values (Beugelsdijk, Maseland & Hoorn,
2015). The work has been improved since its inception
although the work was initially composed of four dimensions
through which ethnic norms would be evaluated: uncertainty
avoidance; power distance, masculinity and individualism. Later
Hofstede added indulgence against restraint and dimension. It is
important, therefore, to understand how the Hofstede’s
dimensions apply in Hong Kong to ensure cultural competence
during the planned partners meeting.
Power distance index is on the average since Hong Kong has
been known as a relatively unequal place where wealth and
power are greatly in asymmetry. It should never worry anyone
after realizing that most of the Hong Kong residents do not
value equality. The people are used to the imbalance situation
an act that makes most of the Hong Kong Chinese to be great
respecters of hierarchy. Hong Kong demonstrates a very
minimal individualism score since most of the natives believe in
a collective approach. Most business ventures will be
approached by several people as opposed to an individual. The
Hong Kong people mostly work in groups which are
characterized by faithfulness. Every member in the group is
accountable for the other an act that ensures that the groups are
sustainable (Hofstede, 2015).
Hong Kong exhibits minimal uncertainty avoidance meaning
that the culture withstands new opinions and different cultures.
A person willing to visit Hong Kong needs to know that the

3. destination is tolerant and multicultural. In masculinity versus
femininity Hong Kong demonstrates a high motivation to
succeed. Women are slowly catching up with the men although
at a slower pace. The city has a high long-term orientation score
an act that makes it respect its culture that believes in light
handshakes, the concept of face, respect to hierarchy and
seniority, exchanging business cards alongside respect to titles.
Hong Kong scores well on indulgence versus restraint since the
culture seeks to achieve happiness through the different
ventures the natives execute (Beugelsdijk, Maseland & Hoorn,
2015).
Recommendations
Considering the Hong Kong culture several recommendations
are necessary for they can be very helpful during the planned
partner’s meeting. Culturally competent business leaders have
been proved to be more successful than those counterparts who
do not value cultural diversity. The following are important
recommendations that need to be put into consideration to
ensure that the meeting is more successful. Since the Chinese
believe in the face concept it is important to view it as a mark
of an individual’s self-respect among the other people. The face
according to the Hong Kong Chinese is not supposed be lost,
impaired, raised or even given (Rallapalli & Montgomery,
2015). During the meeting one must bear in mind how
important the face is and that firms and individuals seek to
safeguard theirs. During the meeting, it is necessary to give the
partners face through genuinely praising and acknowledging
their deeds. Honoring people in Hong Kong is really beneficial
for it boosts their face and confidence. In an effort to protect
the partner’s face it open criticism is not advisable just like any
abusive language. In Hong Kong it is always recommendable to
handle most of the issues privately. For business success one
needs to be committed to protect the face of all the probable
partners (Hofstede, 2015).
It is very crucial for one to respect seniority and hierarchical
systems during meetings and any other operations in Hong

4. Kong. Failure to observe protocols can cost one a very
important business deal since it shows not only disrespect to the
individuals in the meeting but also to the Hong Kong culture. It
is advisable to be very alert when it comes to seniors in every
aspect. One has to be very cautious with this aspect and ensure
that they do not assume. Introductions are also based on
seniority meaning that the most senior can introduce the others
who have lesser roles. This aspect of Hong Kong is pivotal for
it shows respect and commitment to the partners (Warner,
2014).
Despite the fact that the business culture in Hong Kong is
diverse, one should not assume that it is business as usual.
Taking time to learn from the partners is very essential to
ensure one does not lose the course or indulge in disrespectful
culture. Individuals must always feel free to enquire from
residents on any issues that may be unclear to them. It is
important to dress properly while interacting with the Hong
Kong Chinese. Suits are a common outfit for the business world
or just a good shirt and trouser. Women are advised to embrace
blouses, skirts and good dark footwear. Proper dressing during
meetings is a clear mark of seriousness during meetings
(Warner, 2014). All meetings must be communicated earlier to
allow confirmation and adequate preparation. Prior to the
meeting one has to send a notification and wait for response.
Follow up calls can be made although most of the people in
Hong Kong take business seriously. English is the most used
language in most businesses so before meeting one must
consider the appropriate (Hofstede, 2015).
The handshake is the widely used form of greeting and Hong
Kong residents have a tendency to lower their eyes as a mark of
respect. This gesture is not routinely observed although one
needs to avoid maintaining eye contact for long. It is advisable
to wait for the introduction by the hosts although the vice versa
is allowed especially if one is the host. Most of the Chinese
prefer using three names and feel respected when referred using
their titles, although some may like using western names

