Hofstede dimension
Hofstede's Cultural Dimensions文化尺度
伴君如伴虎 To be in the king's company is tantamount to living with a tiger
一封朝奏九重天，夕贬潮州路八千
官大一级压死人 Officials one rank superior crush the inferior
Reasons for differences
High power distance
A High Power Distance ranking indicate s that inequalities of power and wealth have been allowed to grow within the s ociety. These societies are more likely t o follow a caste system that does not al low significant upward mobility of its ci tizens.
Hofstede的文化维度理论
依照Hofstede的文化维度理论，国家间文化的差异可以被归纳为5个不同的维度，分别为：1. Power/Distance (PD)– This refers to the degree of inequality that exists – and is accepted –among people with and without power. A high PD score：society accepts an unequal distribution of power and people understand "their place" in the system. Low PD ：power is shared and well dispersed. It also means that society members view themselves as equals. （权力距离：指的是社会中对于“权力分配不均等”的接受程度，或是说，在社会之中权利分配的分散或集中程度。
）2. Individualism (IDV)–This refers to the strength of the ties people have to others within the community. A high IDV score indicates a loose connection with people. In countries with a high IDV score there is a lack of interpersonal connection and little sharing of responsibility, beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each other's well being.（个人/集体主义:指的是在社会中成员们倾向于以个人或是集体来定义自己的程度。
Hofstede's Cultural Dimensions
What are Hofstede's five Cultural Dimensions?Read the About . . . section on the right side of this page. Then review the definitions of each Hofstede Dimension listed below. Following that, you can select the country or countries you're interested in from the list in the left margin of this page.On each country page you will find the unique Hofstede graphs depicting the Dimension scores and other demographics for that country and culture - plus an explanation of how they uniquely apply to that country.* Description for each of Hofstede's Dimensions listed belowPower Distance Index (PDI) that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. It suggests that a society's level of inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that 'all societies are unequal, but some are more unequal than others'.Individualism (IDV) on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. The word 'collectivism' in this sense has no politicalmeaning: it refers to the group, not to the state. Again, the issue addressed by this dimension is an extremely fundamental one, regarding all societies in theworld.Masculinity (MAS) versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. The IBM studies revealed that (a) women's values differ less among societies than men's values; (b) men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other. Theassertive pole has been called 'masculine' and the modest, caring pole'feminine'. The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men's values and women's values.Uncertainty Avoidance Index (UAI) deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel eitheruncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; 'there can only be one Truth and we have it'. People in uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. The opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions.Long-Term Orientation (LTO) versus short-term orientation: this fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars It can be said to deal with Virtue regardless of Truth. Values associated with Long Term Orientation are thrift and perseverance; values associated with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting one's 'face'. Both the positively and the negatively rated values of this dimension are found in the teachings of Confucius, the most influential Chinese philosopher who lived around 500 B.C.; however, the dimension also applies to countries without aConfucian heritage.Websites directly related to Geert HofstedeGeert Hofstede's personal WebsiteItim - An international consulting organization utilizing Prof. Hofstede's concepts.Itimfocus - An international consulting organization in the field of culture & change management that uses scans and tools based on scientific research undertaken by Professor Hofstede.Gert Jan Hofstede's personal WebsiteGeert Hofstede™ is a trademark of Geert Hofstede BV, Velp, the Netherlands What are the practical applications for Geert Hofstede's research on cultural differences?Geert HofstedeFrom Wikipedia, the free encyclopediaJump to: navigation, searcherard Hendrik Hofstede (born 3 October 1928, Haarlem) is an influential Dutch psychologist, who studied the interactions between national cultures and organizational cultures. He is also an author of seve ng Culture's Consequences[1] and Cultures and Organizations,Software of the Mind, co-authored by his son Gert JanHofstede.