This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
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This assignment will help every student for making their assignment and presentation better and effective. From it every student will understand the cultural differences in the world.
A brief presentation done by Umesh, Raksha and Baoping. Presentation is about National and Organisational Culture based in works done by Hoftede and other scholars.
A keynote lecture at the 2014 NASDTEC Annual Conference on the need for pre- and post-certification training for educators on ethical frameworks for decision making. The need for ethical training is heightened by the rapid pace of technological innovation, which imposes new challenges and temptations for educators.
Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Presentation on international business( differences in culture)Md. Sourav Hossain
This assignment will help every student for making their assignment and presentation better and effective. From it every student will understand the cultural differences in the world.
A brief presentation done by Umesh, Raksha and Baoping. Presentation is about National and Organisational Culture based in works done by Hoftede and other scholars.
A keynote lecture at the 2014 NASDTEC Annual Conference on the need for pre- and post-certification training for educators on ethical frameworks for decision making. The need for ethical training is heightened by the rapid pace of technological innovation, which imposes new challenges and temptations for educators.
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Theories of transformational leadership, emotional intelligence, cross cultural intelligence and finding in cultural awareness, cultural adaptation and effectiveness management localization
This ppt is made to study the marketing ethics. This ppt will tell us about the various wrong practices in market and what should be sone to stop them. Who to complain and what to do.
Negotiation Skills and Conflict HandlingZiaur Rahman
An essential learning for all managers and entrepreneurs and other professionals needing to negotiate on a daily basis. These slides will provide a direction as to the ways of negotiation and resolving conflicts.
The very objective of this presentation is to give a detailed brief picture on how Culture plays a significant role especially in the context of Global HRM coupled with few other concepts regarding the context.
I hope this PPT will serve as good reference for aspiring HR learners.
valuable feed & suggestions are most welcome :)
Happy reading... !!
Dissecting culture and its application to business.docxmadlynplamondon
Dissecting
culture and its
application to
business
What we’ll cover
1. What is the nature of culture?
2. Variety and variation in culture
3. How have globalisation, migration and diversity impacted on
national culture?
4. Use these insights to critically evaluate models of national culture
5. Culture traps: problems and pitfalls to avoid
6. Dynamic models of culture
7. Groupwork exercise: apply your cultural knowledge to business
practice
1. What is culture?
Read the following descriptions of national values
for China, India, Britain
•What do these descriptions tell us about the nature of
culture?
i.e. what kinds of things do we call ‘culture’?
• How long might it take an outsider to understand these
values?
So what is the nature of culture?
“a complex frame of reference that consists of patterns of traditions,
beliefs, values, norms, symbols, and meanings that are shared to varying
degrees by interacting members of a community”
(Ting-Toomey, 1999, p.10)
traditions rituals, ceremonies, rites of passage
beliefs, values, norms underlying principles governing behaviours
symbols language (verbal, non-verbal) also images
meanings Interpretations of symbols held by members
‘shared to varying degrees’ not every single member of the culture to the same degree!
‘a frame of reference’ for making sense of the world
Culture is socially constructed; a basis for shared, collective identities
What are the key
words to highlight
in this definition?
Another definition
“the coherent, learned, shared view of a group of people about life’s
concerns that ranks what is important, furnishes attitudes about what
things are appropriate, and dictates behaviour”
(Varner & Beamer, 2011, p.5)
coherent an entire, consistent world view
learned we are not born with it; culture is transmitted
view of a group agreed, shared views of a society
What are the key
words to highlight
in this definition?
The Iceberg of Culture
In awareness Visible
Out of conscious
awareness
Invisible
Self-awareness
The Iceberg of Culture Fine arts Literature
Drama Classical music Popular music
Folk dancing Games Cooking Dress
Notions of modesty Conceptions of beauty Ideas about child raising
Rules of descent Cosmology Relationship to animals Courtship practices
Patterns of superior/subordinate relations Definitions of sin
Conceptions of justice Notions of leadership Incentive to work Tempo of work
Attitudes to the dependent Approaches to problem solving
Patterns of group decision making Eye behaviour Conceptions of cleanliness
Theories of disease Conception of status mobility
Roles in relation to status by age, sex, class, occupation, kinship etc
Definition of insanity Nature of friendship Conception of self
Patterns of visual perception Body language Facial expression
Notions of logic and validity Patterns of handling emotions ...
