Transcript Hofstede’s Study on Work Related

Hofstede’s Study on Work Related-Values Concept,
Methods, Results, and
Critique
International Management
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
Agenda
Culture defined
Hofstede’s cultural dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications for management
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
2
Culture Defined
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
International Management
Culture and international business
 Why culture is important?
 Impacts the way strategic moves are presented.
 Influences management, decision making, negotiations
 Culture makes international business difficult or easy
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
4
Culture
Culture defined
Hofstede’s dimensions
“There are truths on this side of the
Pyrenees that are falsehoods on the other”
Blaise Pascal
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
5
Globalization
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
6
What is culture?
Culture defined
Norms
Values
1) Power Distance
Beliefs
 Main features of culture:
 Culture is shared
 Culture is intangible
 Culture is confirmed by others
Hofstede’s dimensions
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
Culture
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
7
Levels of culture
Culture defined
National Culture
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Business Culture
3) Individualism
4) Masculinity
5) Long-term orientation
Organizational and
Occupational Culture
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
8
Key Cultural Issues
 Cultural Etiquette – the manners and behavior that are
expected in a given situation
 Cultural Stereotypes – our beliefs about others, their
attitudes and behavior
 Ethnocentrism – looking at the world from a perspective
shaped by our own culture
 Relativism – all cultures are good
 Cultural sensitivity
 Self-reference criteria
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
9
Contingency management
1)
Determining the problem or goal in terms of home country
culture, habits and norms.
Culture defined
Hofstede’s dimensions
2)
Determining the same problem or goal in terms of host country
culture, habits and norms.
1) Power Distance
2) Uncertainty Avoidance
3)
Isolating the SRC influence on the problem and how it
complicates the issue.
3) Individualism
4) Masculinity
4)
Redefining the problem without the SRC influence and solving it
according to the specific foreign market situation.
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
10
Universal cultural variables
Culture defined
Kinship
Politics
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Economy
Religion
3) Individualism
4) Masculinity
5) Long-term orientation
Education
Recreation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
11
Universal cultural variables
Culture defined
Kinship
Politics
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Economy
Religion
3) Individualism
4) Masculinity
5) Long-term orientation
Education
Recreation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
12
Universal cultural variables
Culture defined
Kinship
Politics
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Economy
Religion
3) Individualism
4) Masculinity
5) Long-term orientation
Education
Recreation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
13
Universal cultural variables
Culture defined
Kinship
Politics
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Economy
Religion
3) Individualism
4) Masculinity
5) Long-term orientation
Education
Recreation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
14
Universal cultural variables
Culture defined
Kinship
Politics
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Economy
Religion
3) Individualism
4) Masculinity
5) Long-term orientation
Education
Recreation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
15
Universal cultural variables
Culture defined
Kinship
Politics
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Economy
Religion
3) Individualism
4) Masculinity
5) Long-term orientation
Education
Recreation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
16
Hofstede’s Cultural Dimensions
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
International Management
Hofstede’s Cultural Dimensions
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Prof. Geert Hofstede
“Culture is more often a source of conflict than of synergy.
Cultural differences are a nuisance at best and often a
disaster.”