[2] Hofstede's study demonstrated that there arenational and regional cultural groupings that affect thebehaviour of societies and organizations, and that arevery persistent across time.Contents[hide]• 1 Hofstede's Framework for Assessing Culture• 2 Criticism• 3 Bibliographyo 3.1 Articles• 4 See also• 5 Notes• 6 External links[edit] Hofstede's Framework for Assessing Cultures found five dimensions of culture in his study of n ational work related values:•Low vs. high power distance - This dimension measures how much the less powerful members of institutions and organizations expect and accept that power isdistributed unequally. In cultures with low power distance (e.g. Ireland, Austria, Australia, Denmark, New Zealand), people expect and accept power relations that are moreconsultative or democratic. People relate to one another more as equals regardless of formal positions. Subordinates are more comfortable with and demand the right tocontribute to and critique the decisions of those in power. In cultures with high power distance (e.g. Malaysia), the less powerful accept power relations that are autocratic orpaternalistic. Subordinates acknowledge the power of others based on their formal,hierarchical positions. Thus, Low vs. High Power Distance does not measure or attempt to measure a culture's objective, "real" power distribution, but rather the way people perceive power differences.•Individualism vs. collectivism - This dimension measures how much members of the culture define themselves apart from their group memberships. In individualist cultures, people are expected to develop and display their individual personalities and to choose their own affiliations. In collectivist cultures, people are defined and act mostly as amember of a long-term group, such as the family, a religious group, an age cohort, a town, or a profession, among others.•Masculinity vs. femininity - This dimension measures the value placed on traditionally male or female values (as understood in most Western cultures). In so-called 'masculine' cultures, people value competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions. In so-called 'feminine' cultures, people value relationships and quality of life. This dimension is often renamed by users ofHofstede's work, e.g. to Quantity of Life vs. Quality of Life. Another reading of the same dimension holds that in 'M' cultures, the differences between gender roles are moredramatic and less fluid than in 'F' cultures•Low vs. high uncertainty avoidance - This dimension measures how much members of a society attempt to cope with anxiety by minimizing uncertainty. In cultures with high uncertainty avoidance, people prefer explicit rules (e.g. about religion and food) and formally structured activities, and employees tend to remain longer with their present employer. In cultures with low uncertainty avoidance, people prefer implicit or flexible rules or guidelines and informal activities. Employees tend to change employers morefrequently.Michael Harris Bond and his collaborators subsequently found a fifth dimension which was initially called Confucian dynamism. Hofstede later incorporated this into his framework as:•Long vs. short term orientation - This dimension describes a society's "time horizon," or the importance attached to the future versus the past and present. In long term oriented societies, people value actions and attitudes that affect the future:persistence/perseverance, thrift, and shame. In short term oriented societies, people value actions and attitudes that are affected by the past or the present: normative statements, immediate stability, protecting one's own face, respect for tradition, and reciprocation of greetings, favors, and gifts.ndencies and not characteristics of individuals. A Japanese person for example canhave a very low 'uncertainty avoidance' compared to a Filipino even though their'national' cultures point strongly in a different direction. Consequently, a country'sscores should not be interpreted as deterministic.[edit] CriticismHofstede's conceptualization of culture as static and essential has attracted somecriticism. In a recent article in the Academy of Management's flagship journal, TheAcademy of Management Review, Galit Ailon deconstructs Hofstede's book Culture'sConsequences by mirroring it against its own assumptions and logic[3]. Ailon findsseveral inconsistencies at the level of both theory and methodology and cautionsagainst an uncritical reading of Hofstede's cultural dimensions.Hofstede's work has not just also been criticized because he seems to identify cultureswith nations based on the supposition that within each nation there is a uniformnational culture. Other types of cultures are acknowledged to exist but allowed little,if any, influence.