Global project management: Communication, collaboration and management across borders
Drawing inspiration from the 17th-century samurai Miyamoto Musashi who developed the Nitoryu style of handling two swords at the same time, this workshop will address the challenge of being assertive, quick, and to the point in one culture, while succeeding in being unassertive, patient, and somewhat indirect in another.
Learning outcomes
• Understand the framework for effective cross-cultural project management
• Discover tools and techniques in
Trust building, conflict resolution, influencing, negotiating
Communication channels management
Project meetings organization
Use of the English language
Selection of Human Resources
Knowledge sharing
for a project team that spans different locations, time zones, cultures and languages.
Topics
• Cultural dimensions analysis
• Global project leadership
• Communication
• Project structure
• Collaborative tools
4. What is Cross-Cultural
Management?
CCM is a fairly new field that is based on theories
and research from:
• Cross Cultural Psychology
• International Business
• Organizational Behaviour
• Human Resources
• Anthropology
Cross-Cultural Management
4
5. Goals for Cross-Cultural
Management
Cross Cultural Management seeks to
• understand how national cultures affect
management practices
• identify the similarities and differences across
cultures in various management practices and
organizational contexts
• increase effectiveness in global management
Cross-Cultural Management
5
7. Globalization
Like it or not, globalization is here…to stay.
• Most large companies have some kind of business
relations with customers, companies, employees or
various stake-holders in other countries…and
cultures. (Global corporations)
• Many employees and managers deal with people
from other cultures on a constant basis
• Most of us have a close experience with only one
or two cultures…=>
Cross-Cultural Management
7
8. Globalization
• We do not understand people from other cultures
as readily and intuitively as people from our own
culture =>
• Cross cultural management helps organization
members to gain better understanding of other
cultures, of their culture and of the consequences
of people from different cultures working together
Cross-Cultural Management
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9. Chap1-3
Definitions of culture
Cross-Cultural Management
9
10. Culture
Definition: acquired knowledge that people use
to interpret experience and generate social
behavior.
Culture forms values, creates attitude,
influences behavior.
Cross-Cultural Management
10
11. Chap1-4
Nature of culture
Cross-Cultural Management
11
13. Cultural diversity
(P4: Culture and types of handshake)
• Cultural values
(P5: Priorities of cultural values: US, Japan)
(P5: examples where culture can affect
management approaches)
Depict cultural diversity through concentric circles.
Cross-Cultural Management
13
15. Priorities of Cultural Values
United States Japan Arab Countries
1. Freedom 1. Belonging 1. Family security
2. Independence 2. Group harmony 2. Family harmony
3. Self-reliance 3. Collectiveness 3. Parental guidance
4. Equality 4. Age/seniority 4. Age
5. Individualism 5. Group consensus 5. Authority
6. Competition 6. Cooperation 6. Compromise
7. Efficiency 7. Quality 7. Devotion
8. Time 8. Patience 8. Patience
9. Directness 9. Indirectness 9. Indirectness
10. Openness 10. Go-between 10. Hospitality
Cross-Cultural Management
15
16. Management Approaches Affected
by Cultural Diversity
Centralized vs.
Decentralized Cultural Informal vs.
formal procedures
decision making
Diversity
Safety vs. risk High vs. low
organizational
loyalty
Individual vs.
group rewards Cooperation vs.
competition
Stability vs.
Sort-term vs. innovation
long-term horizons
Cross-Cultural Management
16
17. Summary of what we learned
last week
• Introduction to the course of cross-cultural
management and our international teaching
team
• Goals for Cross-cultural management
• Nature of culture
Cross-Cultural Management
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18. We will learn today
• A model of culture: concentric circles
• Comparing culture as a normal distribution
• Values in culture
• Hofstede’s cultural dimensions
Cross-Cultural Management
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19. A model of culture: concentric
circles
Explicit artifacts and
products of the society Outer layer: observable,
Norms and values e.g. language, food,
that guide the society buildings, art.
