mib 3 cultural dimensions

8/3/2019 MIB 3 Cultural Dimensions

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MIB-3

Cultural Dimensions



Geert Hofstede’s CulturalDimensions

• National cultures can be described

according to the analysis of GeertHofstede. These ideas were first basedon a large research project into nationalculture differences across subsidiaries of

a multinational corporation (IBM) in 64countries. Subsequent studies by otherscovered students in 23 countries, elitesin 19 countries, commercial airline pilotsin 23 countries, up-market consumers in

15 countries, and civil service managersin 14 countries. Together these studiesidentified and validated fourindependent dimensions of national

culture differences, with a fifthdimension added later



Dimensions are

• Hofstede has found five dimensions of culture in his study of national workrelated values. Replication studies have

yielded similar results, pointing tostability of the dimensions across time. The dimensions are:

• Power Distance

• Individualism• Masculinity• Uncertainty Avoidance• Long-Term Orientation

http://en.wikipedia.org/wiki/Culture

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/masculinity/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/uncertainty-avoidance-index/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/long-term-orientation/


http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/uncertainty-avoidance-index/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/masculinity/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/

http://en.wikipedia.org/wiki/Culture



Small vs. large power distance • Power Distance Index (PDI) focuses

on the degree of equality, or inequality,between people in the country's society.A High Power Distance rankingindicates that inequalities of power andwealth have been allowed to grow withinthe society. These societies are morelikely to follow a caste system that doesnot allow significant upward mobility of its citizens. A Low Power Distance ranking indicates the society de-emphasizes the differences between

citizen's power and wealth. In thesesocieties e ualit and o ortunit for

























• In cultures with small power distance(e.g. Australia, Austria, Denmark,

Ireland, Israel, New Zealand), peopleexpect and accept power relationsthat are more consultative or

democratic.• People relate to one another more

as equals regardless of formal

positions.• Subordinates are more comfortable

with and demand the right to

contribute to and critique the




http://en.wikipedia.org/wiki/Australia

http://en.wikipedia.org/wiki/Austria

http://en.wikipedia.org/wiki/Denmark

http://en.wikipedia.org/wiki/Republic_of_Ireland

http://en.wikipedia.org/wiki/Israel

http://en.wikipedia.org/wiki/New_Zealand

http://en.wikipedia.org/wiki/New_Zealand

http://en.wikipedia.org/wiki/Israel

http://en.wikipedia.org/wiki/Republic_of_Ireland

http://en.wikipedia.org/wiki/Denmark

http://en.wikipedia.org/wiki/Austria

http://en.wikipedia.org/wiki/Australia



• In cultures with large power distance(e.g. Malaysia, India ), the lesspowerful accept power relations thatare autocratic or paternalistic.Subordinates acknowledge the power

of others based on their formal,hierarchical positions. Thus, Small vs.Large Power Distance does not

measure or attempt to measure aculture's objective, "real" powerdistribution, but rather the way

people perceive power differences.

http://en.wikipedia.org/wiki/Malaysia

http://en.wikipedia.org/wiki/Malaysia



Individualism vs. collectivism • Individualism (IDV) focuses on the

degree the society reinforces individualor collective, achievement andinterpersonal relationships.

• A Low Individualism ranking typifies

societies of a more collectivist naturewith close ties between individuals. These cultures reinforce extendedfamilies and collectives where everyonetakes responsibility for fellow membersof their group.

• A High Individualism ranking indicatesthat individuality and individual rightsare paramount within the society.Individuals in these societies may tend



• How much members of the culturedefine themselves apart from their

group memberships. In individualist cultures, people are expected to developand display their individual personalitiesand to choose their own affiliations

• In collectivist cultures, people aredefined and act mostly as a member of a long-term group, such as the family, areligious group, an age cohort, a town,or a profession, among others. Thisdimension was found to move towardsthe individualist end of the spectrumwith increasing national wealth.

http://en.wikipedia.org/wiki/Individualism

http://en.wikipedia.org/wiki/Collectivism

http://en.wikipedia.org/wiki/Collectivism

http://en.wikipedia.org/wiki/Individualism



Masculinity vs. femininity

• Masculinity (MAS) focuses on the degreethe society reinforces, or does not reinforce,the traditional masculine work role model of male achievement, control, and power.