[4][edit] Bibliography日本The Buddhist-Shinto societies also have an additional Dimension, that of LongTerm Orientation (LTO). Geert Hofstede added this Dimension after the originalstudy, and it was applied to twenty-three of the fifty original countries in hisstudy. The Buddhist/Shinto Countries of Taiwan and Japan have LTO as themost closely correlating Dimension.* * *Power Distance Index (PDI) that is the extent to which the less powerfulmembers of organizations and institutions (like the family) accept and expectthat power is distributed unequally. This represents inequality (more versusless), but defined from below, not from above. It suggests that a society's levelof inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that 'all societies are unequal, but some are more unequal than others'.Individualism (IDV) on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. The word 'collectivism' in this sense has no political meaning: it refers to the group, not to the state. Again, the issue addressed by this dimension is an extremely fundamental one, regarding all societies in the world.Masculinity (MAS) versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. The IBM studies revealed that (a) women's values differ less among societies than men's values; (b) men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other. The assertive pole has been called 'masculine' and the modest, caring pole 'feminine'. The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men's values and women's values.Uncertainty Avoidance Index (UAI) deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; 'there can only be one Truth and we have it'. People in uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. The opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. Peoplewithin these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions.Long-Term Orientation (LTO) versus short-term orientation: this fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars It can be said to deal with Virtue regardless of Truth. Values associated with Long Term Orientation are thrift and perseverance; values associated with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting one's 'face'. Both the positively and the negatively rated values of this dimension are found in the teachings of Confucius, the most influential Chinese philosopher who lived around 500 B.C.; however, the dimension also applies to countries without a Confucian heritage.文化维度文化维度是荷兰国际文化合作研究所所长霍夫斯塔德(Geert Hofstede)及其同事在对文化因素进行定量研究时采用的概念。
5.Hofstede five dimensions
10
ቤተ መጻሕፍቲ ባይዱ Chinese vs. Western Countries
Collective Culture – China ☆ ‘We’ is more important that ‘I’; ☆ Conformity is expected and perceived positively; ☆ Individual's desires and aspirations should be curbed if necessary for the good of the group; ☆ The rights of the family (or for the common good) are more important; ☆ Rules provide stability, order, obedience.
Values—a learned organization of rules for
making choices and for resolving conflicts.
Values are useful in explaining and
understanding cultural similarities and differences in behaviors—helpful for managers in international business.
Individualism (Collectivism)
Country Examples and Organizational Implications
组织就像一个家庭 组织更为个体化 组织更为个体化 组织就像一个家庭 组织决定个人喜好 个人决定自己的喜好 个人决定自己的喜好 组织决定个人喜好 实践活动基于忠诚、 实践活动基于忠诚、 实践活动强调个人参 实践活动强调个人参与、 实践活动强调个人参与、 实践活动基于忠诚、 实践活动基于忠诚、责任 责任感及群体的参与 与、 进取与首创精神 感及群体的参与 进取与首创精神
霍夫斯泰德文化维度ppt课件
CONTENTS
1.Power Distance （权力距离）
2.Individualism vs Collectivism （个人主义vs集体主义）
3.Uncertainty Avoidance （不确定性规避）
4.Masculinity vs Femininity （男性度vs女性度）
个人主义意味着在这样的社会中，社 会成员之间的联系很松散，每个人只 关心自己或与之亲近的人。相反，在 集体主义社会中，人们从出生起就融 入到强大而紧密的群体当中，这个群 体为人们提供终身的保护以换取人们 对于该群体的绝对忠诚.
在个人主义文化里，人们更关注自身 利益，较少受到集体和社会准则的影 响。在集体主义文化中，个体容易被 集体利益驱使，做出有利于集体的事 情，如共享，合作及维护团体和睦。
5.Long-Term Orientation vs Short-term orientation
（长期取向vs短期取向）
Power Distance
➢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 isdistributed unequally' (Hofstede et al., 2010: 61). ➢People in large power distance societies accept a hierarchical order in which everybody has a place that needs no further justification, whereas those in small power distance societies strive for power equalization and demand justification for power inequalities.