Middle layer: helps
Implicit, basic people understand how
assumptions that guide
people’s behavior
they should behave.
Inner layer: intangible,
helpful for problem-
solving and well
interactions with other
people.
Cross-Cultural Management
19
20. Comparing Cultures as
Overlapping Normal Distribution
Chinese Culture U.S. Culture
? ?
Cross-Cultural Management
20
21. Stereotyping from the Cultural
Extremes: Brugha and Du’s research
How Americans see the Chinese How Chinese see Americans
• in community • individualism
• avoid confrontation • face confrontation
(keep in harmony) (arguments and debates)
• respect for authorities • respect for achievements
and seniors
Chinese Culture U.S. Culture
Cross-Cultural Management
21
22. Values in Culture
Values: basic convictions that people have
regarding what is right and wrong, good and
bad, important and unimportant.
• Value differences and similarities across
cultures: P 10: “common personal values”
U.S. Values and possible alternatives
• Values in transition: work values change over
time.
Cross-Cultural Management
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23. Dominant Western Values
in Workforce
Career Entered the Approximate Dominant
Stage Workforce Current Age Work Values
1. Protestant Mid-1940s to 50 to 65 Hard working; loyal to
Work Ethic Late 1950s firm; conservative
2. Existential 1960s to 35 to 50 Nonconforming; seeks
Mid-1970s autonomy; loyal to self
3. Pragmatic Mid-1970s to 35 to 35 Ambitious, hard worker;
Mid-1980s loyal to career
4. Generation X Mid-1980s Under 25 Flexible, values leisure;
through 1990s loyal to relationships
Cross-Cultural Management
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25. Hofstede’s Cultural Dimensions
• Dutch researcher Geert Hofstede found there
are four dimensions of culture.
• Hofstede’s initial data: questionnaire surveys
with over 116000 respondents from over 70
different countries who worked in the local
subsidiaries of IBM.
• The fifth dimension was added later.
• Criticized because of its focus on just one
company.
• Popular in the research field of cross-cultural
management.
Cross-Cultural Management
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26. Power Distance
Uncertainty Avoidance
Hofstede ’s Individualism
Five Cultural Masculinity
Dimensions Long-Term Orientation
Cross-Cultural Management
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27. • Power Distance: the extent to which less powerful
members of organizations accept that power is
distributed unequally.
Low: people treated as equals despite social
status
High: people accept authority relations
• Uncertainty avoidance: the extent to which people feel
threatened by ambiguous situations and have
created beliefs and institutions that try to avoid
these.
Low: prefer few formal rules
High: want clear behavioral guides
Cross-Cultural Management
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28. • Individualism/collectivism: the tendency of people to
look after themselves and their immediate family only
(belong to groups or collectives and to look after
each other in exchange for loyalty).
Low: group behavior important
High: individual behavior important
A bipolar continuum
Individualism Collectivism
Cross-Cultural Management
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29. • Masculinity/femininity: a situation in which the
dominant values in society are success, money, and
things (caring for others and the quality of life).
Low: cooperation; friendly atmosphere;
employment security; low stress; warm
interpersonal relationships.
High: competition; challenge; recognition;
wealth; advancement; high stress; tight
control.
A continuum
Masculinity Femininity
Cross-Cultural Management
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30. • Long–term orientation: value placed on
persistence, status, thrift
Low: respect for tradition, personal
stability, focused on the past
High: perseverance, thrift, focused on
the future
This dimension was added to depict the
influence of Confucianism in Asia.
This dimension is similar to “Adjusting”
proposed by Brugha and Du.