• A High Masculinity ranking indicates the

country experiences a high degree of genderdifferentiation. In these cultures, malesdominate a significant portion of the societyand power structure, with females beingcontrolled by male domination.

• A Low Masculinity ranking indicates thecountry has a low level of differentiation anddiscrimination between genders. In thesecultures, females are treated equally tomales in all aspects of the society.



• The value placed on traditionally male orfemale values (as understood in most

Western cultures). In so-called 'masculine'cultures, people (whether male or female)value competitiveness, assertiveness,ambition, and the accumulation of wealth

and material possessions.• In so-called 'feminine' cultures, people (again

whether male or female) value relationships and quality of life.

•

This dimension is often renamed by users of Hofstede's work, e.g. to Quantity of Life vs.Quality of Life. Another reading of the samedimension holds that in 'M' cultures, thedifferences between gender roles are moredramatic and less fluid than in 'F' cultures;

http://en.wikipedia.org/wiki/Competitiveness

http://en.wikipedia.org/wiki/Assertiveness

http://en.wikipedia.org/wiki/Ambition

http://en.wikipedia.org/wiki/Wealth

http://en.wikipedia.org/wiki/Interpersonal_relationship

http://en.wikipedia.org/wiki/Quality_of_life

http://en.wikipedia.org/wiki/Quality_of_life

http://en.wikipedia.org/wiki/Interpersonal_relationship

http://en.wikipedia.org/wiki/Wealth

http://en.wikipedia.org/wiki/Ambition

http://en.wikipedia.org/wiki/Assertiveness

http://en.wikipedia.org/wiki/Competitiveness



Uncertainty Avoidance• Uncertainty Avoidance Index (UAI)

focuses on the level of tolerance foruncertainty and ambiguity within the society- i.e. unstructured situations.

• A High Uncertainty Avoidance ranking

indicates the country has a low tolerance foruncertainty and ambiguity. This creates arule-oriented society that institutes laws,rules, regulations, and controls in order toreduce the amount of uncertainty.

•A Low Uncertainty Avoidance rankingindicates the country has less concern aboutambiguity and uncertainty and has moretolerance for a variety of opinions. This isreflected in a society that is less rule-

oriented, more readily accepts change, and



• Weak vs. strong uncertainty avoidance • How much members of a society are

anxious about the unknown, and as aconsequence, attempt to cope withanxiety by minimizing uncertainty.

• In cultures with strong uncertaintyavoidance, people prefer explicit rules

(e.g. about religion and food) andformally structured activities, andemployees tend to remain longer withtheir present employer.

• In cultures with weak uncertaintyavoidance, people prefer implicit orflexible rules or guidelines and informalactivities. Employees tend to change

employers more frequently.



Long-Term Orientation• Long-Term Orientation (LTO) focuses on

the degree the society embraces, or does notembrace, long-term devotion to traditional,forward thinking values.

• A High Long-Term Orientation ranking

indicates the country prescribes to thevalues of long-term commitments andrespect for tradition. This is thought tosupport a strong work ethic where long-term

rewards are expected as a result of today'shard work. However, business may takelonger to develop in this society, particularlyfor an "outsider". In long term orientedsocieties, people value actions and attitudesthat affect the future:



• A Short -Term Orientation rankingindicates the country does not

reinforce the concept of long-term,traditional orientation. In this culture,change can occur more rapidly aslong-term traditions and

commitments do not becomeimpediments to change.

• In short term oriented societies,

people value actions and attitudesthat are affected by the past or thepresent: normative statements,immediate stability, protecting one's

own face, respect for tradition, and

http://en.wikipedia.org/wiki/Reciprocation



Edward T. Hall's TimeOrientations

• Anthropologist Edward T. Hall’s

concept of polychronic versusmonochronic time orientationdescribes how cultures structure

their time.• The monochronic time concept

follows the notion of “one thing at a

time”, while the polychronicconcept focuses on multiple tasksbeing handled at one time, and time

is subordinate to interpersonal



MonochronicCulture

PolychronicCulture

InterpersonalRelations Interpersonalrelations aresubordinate topresent

schedule

Presentschedule issubordinateto

interpersonalrelations

Activity Co-ordination

Schedule co-ordinatesactivity;appointment

time is rigid.