hofstede社会价值观
Hofstede的六维社会价值观理论是一种跨文化交流的知识框架，这六个维度包括：
1. 权利距离（Power Distance）：指某一社会中地位低的人对于权力在社会或组织中不平等分配的接受程度。
在权力差距较小的文化中，员工倾向于挑战领导的权力，并且企业上下级之间倾向于一种相互依赖的协商关系；而在权力差距较大的文化中，企业里的上下级普遍认为不平等是合理的，并且上级通常享有更多特权。
2. 个人主义和集体主义（Individualism and Collectivism）：某一社会总体是关注个人的利益还是关注集体的利益。
个人主义文化下的人们注重个人的感受和需要，而集体主义文化下的人们更注重家庭、团队等集体的感受和需要。
其他四个维度包括：男性化与女性化（Masculinity and Femininity）、不确定性规避（Uncertainty Avoidance）、长期取向与短期取向（Long-term Orientation vs. Short-term Orientation）以及自身放纵与约束（Indulgence vs. Restraint）。
这些价值观不仅影响人们的日常举止，也会影响到人们在职场中的行事方式。
在了解不同文化背景下的社会价值观时，人们可以更好地理解文化差异，为跨文化交流和团队协作提供指导。
霍夫斯泰德的文化维度模式
霍夫斯泰德的文化维度模式（Hofstede’s Model of Cultural Dimensions）霍夫斯泰德(Geert Hofstede)关于文化的观点是在他做的关于文化差异的实验性研究基础上形成的。
上世纪七十年代, 尽管IBM公司想在全球各工厂建立一套共同的管理程序和标准，但是在不同国家，如巴西和日本的管理程序和标准仍存在很大差异。
霍夫斯泰德通过采访和问卷调查的方式发现这种差异在很大程度上与员工所在国家的文化有关系。
他把文化描述成是“人的头脑中的一种集体共有的程序，它能将一类人与其他人区分开来”。
经过几轮的研究，他把文化差异归纳为四个基本的维度。
他指出所有的差异都可追溯到基本维度中的一个或几个中。
这些维度是：个体主义/集体主义、权利距离、男性化社会/女性化社会和不确定性规避。
经过进一步的研究，他又增加了时间取向维度。
个体主义－集体主义维度前面已经讨论过，下面主要讨论后四个维度。
3.4.1 权利距离(Power Distance)权利距离表明一个社会能够接受组织或公司的权利在各成员之间不平等分配的程度。
权利距离与等级有关。
对这个维度，各个国家由于对权力赋予的意义不完全相同，所以也存在着很大的差异。
有的文化中比较重视权威、地位、资历、年龄等，而在有的文化中它们的重要性相对较低。
比如，美国对权力的看法跟阿拉伯国家的看法就存在很大的差异，美国不是很看重权力，他们更注重个人能力的发挥，对权力的追求比阿拉伯国家要逊色不少；阿拉伯国家由于国家体制的关系，注重权力的约束力，由此，阿拉伯国家的机构，不管是政府部门或者企业都多多少少带有权力的色彩。
霍夫斯泰德认为这一维度所关心的基本问题是人与人之间的平等问题。
在各种群体中，权利上的不平等是不可避免的，而且是功能性的。
这种不平等通常以等级制的形式出现。
权利距离在所有的社会层次都有，家庭、官场、甚至在朋友间都存在。
每个社会在处理权利不平等的问题上方式方法不同，形成了价值观上的差异。
Hofstede的文化维度理论
依照Hofstede的文化维度理论，国家间文化的差异可以被归纳为5个不同的维度，分别为：1. Power/Distance (PD)– This refers to the degree of inequality that exists – and is accepted –among people with and without power. A high PD score：society accepts an unequal distribution of power and people understand "their place" in the system. Low PD ：power is shared and well dispersed. It also means that society members view themselves as equals. （权力距离：指的是社会中对于“权力分配不均等”的接受程度，或是说，在社会之中权利分配的分散或集中程度。
）2. Individualism (IDV)–This refers to the strength of the ties people have to others within the community. A high IDV score indicates a loose connection with people. In countries with a high IDV score there is a lack of interpersonal connection and little sharing of responsibility, beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each other's well being.（个人/集体主义:指的是在社会中成员们倾向于以个人或是集体来定义自己的程度。
(完整word版)文化维度
Hofstede的五个文化尺度是用来衡量不同国家文化差异、价值取向的一个有效架构：权力距离：一国范围内人与人之间的不平等程度。
个人主义与集体主义：个人对于人际关系（他们所属的家庭或组织）的认同与重视程度。
男性气质与女性气质：男性气质的文化有益于权力、控制、获取等社会行，与之相对的女性气质文化则更有益于个人、情感以及生活质量。