Cross-Cultural Management
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31. Examples of Cultural Dimensions
Power Uncertainty Long-term
Country Individualism* Masculinity**
Distance Avoidance Orientation***
China High Low Moderate Moderate High
France High High Moderate High Low
Germany Low High High Moderate Moderate
Hong Kong High Low High Low High
Indonesia High Low Moderate Low Low
Japan Moderate Moderate High Moderate Moderate
Netherlands Low High Low Moderate Moderate
Russia High Moderate Low High Low
United States Low High High Low Low
West Africa High Low Moderate Moderate Low
* A low score is synonymous with collectivism
** A low score is synonymous with masculinity
*** A low score is synonymous with a short-term orientation
32. Additional Frameworks
Two additional perspectives, of social/cross-cultural
psychologists merit attention:
Markus & Kitayama: Independent &
Interdependent Construals
Triandis: Individualism-Collectivism
Cross-Cultural Management
32
33. Vertical & Horizontal Individualism
& Collectivism
Harry Triandis: Combination of Individualism vs.
collectivism and power & achievement vs.
benevolence & universalism
• VI: achievement + individualism (USA)
• HI: universalism + individualism (Sweden)
• VC: power + collectivism (India)
• HC: benevolence + collectivism (Israel; rare)
Cross-Cultural Management
33
35. Schwartz’s Value Map
Openness to Self-
Change Direction Universalism
Self-
Creativity, Social Justice, Transcendence
Stimulation Freedom Equality
Exciting Life Benevolence
Helpfulness
Hedonism
Pleasure Conformity Tradition
Obedience Humility
Devoutness
Achievement
Success,
Ambition Security
Social Order
Power Conservation
Authority,
Self-
Wealth
Enhancement
Organized by motivational
similarities and dissimilarities
Cross-Cultural Management
35
36. Empirical test of the Theory
• 75,000 + respondents, varied samples in 68 countries
• Instrument lists 57 abstract value items
• “How important is each item as a guiding principle in
your life?”
Cross-Cultural Management
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37. Tasks in the next session:
Students’ talks and presentations
Discussion in groups: how to learn
Cross-cultural management?
Assignment after class:
Read a paper on Hofstede’s cultural
dimensions.
Cross-Cultural Management
37
38. Preview
• Integrating Hofstede’s cultural
dimensions
• Attitudinal dimensions of culture
• Trompenaars’s cultural dimensions
• Integrating culture and management
Cross-Cultural Management
38
39. Chap1-7 Attitudinal Dimensions of
Culture
Work Value and Attitude Similarities
• Research has revealed many similarities in both work values and
attitudes
• Ronen and Kraut
– Smallest space analysis (SSA) - maps the relationship among
countries by showing the distance between each on various
cultural dimensions
– Can identify country clusters
• Ronen and Shenkar
– Examined variables in four categories
» Importance of work goals
» Need deficiency, fulfillment, and job satisfaction
» Managerial and organizational variables
» Work role and interpersonal orientation
Cross-Cultural Management
39
40. A Synthesis of Country Cultures
Cross-Cultural Management
40
41. GLOBE Project
• Multi-country study and evaluation of cultural
attributes and leadership behavior
• Are transformational characteristics of
leadership universally endorsed?
• 170 country co-investigators
• 65 different cultures
• 17,500 middle managers
800 organisations
Cross-Cultural Management
41
42. GLOBE Project
• What traits are universally viewed as impediments to leadership
effectiveness?
