The Hofstede’s Cultural Dimensions Theory. The aim of the study was to determine the dimensions in which cultures vary.
Hofstede identified six categories that define culture: Power Distance Index. Collectivism vs. Individualism. Uncertainty Avoidance Index.
,geert hofstead ,dimensions of natural culture ,un certainity avoidance index ,long term and short term orientation ,indulgence vs restraint ,power distance index ,masculinity vs femininity
The Hofstede’s Cultural Dimensions Theory. The aim of the study was to determine the dimensions in which cultures vary.
Hofstede identified six categories that define culture: Power Distance Index. Collectivism vs. Individualism. Uncertainty Avoidance Index.
,geert hofstead ,dimensions of natural culture ,un certainity avoidance index ,long term and short term orientation ,indulgence vs restraint ,power distance index ,masculinity vs femininity
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
The ppt describes cross cultural communication as an aspect of our business environment and notice the need of engagement of different cultures in a business scenario.
Presentation by Robert Braden, Brian Deeb and Trevor Davisson. The title describes the presentation, as our International Business professor said at the beginning of the semester "You will succeed or fail based upon understanding cultures in international business." Aside from the cultural dimensions, additional criteria was comparing the US dimensions to the following countries: Australia, Hong Kong, France, Colombia and Morocco.
Executive summary presentation from the book "Managing Across Cultures" from Susan Schneider and Jean-Louis Barsoux. How to manage international corporation, communicate across cultures etc.
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
The ppt describes cross cultural communication as an aspect of our business environment and notice the need of engagement of different cultures in a business scenario.
Presentation by Robert Braden, Brian Deeb and Trevor Davisson. The title describes the presentation, as our International Business professor said at the beginning of the semester "You will succeed or fail based upon understanding cultures in international business." Aside from the cultural dimensions, additional criteria was comparing the US dimensions to the following countries: Australia, Hong Kong, France, Colombia and Morocco.
Executive summary presentation from the book "Managing Across Cultures" from Susan Schneider and Jean-Louis Barsoux. How to manage international corporation, communicate across cultures etc.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
international business
,
what is culture
,
values andnorms
,
culture
,
society
,
and the nation-state
,
hofstede’s cultural dimensions in dubai
,
spoken language
,
individuals and groups
,
cultural dimensions in germany
,
cultural dimensions in china
,
cultural dimensions in india
,
cultural dimensions in england
,
social structure
,
religious and ethical systems
,
islam
,
implications for managers
Working Across CulturesScenario Your company is undertaki.docxdunnramage
Working Across Cultures
Scenario: Your company is undertaking a new business venture in another country. Your boss has told you they want you to oversee this venture. You are excited about the opportunity, and you want to ensure the people you interact with are working harmoniously with you.
Go to the
Hofstede Insights website
. In the "Compare Countries" section, go to the "Type a country" dropdown. Select your home country and another country of your choosing. If your home country is not listed, please select a neighboring country or one you are familiar with.
Notes from my professor
After reviewing this week's lecture notes, compare the 2 countries' scores. Include a screenshot of the chart from the website.
Briefly explain why you chose the other country.
Discuss the similarities and differences between your 2 countries in each of the 6 cultural dimensions.
How can you use the similarities you identified to your advantage in your communications?
What hurdles might the differences you found present for your communications?
Referencing 2 of this week's materials, what tactics would you apply to build rapport across the 2 cultures and overcome any intercultural obstacles?
Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates' initial posts by Sunday, midnight of your time zone.
1st Response
Maria Reyes
RE: Week 3 Discussion
COLLAPSE
Working Across Cultures- the United States versus the United Kingdom
Score Comparison
In most societies, individuals lead different lives and conform to different cultures. However, even though there are significant differences between countries, there may be similarities in certain situations. The United States and the United Kingdom are among the world's top nations in all aspects, making it important to study their cultures based on the Hofstede framework. First, the power distance between the United Kingdom and the United States presents the fact that people are not equal in societies (Hofstede Insights, 2020). The score for the UK is 35, while that of the United States is 40. Secondly, under the individualism dimension, the US's score is 91, while the UK's is 89. Thirdly, for masculinity, the UK rests at 66 while the US is at 62. The fourth dimension, uncertainty avoidance, puts the UK at 35, while the US is 46. The United Kingdom has a long-term orientation score of 51, while the US has 26. Lastly, the indulgence dimension is close, with the US having a 69, and the UK follows closely with a score of 68 (Check Appendix).