不确定性规避：一国范围内人们对于结构性情景（相对于非结构性情景、非常规态势）的偏爱程度。
长期取向与短期取向：长期：着眼于未来的价值取向，比如储蓄习惯和坚持力。
短期：着眼于短期和眼前的价值取向，比如尊重传统、重视履行社会义务。
Hofstede的文化尺度理论同时提醒管理人员与战略家们必须牢记：人类总会习惯性地根据根据他的既有经验去思考、感受和行动，尤其是在国际环境中工作的时候。
权力距离霍夫斯泰德的四个维度考虑的主要是从社会角度来分析文化对组织的影响，他充分考虑了权力、环境以及社会对女性的重视程度，通过权力距离这个维度，判断权力在社会和组织中不平等分配的程度。
对这个维度，各个国家由于对权力赋予的意义不完全相同，所以也存在着很大的差异。
比如，美国对权力的看法跟阿拉伯国家的看法就存在很大的差异，美国不是很看中权力，他们更注重个人能力的发挥，对权力的追求比阿拉伯国家要逊色不少；阿拉伯国家由于国家体制的关系，注重权力的约束力，由此，阿拉伯国家的机构，不管是政府部门或者企业都多多少少带有权力的色彩。
不确定性的规避霍夫施泰德认为，人们抵抗未来这种不确定性的途径主要有三种：科技、法律和宗教。
人们用科技来抵抗自然界的不确定性，用法律（成文和不成文）来抵抗来自其他社会成员的不确定性，而宗教则被人们用来化解无可抵抗的死亡和来世的不确定性。
霍夫施泰德的调查表明，不同，民族文化之间在不确定性状态的回避倾向上有很大的不同，有的民族把生活中的未知、不确定性视为大敌，千方百计加以避免，而有的民族则采取坦然接受的态度，“是福不是祸，是祸也躲不过”。
霍夫斯泰德的文化维度理论
种群体中,权利上的不平等是不可避免的,而且是功能性的。这种不平等通常以等 级制的形式出现。权利距离在所有的社会层次都有,家庭、官场、甚至在朋友间都 存在。每个社会在处理权利不平等的问题上方式方法不同,形成了价值观上的差异。 权力距离差异通过权力距离指数 Power distance index 体现。
在总结权力分配距离大的文化与权力分配距离小的文化时,霍夫斯泰德 1991 发现在权 力分配距离小的国家下属对上司的依靠有限,崇尚协商解决问题,下属与老板的关系是互依 的,他们彼此间的感情较小,下属可以随便地接近老板,并提出与老板不一样的看法。在权力 距离分配大的国家,下属对上司有较大的依赖。下属通常有两种表现,一种为喜欢这种依赖, 另一种为完全拒绝,也就是心理学上所说的反依赖 counter-dependence ：这也是一种依赖, 只不过表现为消极的一面。权力距离分配的尺度在于不同地位的人们间的关系 上级与下 级 。”
男性化社会/女性化社会的倾向用男性度指数 MDI： Masculinity Dimension Index 来衡量,这一指数的数值越大,说明该社会的男 性化倾向越明显,男性气质越突出 最典型的代表是日本 ；反之,数值越小,说明该社 会的男性化倾向越不明显,男性气质弱化,而女性气质突出。几个主要国家的男性 度指标的得分情况参见下表。
避免不确定性程度高的文化倾向于有明确的规则来指导所有情境的行为。而在避免不
确定性程度低的文化里其规则远没有避免不确定性程度高的文化里的规则界限分明,严谨 清晰。在避免不确定性高的文化里,敢作敢为的行为是可被接受的,但通常是在避免冲突与 竞争的情况下。避免不确定性高的文化对集体保持一致性有强烈的愿望,认为异常的行为 不可接受。Hofstede 1991 指出避免不确定性不同于避免风险。避免不确定程度高的人们要 避免的是模棱两可的不确定性,甚至不惜冒风险与对手打一架来让事情明朗化。在避免不 确定性程度高的文化成员看来“不同的东西是危险的”,而避免不确定性程度低的文化成
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High Power Distance
Employee fear to express disagreement to their boss Boss more on autocratic decision making style Inequalities are expected and desired – class divisions are accepted Subordinate very dependence on leader/supervisor – expected to be
Low uncertainty avoidance
More tolerant of different opinion Try to minimize rules as possible Low UAI people don’t easily express their emotion Risk taker and may choose strategy that offer high reward Comfort with ambiguity and curious about differences
Low uncertainty avoidance countries:
• People more willing to accept risks of the
unknown, less structured organizational activities, fewer written rules, more managerial risk taking, higher employee turnover, more ambitious employees . • Example: Denmark, Great Britain, China, India, Singapore, Hong Kong, Philippines, USA.