• Based on beliefs that
– Certain attributes that distinguish one culture from others can be
used to predict the most suitable, effective and acceptable
organizational and leader practices within that culture
– Societal culture has direct impact on organizational culture
– Leader acceptance stems from tying leader attributes and
behaviors to subordinate norms
Cross-Cultural Management
42
43. GLOBE Cultural Variable Results
Variable Highest Medium Lowest
Ranking Ranking Ranking
Assertiveness Spain, U.S. Egypt, Ireland Sweden, New
Zealand
Future orientation Denmark, Canada Slovenia, Egypt Russia, Argentina
Gender differentiation South Korea, Italy, Brazil Sweden Denmark
Egypt
Uncertainty avoidance Austria, Denmark Israel, U.S. Russia, Hungary
Power distance Russia, Spain England, France Demark, Netherlands
Collectivism/Societal Denmark, Hong Kong, U.S. Greece, Hungary
Singapore
In-group collectivism Egypt, China England, France Denmark,
Netherlands
Performance orientation U.S., Taiwan Sweden, Israel Russia, Argentina
Humane orientation Indonesia, Egypt Hong Kong, Germany, Spain
Sweden
44. Chap1-8 Trompenaars’ Cultural
Dimensions
• Research produced five cultural dimensions that are based on
relationship orientations and attitudes toward both time and the
environment
• Universalism vs. Particularism
– Universalism - belief that ideas and practices can be applied
everywhere in the world without modification
• Focus on formal rules and rely on business contacts
– Particularism - belief that circumstances dictate how ideas and
practices should be applied and something cannot be done the
same everywhere
• Focus on relationships, working things out to suit the
parties
Cross-Cultural Management
44
45. Trompenaars’ Cultural Dimensions
(cont.)
• Individualism vs. Communitarianism
– Individualism - people regard themselves as individuals
• Rely on individuals to make decisions
– Communitarianism - people regard themselves as part of a group
• Seek consultation and mutual consent before making decisions
• Neutral vs. Emotional
– Neutral - culture in which emotions are held in check
• People try not to show their feelings
– Emotional - culture in which emotions are expressed openly and
naturally
• People smile, talk loudly, greet each other with enthusiasm
Cross-Cultural Management
45
46. Trompenaars’ Cultural Dimensions
(cont.)
• Specific vs. Diffuse
– Specific - culture in which individuals have a large public space they
readily share with others and a small private space they guard
closely and share with only close friends and associates
• People often are open and extroverted
• Work and private life are separate
– Diffuse - culture in which both public and private space are similar
in size and individuals guard their public space carefully, because
entry into public space affords entry into private space as well
• People often appear indirect and introverted, and work and
private life often are closely linked
Cross-Cultural Management
46
47. Trompenaars’ Cultural
Dimensions (cont.)
• Achievement vs. Ascription
– Achievement - culture in which people are accorded status based
on how well they perform their functions
– Ascription - culture in which status is attributed based on who or
what a person is
• For example, status may be accorded on the basis of age,
gender, or social connections
• Time
– Sequential approach to time - people do one thing at a time, keep
appointments strictly, follow plans to the letter
– Synchronous approach - people do more than one thing at a time,
appointments are approximate
Cross-Cultural Management
47
48. Trompenaars’ Cultural Dimensions
(cont.)
• Environment
– Inner-directed
• People believe in controlling environmental outcomes
– Outer-directed
• People believe in allowing things to take their natural
course
• Cultural Patterns or Clusters
– Defined groups of countries that are similar to each other in
terms of the five dimensions and the orientations toward time
and the environment
Cross-Cultural Management
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49. Trompenaars’ Cultural Groups
Anglo cluster
Relationship United States United Kingdom
Individualism x x
Communitarianism
Specific relationship x x
Diffuse relationship
Universalism x x
Particularism
Neutral relationship x
Emotional relationship x
Achievement x x
Ascription
Cross-Cultural Management 49
50. Trompenaars’ Cultural Groups
Asian cluster
Relationship Japan China Indonesia Hong Kong Singapore
Individualism
Communitarianism x x x x x
Specific relationship
Diffuse relationship x x x x x
Universalism
Particularism x x x x x
Neutral relationship x x x x
Emotional relationship x
Achievement
Ascription x x x x x
Cross-Cultural Management 50
51. Trompenaars’ Cultural Groups
Latin American cluster
Relationship Argentina Mexico Venezuela Brazil
Individualism x x x
Communitarianism
Specific relationship
Diffuse relationship x x x x
Universalism
Particularism x x x x
Neutral relationship x x x