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
18
Hofstede’s Cultural Dimensions
Prof. Geert Hofstede
 Conducted perhaps the most comprehensive study of how
values in the workplace are influenced by culture
 Analyzed a large data base of employee values scores collected
by IBM (HERMES)


1967 – 1973
more than 50 countries
 Developed a model that identifies four primary Dimensions to
assist in differentiating cultures:
1)
2)
3)
4)
Power distance
Uncertainty avoidance
Individualism
Masculinity
+ Long-term orientation (added later)
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
19
Hofstede’s Cultural Dimensions
Hofstede’s work
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
20
Power Distance
Culture defined
Hofstede’s dimensions
Power distance - The extent to which the less powerful
1) Power Distance
members of institutions and organizations within a
2) Uncertainty Avoidance
country expect and accept that power is distributed
3) Individualism
unequally
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
21
Power Distance
Low power distance
High power distance
Culture defined
Inequalities among people should
be minimized
Inequalities among people are
both expected and desired
Interdependence between less and
more powerful people
Less powerful people should be
depended on the more powerful
Hierarchy in organizations means
an inequality of roles
Hierarchy in organizations reflects
the existential inequality
Decentralization is popular
Centralization is popular
Narrow salary range
Wide salary range
4) Masculinity
Subordinated expect to be
consulted
Subordinated expect to be told
what to do
5) Long-term orientation
The ideal boss is a resourceful
democrat
The ideal boss is a benevolent
autocrat or good father
Privileges and status are
disapproved
Privileges and status are both
expected and popular
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
Implications
Criticism
22
Power Distance
Orientation towards authority
High
Low
Malaysia
Arab Countries
Mexico
India
France
Italy
Japan
Spain
Argentina
US
Germany
UK
Denmark
Israel
Austria
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
23
Power Distance
Culture defined
Example
 A company from Austria (low power distance) is considering
entering the Mexican (high power distance) market.
1) Power Distance
2) Uncertainty Avoidance
100
81
3) Individualism
Power Distance Index
80
60
40
20
Hofstede’s dimensions
11
0
4) Masculinity
5) Long-term orientation
Implications
Criticism
Austria
Mexico
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
24
Power Distance
Example (cont.)
Culture defined
Hofstede’s dimensions
Communication tips for the Austrian manager:
1) Power Distance
1)
Give clear and explicit directions to those working with him
2) Uncertainty Avoidance
2)
Deadlines should be highlighted and stressed
3) Individualism
3)
Do not expect subordinates to take initiative
4) Masculinity
4)
Be more authoritarian in his management style
5) Long-term orientation
5)
Show respect and deference to those higher up the ladder
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
25
Uncertainty Avoidance
Culture defined
Hofstede’s dimensions
Uncertainty avoidance – The extent to which members of a
society feel threaten by uncertain or unknown
situations.
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
26
Uncertainty Avoidance
Weak uncertainty avoidance
Strong uncertainty avoidance
Culture defined
Uncertainty: normal feature of life
and each day is accepted as it comes
Uncertainty : continuous threat
that must be fought
Low stress – subjective feeling of
well-being
High stress – subjective feeling of
anxiety
Aggression and emotions must not
be shown
Aggression and emotions may be
shown at proper times
Comfortable in ambiguous situations
and with unfamiliar risk
Fear of ambiguous situations and
of unfamiliar risk
There should not be more rules than
necessary
Emotional need for rules, even if
they never work
Precision and punctuality have to be
learned
Precision and punctuality come
naturally
Tolerance to innovation
Resistance to innovation
Motivation by achievement
Motivation by security
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
27
Uncertainty Avoidance
Desire for stability
High
Culture defined
Greece
Japan
France
Korea
Arab Countries
Germany
Australia
Canada
US
UK
India
Denmark
Singapore
Low
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
28
Uncertainty Avoidance
Example
Culture defined
 A company from France (high uncertainty avoidance) is
considering investing in Denmark (low uncertainty
avoidance)
86
80
60
40
23
20
Uncertainty Avoidance Index
100
0
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
France
Denmark
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
29
Uncertainty Avoidance
Example (cont.)
Culture defined
Hofstede’s dimensions
Communication tips for the French manager:
1)
Try to be more flexible or open in his approach to new ideas than he
may be used to
2)
Be prepared to push through agreed plans quickly as they would be
expected to be realized as soon as possible
3)
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Allow employees the autonomy and space to execute their tasks on
their own; only guidelines and resources will be expected of him
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
30
Individualism
Culture defined
Hofstede’s dimensions
1) Power Distance
Individualism – The tendency of people to look after
2) Uncertainty Avoidance
themselves and their immediate family and neglect the
3) Individualism
needs of society
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
31
Individualism
Low individualism
High individualism
Culture defined
Individuals learn to think in terms
of “we”
Individuals learn to think in terms
of “I”
High-context communication
Low-context communication
Diplomas provide entry to higher
status groups
Diplomas increase economic
worth and/or self- respect
Relationship employer- employee
is perceived in moral terms, like a
family
Relationship employer-employee
is a contract based on mutual
advantage
Hiring and promotion decisions
take employees’ ingroup into
account
Hiring and promotion are
supposed to be based on skills
and rules only
Management is management of
groups
Management is management of
individuals
Relationship prevails over task
Task prevails over relationship
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
32
Individualism
High
Culture defined
Australia
US
UK
Canada
France
Germany
Spain
Japan
Mexico
Italy
Korea
Singapore
Low
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
33
Individualism
Example
Culture defined
 A company from UK (high individualism) is considering
investing in Mexico (low individualism)
100
96
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
80
40
23
20
0
Individualism Index
60
4) Masculinity
5) Long-term orientation
Implications
Criticism
UK
Mexico
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
34
Individualism
Example (cont.)