Low Power Distance
Superior treat subordቤተ መጻሕፍቲ ባይዱnate with respect
Blame are shared by everybody
Manager socialized with subordinates Societies are more toward egalitarianism (equal to all)
High uncertainty avoidance countries:
High need for security, strong belief in
experts and their knowledge; structure organizational activities, more written rules, less managerial risk taking. Employees tend to remain longer with their present employer. Example: Germany, Japan, Spain, Mexico, France, Argentina
Hofstede’s Cultural Dimensions
High individualism countries:
Wealthier, greater individual initiative, promotions based on market value (e.g., U.S, Canada, Sweden) A high IDV score indicates a loose connection with people. In countries with a high IDV score there is a lack of interpersonal connection and little sharing of responsibility, beyond family and perhaps a few close friends.
Power distance is the degree of
Low Power Distance
• Flatter, decentralized structures, smaller ratio of supervisor to employee. • People expect and accept power relations that are more consultative or democratic. • The hierarchies are flat with a decentralized organization and a small number of supervisors who are expected to be accessible for their subordinates. • The degree for unequal treatment is reduced to a low level. • There is a interdependence between employer and employee • Example: Australia, Austria, Finland & Ireland.
Hofstede’s Cultural Dimensions
Uncertainty avoidance: -To what extent people feel threatened by ambiguous situations ; create beliefs/institutions to avoid such situations. - It also reflects the level of tolerance for uncertainty and ambiguity within the society and the extent to which people avoid uncertainty by creating laws, rules, regulations and controls in order to reduce the amount of uncertainty.
Work hard only when necessary, tolerate, innovation and motivate by
achievement, esteem and belongliness
Some implication of Country Uncertainty Avoidance
High uncertainty avoidance
Prefer formal rules – try to minimize uncertainty through strict law
and regulations Have more written rules Motivation for work comes from security More emotional Typically manager take less risk Low turnover
http://www.ling.gu.se/~natasha/Overview.pdf
Hofstede’s Cultural Dimensions
Individualism VS Collectivism:
-The extent to which people feel they are supposed to look after themselves, immediate family or organizations they belong to. - Focuses on the degree the society reinforces individual or collective in term of achievement or interpersonal relationship
High Power Distance
Societies with high power distance are more
comfortable with taller, centralized organization structures with a large proportion of supervisory & employees blindly obey superiors. The relation between boss and subordinate is strictly ruled and dependent on the decisions of the boss. Centralized organization - subordinates expect to be told what to do from their superiors because they consider each other as unequal. Inequalities are normally expected and privileges are seen as desirable by superiors. Example: Malaysia, Guatemala, Panama, Philippines, Mexico, Venezuela, Arab countries, Equador, Indonesia, India, China, West Africa.
Hofstede’s Cultural Dimensions
1. Power distance
2. Uncertainty avoidance
3. Individualism/collectivism
4. Masculinity/femininity