Emotional relationship x
Achievement x x
Ascription x x
Cross-Cultural Management 51
52. Trompenaars’ Cultural Groups
Latin-European cluster
Relationship France Belgium Spain Italy
Individualism x
Communitarianism x x x
Specific relationship x x
Diffuse relationship x x
Universalism x x x
Particularism x
Neutral relationship x
Emotional relationship x x x
Achievement x
Ascription x x x
Cross-Cultural Management 52
53. Trompenaars’ Cultural Groups
Germanic cluster
Relationship Austria Germany Switzerland Czechoslovakia
Individualism x
Communitarianism x x x
Specific relationship x x x
Diffuse relationship x
Universalism x x x x
Particularism
Neutral relationship x x
Emotional relationship x x
Achievement x x x
Ascription x
Cross-Cultural Management 53
54. Culture Maps - Frameworks
Edward Geert Trompenaar Kluckhohn &
T. Hall Hofstede s Strodbeck
Culture Value Value Variations
Elements Pattern Patterns in Value
s • universalism– Orientation
particularism s
• collectivism– • relation to
• time • power individualism nature
• space • risk • affective–neutral • orientation to
• things • individualism relationships time
• friendships • masculinity • specificity– • belief about
• • long term diffuseness human nature
agreements orientation • achievement– • mode of human
& & ascription
interpersonal management • time orientation activity
behavior theories - •Internal–external • relationships
practice control • space
& &
Int’l. business practice Int’l. business
practice 54
Cross-Cultural Management
Editor's Notes
Chinese culture and American culture have quite different norms and values. The normal distribution curves for the two cultures have only limited overlap. When looking at the tail ends of the two curves, it is possible to identify stereotypical views held by Chinese about Americans and Americans about Chinese. Give some examples.
Workers who grew up influenced by the Great Depression, World War II, U.S. leadership in world manufacturing, the Andrews sisters, and the Berlin blockade entered the workforce from the mid-1940s to the late 1950s. They believed in the Protestant work ethic. Once hired, they tend to be loyal to an employer. They are likely to value family security and a comfortable life. Employees who entered the workforce from the 1960s to the mid-1970s were influenced by John F. Kennedy, the civil rights movement, the Beatles, and the war in Vietnam. They brought with them a large measure of the “ hippie ethic ” and existential philosophy. Quality of life is more important to them than money and possessions. They value autonomy, freedom, and equality. Those who entered the workforce from the mid-1970s through the mid-1980s reflect society ’ s return to more traditional values but with a greater emphasis on achievement and material success. They were influenced by Ronal Reagan, the defense build-up, dual-career households, and $150,000 starter homes. They are pragmatists who believe that ends can justify means. A sense of accomplishment and social recognition rank high for them. The lives of the members of Generation X have been shaped by globalization, the fall of Communism, MTV, AIDS, and computers. They value flexibility, life options, job satisfaction, family, and relationships. Money is important as an indicator of career performance, but they are willing to trade off leisure time for increases in salary, titles, security, and promotions.
10 According to Hofstede, culture can be classified according to five dimensions. Power distance is the extent to which people accept unequal distributions of power. In higher power distance cultures, there is a wider gap between the powerful and the powerless. Uncertainty avoidance is the extent to which the culture tolerates ambiguity and uncertainty. High uncertainty avoidance leads to low tolerance for uncertainty and a search for absolute truths. Individualism is the extent to which either individuals or closely-knit social structures are the basis for social systems. Individualism leads to self-reliance and individual achievement. Masculinity is the extent to which assertiveness and independence are valued. High masculinity fosters high sex-role differentiation and focuses on ambition, independence, and material goods. Long-term orientation is the extent to which people focus of the past, the present, or the future. Present orientation focuses on short-term performance. Hofstede ’ s five dimensions can help managers classify cultures and predict organizational and managerial styles. But while his model provides a general ranking for a country, there may be many differences among the groups within a country.
Hofstede measured this cultural difference on a bipolar continuum with individualism at one end and collectivism at the other.
Hofstede measured this dimension on a continuum ranging from masculinity to femininity.
Different countries have different scores in terms of Hofstede ’ s cultural dimensions.