5. alongside their surnames. It is always wise to clarify the name
which the resident prefers to be called for it shows politeness
(Beugelsdijk, Maseland & Hoorn, 2015).
In the preparation to meet with the business partners, one must
understand that the Hong Kong people adore business cards than
any other culture in the world. One must prepare adequate cards
to share with all the partners. Cards need to be printed in
English and may be the Chinese languages. To protect people’s
face one must always handle the cards with respect to avoid
hurting the owner. Throwing the cards away with its owner
watching is forbidden for this might injure the already
established relationship. The business cards can only swapped
after the first meeting for members has already formed a
rapport. An appealing card printed mostly in a golden color is
most likely to yield better results. During the card switch it is
advisable to utilize the two hands as a mark of politeness.
Mishandling the cards through writing on them, tearing them or
placing them in unsafe place is considered as disrespect. The
information presented on the business card must be useful to the
firm since the culture in Hong Kong holds card very seriously.
Properly presented cards enable the Hong Kong partners to
comprehend how one can work with them (Beugelsdijk,
Maseland & Hoorn, 2015).
Appointments are very important and need to be placed between
four and eight weeks before one travels to Hong Kong.
Meetings must never coincide with the New Year for many
people in the business world are preparing or celebrating the
same, an act that means that most businesses will be closed.
Punctuality is important while attending the meetings for Hong
Kong Chinese are strict time keepers.in case one is unable to
keep time, it is always important to communicate appropriately.
Business negotiations are made slowly and it is always
advisable to avoid showing fury for it can be very detrimental to
one’s reputation. Compressive tactics are not recommended for
decisions are made mutually and after wide consultation despite
the involved pressure (Barnes, Leonidou, Siu & Leonidou,

6. 2015). In case the discussion involves pricing decisions one
needs to start at a point that allows further negotiations for
according to the Hong Kong Culture, the first price is never
correct. Business is more of the attached monetary value than
the quality delivered. In Hong Kong it is not unusual to see the
residents opt to involve astrologers before responding to some
questions. One must then be willing to adhere to all the cultural
aspects to raise the chances of business success.
Lasting relations might not be a major concern in Hong Kong
although personal relationships are a major necessity since most
of the firms are owned by households. Hong Kong Chinese like
communicating directly although at some point they utilize the
non-verbal communication mode. Hong Kong culture does not
allow direct embarrassments a fact that makes it hard for them
to say no openly. It is wise, therefore, to avoid embarrassing
them for this is very hurting (Beugelsdijk, Maseland & Hoorn,
2015). The Chinese tend to be very inquisitive and one must
not feel bad even when asked questions that may seem personal
and irrelevant. Should someone from Hong Kong suck air
through the teeth during negotiations, it is important to note
that they are infuriated and apologizing and reevaluation of the
earlier statement is necessary. In addition, if one remains silent
unusually for a certain duration caution should be exercised
before initiating a dialogue (Warner, 2014)
Strict rules must be observed in case one wants to give a gift to
a Chinese. One needs to understand that gifts might not be
accepted initially and they may be declined because of how they
are wrapped, their color or their type. Sharp objects, red or
white flowers are not good options for a gift in Hong Kong.
Gifts must never be four and should always be presented with
both hands unless the giver has one. It is unusual for the
Chinese to open the gifts immediately unlike the other cultures,
so one should not be shocked by that (Tong, Tak & Wong,
2015).
Conclusion
Cultural diversity is very important especially in the business

7. world. It is always necessary to be well versed with the other
people’s culture to ensure that no one is hurt during the
meeting. Geert Hofstede suggested several cultural dimensions
that can be used in the analysis of people’s culture. Among the
dimensions include power distance, individualism, masculinity,
uncertainty avoidance, long-term orientation and indulgence all
which can be measured to show how a certain culture is in
different aspects (Hofstede, 2015).
Due to the different cultural inclinations in Hong Kong it is
necessary to follow certain recommendations to ensure that the
meeting is successful. These recommendations are based on the
local culture and seek to prepare a person prior to the meeting.
The concept of face must always be upheld during all the
interactions to ensure that the dignity of the Hong Kong people,
appointments must be placed prior to the meeting and they
should never coincide with the New Year celebrations since
most of the businesses are closed. Handshakes form a basic
handshake mode, although one needs not to maintain a
prolonged eye contact (Beugelsdijk, Maseland & Hoorn, 2015).
Gifts must be given in the proper manner bearing in mind that
color, number and the type of the gift is very important to the
Chinese. One must print appealing business cards in English and
the Chinese languages since they are greatly valued. One should
focus on the establishment of good business relationships since
they are very essential to the business world.

8. References
Barnes, B. R., Leonidou, L. C., Siu, N. Y., & Leonidou, C. N.
(2015). Interpersonal Factors as Drivers of Quality and
Performance in Western-Hong Kong Interorganizational
Business Relationships. Journal of International
Marketing, 23(1), 23-49. doi/10.1503/scl.1000
Beugelsdijk, S., Maseland, R., & Hoorn, A. (2015). Are Scores
on Hofstede's Dimensions of National Culture Stable over
Time? A Cohort Analysis. Global Strategy Journal, 5(3), 223-
240. doi/10.1002/gsj.1098
Hofstede, G. (2015). Geert Hofstede's Dimensions of Culture
and Edward T. Hall's Time Orientations. Intercultural
Organizational Development.
Rallapalli, K. C., & Montgomery, C. D. (2015). Marketing
Strategies For Asian-Americans: Guidelines Based on
Hofstede's Cultural Dimensions. In Minority Marketing:
Research Perspectives for the 1990s (pp. 73-77). Springer
International Publishing.
Tong, C., Tak, W. I. W., & Wong, A. (2015). The Impact of
knowledge sharing on the relationship between organizational
culture and Job satisfaction: The perception of information
communication and technology (ICT) practitioners in Hong
Kong. International Journal of Human Resource Studies, 5(1),
19-47.
Warner, M. (2014). Culture and management in Asia.
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