Culture defined
Hofstede’s dimensions
Communication tips for the UK manager:
1) Power Distance
1)
Note that individuals have a strong sense of responsibility for their family
2) Uncertainty Avoidance
2)
Remember that praise should be directed to a team rather than
3) Individualism
individuals
3)
Understand that promotions depend upon seniority and experience
4)
Be aware that the decision making process will be rather slow, as many
4) Masculinity
5) Long-term orientation
members across the hierarchy need to be consulted
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
35
Masculinity
Culture defined
Hofstede’s dimensions
1) Power Distance
Masculinity – The tendency within a society to emphasize
traditional gender roles
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
36
Masculinity
Low masculinity
High masculinity
Culture defined
Dominant values: caring for others
and preservation
Dominant values: material success
and progress
People and warm relationships are
important
Money and things are important
Sympathy for the weak
Sympathy for the strong
2) Uncertainty Avoidance
In family, both fathers and mothers
deal with facts and feelings
In family, fathers deal with facts
and mothers with feelings
3) Individualism
Stress on equality, solidarity , and
quality of work life
Stress on equity, competition
among colleagues and
performance
Managers use intuition and strive
for consensus
Managers are expected to be
decisive and assertive
Resolution of conflicts by
compromise and negotiation
Resolution of conflicts by fighting
them out
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
4) Masculinity
5) Long-term orientation
Implications
Criticism
37
Masculinity
High
Culture defined
Japan
Mexico
Germany
UK
US
Arabia
France
Korea
Portugal
Denmark
Sweden
Low
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
38
Masculinity
Example
Culture defined
 A company from Denmark ( low masculinity) is
considering investing in Mexico (high masculinity)
100
91
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
60
4) Masculinity
Masculinity Index
80
40
20
8
0
Denmark
Mexico
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
5) Long-term orientation
Implications
Criticism
39
Masculinity
Example (cont.)
Culture defined
Hofstede’s dimensions
Communication tips for the Danish manager :
1) Power Distance
1)
Be aware that people will discuss business anytime, even at social gatherings
2) Uncertainty Avoidance
2)
Avoid asking personal questions in business situations
3) Individualism
3)
Take into account that people are not interested in developing closer friendships
4)
Communicate directly, unemotionally and concisely
5)
In order to assess others use professional identity, not family or contacts
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
40
Long- term orientation
Culture defined
Hofstede’s dimensions
1) Power Distance
Long- term orientation – A basic orientation towards time that
values patience
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
41
Long- term orientation
Short- term orientation
Respect for traditions
Long-term orientation
Adaptation of traditions to a
modern context
Little money available for
investment
Funds available for investment
Quick results expected
Perseverance towards slow
results
Respect for social and status
obligations regardless of cost
Respect for social and status
obligations within limits
Concern with possessing the Truth
Concern with respecting the
demands of Virtue
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
42
Implications
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
International Management
Work Centrality
Culture defined
 How important is work?
Hofstede’s dimensions
1) Power Distance
Germany
Netherlands
2) Uncertainty Avoidance
Belgium
3) Individualism
United States
4) Masculinity
Israel
5) Long-term orientation
Japan
0
1
2
Work Centrality
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Implications
Criticism
44
What do people value in work?