Explanation
Several reasons can be associated with my selection of the United States and the United Kingdom. First, the two countries make the list of the world's top economies. For this reason, understanding the differences and similarities of these nations provides a better understanding of what it means to work in these nations. Secondly, I chose the two superpowers because they enjoy a cordial r.
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2. Session Objectives
Definitions of Culture
Cultural concepts
Hofstede Cultural Dimensions
National Culture Clusters
Reflections on cross-cultural mgmt. research
Development of cultures
3. Kluckhohn & Kroeber def. of Culture
Culture consists in patterned ways of Thinking
Feeling
Reacting
Acquired & transmitted mainly by symbols, constituting the distinctive
achievements of human groups, including their embodiments in
artefacts
The
Essential
Core of
Culture
consists of
Traditional Ideas &
their attached values
4. Schein’s concept of Culture
A Culture has 3 levels:
1. Artefacts - visible
2. Values – intermediate level of consciousness
3. Underlying assumptions – invisible, unconscious & tacit
The Layers include :
Surface or Explicit culture (The Outside Culture) : Things that are readily observable , such as
dress , food , architecture , customs , body language , gestures , etiquette , greetings, gift
giving .
Hidden Culture (The Middle layer ): Values , religions and philosophies about things like child
rearing ,views of what is right and wrong .
Invisible or Implicit culture (The Core ): The cultures universal truths .
Schein emphasizes that relationships that lead from artefacts through values to underlying
assumptions are much weaker than those leading in the contrary direction , because the
influence of underlying assumptions on values and artefacts is stronger than vice versa
5. Schein’s 6 underlying assumptions
1. Nature of reality & truth
2. Time dimension
3. Effect of spatial proximity & distance
4. Nature of being human
5. Type of human activity
6. Nature of human relationships
6. Significance of culture in an International Context
1. Culture affects the way we develop and maintain relationships . It also plays a significant
role in determining success with colleagues and partners and helps us grasp how to
evolve into respected leaders around the world
2. Understanding culture fundamentally affects how we run our business, what
characteristics to look for in selecting people , how to develop global talent , how to
conduct meetings , and how to manage employees and work with teams .
3. Knowledge about and competency in working with varying country and organizational
cultures is one of the most important issues impacting the success of international
business activity , in general , and of IHRM, in particular .
7. Significance of culture in an International Context
Few years ago World economics forum asked over 3000 executives from around the globe to
rate countries on how well developed “ Inter Cultural Understanding” was in those countries .
At the top of the list were :
Switzerland | Singapore | Netherlands | Hong Kong | Malaysia
These countries have build their economies on international trade
While at the bottom of the list were :
Poland | Czech Republic | South Africa | China | Russia
These countries , until quite recently has had economics largely basically self contained and or
closed to international trade .
8. Goals of cross-cultural mgmt. studies
Organizational behavior
between countries & cultures
Describe
Compare
Explain & improve interaction
between employees, customers,
suppliers or business in different
countries & cultures
Explain & improve interaction between employees, customers, suppliers or business in different
countries & cultures
10. About the Research
The Study occupies a special place in the field of cross cultural comparative research because it was
the first major study in this field .
It can be positioned on the values level , the intermediate level of Schein’s concept of Culture . This
means it results in variables that are partly conscious and partly unconscious .
This approach was different from the other studies that primarily consider the artefacts level .
In total , the analysis was based on 116,000 questionnaires from IBM employees .
The Surveyed employees represented all hierarchical levels of the company and possessed various
qualifications, from unskilled workers to university graduates .
The study was conducted in 2 phases ( 1967-1969 & 1971 – 1973)
Employees from a total of 38 various professional groups were surveyed
The questionnaire was translated in 20 different languages in total and subsequently reverse
translated for determining validity .
11. Hofstede’s 6 Culture Dimensions
1) Power distance
2) Uncertainty avoidance
3) Femininity vs. masculinity
4) Individualism vs. collectivism
5) Confucianism or long-term orientation
6) Indulgence vs Restraint
12. Power Distance
This Dimension expresses the degree to which the less
powerful members of a society accept and expect that power
is distributed unequally.
The fundamental issue here is how a society handles
inequalities among people.
People in societies exhibiting a large degree of Power Distance
accept a hierarchical order in which everybody has a place and
which needs no further justification.
In societies with low Power Distance, people strive to equalize
the distribution of power and demand justification for
inequalities of power.
13. Uncertainty avoidance
The Uncertainty Avoidance dimension expresses the degree to
which the members of a society feel uncomfortable with
uncertainty and ambiguity.
The fundamental issue here is how a society deals with the fact
that the future can never be known: should we try to control
the future or just let it happen?