Interpersonalrelationscoordinateactivity;

appointmenttime is flexible



Task Handling

One task at atime

Many tasksare handled

simultaneously

Breaks andPersonal Time

Breaks andpersonal timearesacrosanctregardless of

personal ties.

Breaks andpersonal timearesubordinate topersonal ties.

TemporalStructure

Time isinflexible; timeis tangible

Time isflexible; time isfluid

Work/person Work time is Work time is



Work/personal timeseparability

Work time isclearlyseparable

frompersonaltime

Work time isnot clearlyseparable

frompersonaltime

OrganisationalPerception

Activities areisolated fromorganisation asa whole; tasks

are measuredby output intime(activity perhour or

Activities areintegrated intoorganisation asa whole; tasks

are measuredas part of overallorganisationalgoal



The Culture-

Communalization Link •

Trust in communication :Effective communication andcollaboration in alliances acrossnational boundaries depend upon

the informal understanding andtrust the parties develop betweenthem .

•

The meaning of trust and how itdeveloped and communicated varyacross societies.

• In China & Japan the businesstransaction are based on network



• In US it is based on formal contract and

arm length relationship .• When there is trust between parties,,

implicit understanding arises withincommunication.

• Guidelines to cultivate trust:

– Create a clear and calculated basisfor mutual benefits

– Improve predictability, resolveconflict and keep communicationopen

– Develop mutual bonding throughsocializin and friendl contacts.



Cultural Variables in the

Communication Process • Attitude: it underline the way we

behave and communicate and theway we interpret message from

others. Ethnocentric attitude are asource of noise in the in the crosscultural Communication.

• Stereotyping : it occurs when aperson assume that every member of a society or subculture has the samecharacteristic or traits.



• Social Organization: perception can

be influenced by difference in values,approach or priorities relative to kind of social organization.

• Thought pattern : Logical progression

od reasoning varies widely around theworld and greatly affects thecommunication process .

• Language:Spoken or written languageis often cause of miscommunication , itarises from person inability to speaklocal language, poor translation, use of

Idioms



• Roles: Societies differ in the

perception of role a manager play.It is because of perception of whoshould make the decision and who

has the responsibility for what.American assume the role of manager to delegate

responsibility, to foster autonomyand to practice participativemanagement. Geek- Manager isthe boss to give orders andsubordinated to follow the orders.



• Non verbal Behavior : – Kinesics Behavior : body

movements-posture, gesture, facialexpression and eye contacts

– Proxemics: Influence of proximityand space (personal or office) on

communication – Paralanguage : how something is

said –rate, tone and influence of voice, noise, laughing, yawning etc

– Object language: how wecommunicate through materialsartifacts, office design , architecture ,furniture, clothing's, cars etc



Managing Cross culturalCommunication

• Developing cultural sensitivity :while sending a message, managermust understand the receiver and

encode the message in the form thatwill most likely to be understood asintended .The manager must

understand the cultural baggage andhow it affect the the communicationprocess.



•Careful encoding: In translatinghis / her intended meaning in tosymbols and the sender must use

the words, pictures,or gesturesthat are appropriate to thereceiver's frame of references.Sender should avoid

use of idioms and regional sayings.



• Selective transmission: Type of

medium chosen for messagedepend upon the nature of themessage, its level of importance,

the context,and expectation of thereceiver, the timing involved ,need for personal interaction andother factors.typical mediaincludes, emails, letters or memos,reports,meetings, telephone calls,teleconferencing,

videoconferencing or face to face



• Care full decoding of

Feedback: Timely and effectivefeedback channels can also be setup to assess a firm’s generalcommunication about theprogression of its business andits general managementprinciples .The best means of

getting feedback is through faceto face interaction.

• Decoding is the process of

translating the received symbol



• The receiver misinterprets themessage.

• The receiver encode his or herreturn message incorrectly.

•

Sender misinterprets thefeedback .

•

Two way communication is thusessential for important issues sothat successive efforts can bemade until an under standing hasbeen achieved .



• Follow up Actions : Managers

communicate through both actionsand inaction. There to keep openthe lines of communication ,

feedback and trust , manager mustfollow through with action on whathas been discussed and thenagreed upon.

• The following points should be keptin mind

-Respect



• Orientation to knowledge

• Empathy

•

Interaction management• Tolerance for ambiguity

• Other –oriented role behavior

mib 3 cultural dimensions

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