Culture defined
Cultural
Context
High power
distance
High
individualism
High
uncertainty
avoidance
High
masculinity
Dominant Work
Motivators
Conform to
norms and rules
Autonomy
Security
Pay
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
Meet moral
obligations to
leaders
Challenging
work
Clear
organizational
hierarchy
Training
opportunities
3) Individualism
4) Masculinity
Advancement
Example
Mexico
United States
Achievement
Belgium
Japan
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
45
Employees and Leaders
Leadership Issue
Low Power Distance
Medium Power
Distance
High Power Distance
Subordinate’s
Dependence Needs
Weak dependence on
superiors
Moderate dependence
on superiors
Heavy dependence on
superiors
Consultation
Strongly expected as
part of superior’s role
Expect consultation, but
will accept autocratic
leadership
Expect autocratic
leadership
Ideal Superior
A democrat
A moderate democrat
An autocratic or a
paternalistic father
figure
Laws and Rules
Apply to superiors and
subordinates
Apply to all, but
superiors have some
privileges
Superiors are above the
law and take advantages
of privileges
Accepted as symbolic of
authority
Very important
contributions to the
authority of superiors
Status Symbols
Viewed as not
appropriate
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
46
Employees and Leaders
Leadership Issue
Low Power Distance
Medium Power
Distance
High Power Distance
Subordinate’s
Dependence Needs
Weak dependence on
superiors
Moderate dependence
on superiors
Heavy dependence on
superiors
Consultation
Strongly expected as
part of superior’s role
Expect consultation, but
will accept autocratic
leadership
Expect autocratic
leadership
Ideal Superior
A democrat
A moderate democrat
An autocratic or a
paternalistic father
figure
Laws and Rules
Apply to superiors and
subordinates
Apply to all, but
superiors have some
privileges
Superiors are above the
law and take advantages
of privileges
Accepted as symbolic of
authority
Very important
contributions to the
authority of superiors
Status Symbols
Viewed as not
appropriate
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
47
Leadership Styles
Cultural
Context
Low PD & low
UA
High PD & low
UA
Low PD & high
UA
High PD & high
UA
Leader Type
“The
Democrat”
“The Master”
“The
Professional”
“The Boss”
Recommended
Leadership
Styles
Supportive
Directive
Directive
Directive
Participative
Supportive
Supportive
Achievement
Great Britain
Germany
1) Power Distance
3) Individualism
Participative
China
Hofstede’s dimensions
2) Uncertainty Avoidance
France
4) Masculinity
5) Long-term orientation
Power Distance
Example
Culture defined
Implications
Criticism
Uncertainty Avoidance
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
48
Leadership Styles
Cultural
Context
Low PD & low
UA
High PD & low
UA
Low PD & high
UA
High PD & high
UA
Leader Type
“The
Democrat”
“The Master”
“The
Professional”
“The Boss”
Recommended
Leadership
Styles
Supportive
Directive
Directive
Directive
Participative
Supportive
Supportive
Achievement
Great Britain
Germany
1) Power Distance
3) Individualism
Participative
China
Hofstede’s dimensions
2) Uncertainty Avoidance
France
4) Masculinity
5) Long-term orientation
Power Distance
Example
Culture defined
Implications
Criticism
Uncertainty Avoidance
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
49
Leadership Styles
Cultural
Context
Low PD & low
UA
High PD & low
UA
Low PD & high
UA
High PD & high
UA
Leader Type
“The
Democrat”
“The Master”
“The
Professional”
“The Boss”
Recommended
Leadership
Styles
Supportive
Directive
Directive
Directive
Participative
Supportive
Supportive
Achievement
Great Britain
Germany
1) Power Distance
3) Individualism
Participative
China
Hofstede’s dimensions
2) Uncertainty Avoidance
France
4) Masculinity
5) Long-term orientation
Power Distance
Example
Culture defined
Implications
Criticism
Uncertainty Avoidance
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Leadership Styles
Cultural
Context
Low PD & low
UA
High PD & low
UA
Low PD & high
UA
High PD & high
UA
Leader Type
“The
Democrat”
“The Master”
“The
Professional”
“The Boss”
Recommended
Leadership
Styles
Supportive
Directive
Directive
Directive
Participative
Supportive
Supportive
Achievement
Great Britain
Germany
1) Power Distance
3) Individualism
Participative
China
Hofstede’s dimensions
2) Uncertainty Avoidance
France
4) Masculinity
5) Long-term orientation
Power Distance
Example
Culture defined
Implications
Criticism
Uncertainty Avoidance
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Organizational Structures
Culture defined
Adhocracy




Flat organizational pyramid
People can tolerate ambiguity in organizational roles
Less need for formalized rules and regulations
Distance between management and workers tends to be
small
2.