Countries exhibiting strong UAI maintain rigid codes of belief
and behavior, and are intolerant of unorthodox behavior and
ideas.
Weak UAI societies maintain a more relaxed attitude in which
practice counts more than principles
14. Femininity vs. Masculinity
The Masculinity side of this dimension represents a preference
in society for achievement, heroism, assertiveness, and
material rewards for success.
Society at large is more competitive.
Its opposite, Femininity, stands for a preference for
cooperation, modesty, caring for the weak and quality of life.
Society at large is more consensus-oriented.
In the business context Masculinity versus Femininity is
sometimes also related to as “tough versus tender” cultures.
15. Individualism vs. Collectivism
The high side of this dimension, called Individualism, can be
defined as a preference for a loosely-knit social framework in
which individuals are expected to take care of only themselves
and their immediate families.
Its opposite, Collectivism, represents a preference for a tightly-
knit framework in society in which individuals can expect their
relatives or members of a particular ingroup to look after them
in exchange for unquestioning loyalty.
A society’s position on this dimension is reflected in whether
people’s self-image is defined in terms of “I” or “we.
16. Confucianism or Long-term orientation
Every society has to maintain some links with its own past
while dealing with the challenges of the present and future.
Societies who score low on this dimension, for example, prefer
to maintain time-honored traditions and norms while viewing
societal change with suspicion.
Those with a culture which scores high, on the other hand,
take a more pragmatic approach: they encourage thrift and
efforts in modern education as a way to prepare for the future.
In the business context, this dimension is referred to as
“(short-term) normative versus (long-term) pragmatic” (PRA).
17. Long-term cultures characterized by:
Great endurance, persistence in pursuing goals
Position of ranking based on status
Adaptation of traditions to modern conditions
Respect of social & status obligations within limits
High savings rates & high investment activity
Readiness to subordinate oneself to a purpose
The feeling of shame
18. Short-term cultures characterized by:
Personal candor & stability
Avoiding loss of face
Respect of social & status obligations without consideration of
costs
Low savings rates & low investment activity
Expectations of quick profit
Respect for traditions
Greetings, presents & courtesies based on reciprocity
19. Indulgence vs Restraint
Indulgence stands for a society that allows relatively free
gratification of basic and natural human drives related to
enjoying life and having fun.
Restraint stands for a society that suppresses gratification of
needs and regulates it by means of strict social norms.
20. Source: Hofstede Dimensions
China Korean Japan Vietnam India Philippines USA Mexico
Large/SmallPower
Distance 80 60 54 70 77 94 40 81
Strong/WeakUncertainty
Avoidance 30 85 92 30 40 44 46 82
Individualism/Collectivism 20 18 46 20 48 32 91 30
Masculinity/Femininity 66 39 95 40 56 64 62 69
Long/Shortterm
Orientation 118 75 80 80 61 19 29 29
20
0
40
Large/Small Power Distance
120
100
80
60
Strong/Weak Uncertainty Avoidance
Individualism/ CollectivismMasculinity/ Femininity
Long/Short term Orientation
China
Korean
USA
Mexico
Cultural Dimensions : Asia
23. Impact of the cultural context on HRM practices
HRM Practices Impact of the cultural context
Recruitment and
Selection
In societies low on ‘In-group collectivism’ individual achievements represent
important selection criteria.
In societies high on ‘In-group collectivism’ the emphasis in the recruiting
process is more on team related skills than on individual competencies
Training and
Development
In societies high on gender egalitarianism women have the same chances for
vertical career advancement as men
In societies low on gender egalitarianism female managers are rare
Compensation
In societies high on uncertainty avoidance employees tend to be rather risk
averse and prefer fixed compensation packages or seniority -based pay
In societies low on uncertainty avoidance employees tend to be rather risk
taking and accept high income variability through performance-based pay
Task Distribution
Societies high on collectivism tend to emphasize group work
Societies high on individualism rather attribute individual responsibilities in the
work system
24. Future Hofstede-style research issues
Realization of cross-level studies
Consider groups, organizations, & country levels
Inclusion of cross-cultural differences
Consider intracultural variance
Inclusion of theoretically relevant moderators
Consider gender , class affiliation, etc.
Interaction between variables
27. Culture …….As Schell and Solomon phrase it :
Learned and absorbed during the earliest stages of childhood , reinforced by
literature , history , and religion , embodied by heroes …. , and expressed in …
instinctive values and views , culture is a powerful force that shapes our
thoughts and perception .
Culture , with all of its profound and subtle ; they might be obvious or
invisible .
Ever present , yet constantly changing , culture permeates the world we
know and moulds the way we construct or define reality .