Professional Bureaucracy
3.
Full Bureaucracy
4.
Family Bureaucracy
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Power Distance
1.
Implications
Criticism
Uncertainty Avoidance
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Organizational Structures
1.
Adhocracy
2.
Professional Bureaucracy



Culture defined
Hofstede’s dimensions
Standardization of skills
Centralized decision making
Order and compartmentalization
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
Full Bureaucracy
4.
Family Bureaucracy
4) Masculinity
5) Long-term orientation
Power Distance
3.
Implications
Criticism
Uncertainty Avoidance
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
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Organizational Structures
Culture defined
1.
Adhocracy
2.
Professional Bureaucracy
Hofstede’s dimensions
3.
Full Bureaucracy
1) Power Distance


4.
The most formalized
Organization dominated by rules, procedures and
hierarchical relationships
Standardization of the work process
Predictability & control
Family Bureaucracy
Power Distance


2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
Uncertainty Avoidance
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
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Organizational Structures
Culture defined
1.
Adhocracy
2.
Professional Bureaucracy
Hofstede’s dimensions
3.
Full Bureaucracy
1) Power Distance
Family Bureaucracy






Parallels an extended family: dominant father figure
Small
Less specialization of roles
Control: personal supervision
Direct contact
Highly centralized decision making
Power Distance
4.
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Implications
Criticism
Uncertainty Avoidance
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
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Criticism
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
International Management
Criticism
Culture defined
Single company
Hofstede’s dimensions
Time dependent
Non-exhaustive
Business culture,
not values culture
Partial geographic
coverage
Western bias
Attitudinal rather than
behavioral measures
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
Ecological fallacy
Implications
Criticism
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
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Discussion Questions
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
International Management
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Discussion Questions
1.
Do you notice any cultural differences among your classmates?
How do those differences affect the class environment and your
group projects?
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
2.
Give some examples of cultural differences in the interpretation
of body language. What is the role of such nonverbal
communication in business relationships?
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Implications
Criticism
59
Discussion Questions
1.
Do you notice any cultural differences among your classmates?
How do those differences affect the class environment and your
group projects?
Culture defined
Hofstede’s dimensions
1) Power Distance
2) Uncertainty Avoidance
3) Individualism
4) Masculinity
5) Long-term orientation
2.
Give some examples of cultural differences in the interpretation
of body language. What is the role of such nonverbal
communication in business relationships?
International Management / Andreea Dicu - Carmen Neghina - Alina Oprea - Teodora Vasileva
Implications
Criticism
60
References
Andreea Dicu – Carmen Neghina - Alina Oprea - Teodora Vasileva
International Management
References
Cullen, J. (2002). Multinational Management, 2nd ed. Ohio: Sounth-Western Thomson
Learning.
Deresky, H. (2003). International Management , 4th ed. New Jersey: Prentice Hall.
Harris, P. & Moran, R. (2000). Managing cultural differences. Houston: Gulf Publishing
Company.
Hofstede, G. (1982). Culture’s Consequences. International Differences in Work-Related
Values. Newbury Park: SAGE Publications.
Hofstede, G. (1997). Cultures and organizations: software of the mind. New York:
McGraw Hill.
Intercultural Business Communication. Retrieved March 1, 2008 from Kwintessential
Cross Cultural Solutions
Website: http://www.kwintessential.co.uk/intercultural-businesscommunication/tool.php?culture1=17&culture2=17
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Thank you for your attention!
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