mib ms203 3 cultural dimensions

8/8/2019 MIB MS203 3 Cultural Dimensions

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MIB-3

Cultural Dimensions



Geert Hofstedes Cultural Dimensions

National cultures can be described according tothe analysis of Geert Hofstede. These ideas werefirst based on a large research project intonational culture differences across subsidiaries of a multinational corporation (IBM) in 64 countries.

Subsequent studies by others covered students in23 countries, elites in 19 countries, commercialairline pilots in 23 countries, up-marketconsumers in 15 countries, and civil servicemanagers in 14 countries. Together these studies

identified and validated four independentdimensions of national culture differences, with afifth dimension added later



Dimensions are

Hofstede has found five dimensions of culture inhis study of national work related values.Replication studies have yielded similar results,

pointing to stability of the dimensions acrosstime. The dimensions are:

Power Distance Individualism

Masculinity Uncertainty Avoidance Long-Term Orientation



Small vs. large power distance

Power Distance Index (PDI) focuses on thedegree of equality, or inequality, between peoplein the country's society. A High Power Distanceranking indicates that inequalities of power and

wealth have been allowed to grow within thesociety. These societies are more likely to follow acaste system that does not allow significantupward mobility of its citizens. A Low Power

Distance ranking indicates the society de-emphasizes the differences between citizen'spower and wealth. In these societies equality andopportunity for everyone is stressed.



In cultures with small power distance (e.g.

Australia, Austria, Denmark, Ireland, Israel,New Zealand), people expect and accept

power relations that 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 critiquethe decisions of those in power.



In cultures with large power distance (e.g.

Malaysia, India ), the less powerful acceptpower relations that are 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 a culture's objective, "real" power

distribution, but rather the way peopleperceive power differences.



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

society reinforces individual or collective,achievement and interpersonal relationships.

A Low Individualism ranking typifies societies of a more collectivist nature with close ties between

individuals. These cultures reinforce extendedfamilies and collectives where everyone takesresponsibility for fellow members of their group.

A High Individualism ranking indicates that

individuality and individual rights are paramountwithin the society. Individuals in these societiesmay tend to form a larger number of looserrelationships



How much members of the culture definethemselves apart from their group memberships.In individualist cultures, people are expected todevelop and display their individual personalitiesand to choose their own affiliations

In collectivist cultures, people are defined and actmostly as a member of a long-term group, suchas the family, a religious group, an age cohort, atown, or a profession, among others. Thisdimension was found to move towards theindividualist end of the spectrum with increasingnational wealth.



Masculinity vs. femininity

Masculinity (MAS) focuses on the degree the societyreinforces, or does not reinforce, the traditionalmasculine work role model of male achievement,control, and power.

A High Masculinity ranking indicates the country

experiences a high degree of gender differentiation. Inthese cultures, males dominate a significant portion of the society and power structure, with females beingcontrolled by male domination.

A Low Masculinity ranking indicates the country has a

low level of differentiation and discrimination betweengenders. In these cultures, females are treated equallyto males in all aspects of the society.



The value placed on traditionally male or female values(as understood in most Western cultures). In so-called'masculine' cultures, people (whether male or female)value competitiveness, assertiveness, ambition, andthe 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 same dimension holds that in

'M' cultures, the differences between gender roles aremore dramatic and less fluid than in 'F' cultures; butthis strongly depends on other dimensions as well.



Uncertainty Avoidance

Uncertainty Avoidance Index (UAI) focuses on thelevel of tolerance for uncertainty and ambiguity withinthe society - i.e. unstructured situations.

A High Uncertainty Avoidance ranking indicates thecountry has a low tolerance for uncertainty and

ambiguity. This creates a rule-oriented society thatinstitutes laws, rules, regulations, and controls in orderto reduce the amount of uncertainty.

A Low Uncertainty Avoidance ranking indicates thecountry has less concern about ambiguity and

uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes moreand greater risks.



W eak vs. strong uncertainty avoidance

How much members of a society are anxious

about the unknown, and as a consequence,attempt to cope with anxiety by minimizinguncertainty.

In cultures with strong uncertainty avoidance,people prefer explicit rules (e.g. about religionand food) and formally structured activities, andemployees tend to remain longer with theirpresent employer.

In cultures with weak uncertainty avoidance,

people prefer implicit or flexible rules orguidelines and informal activities. Employeestend to change employers more frequently.



Long-Term Orientation

Long-Term Orientation (LTO) focuses on the degree thesociety embraces, or does not embrace, long-termdevotion to traditional, forward thinking values.

A High Long-Term Orientation ranking indicates thecountry prescribes to the values of long-term

commitments and respect for tradition. This is thoughtto support a strong work ethic where long-termrewards are expected as a result of today's hard work.However, business may take longer to develop in this

society, particularly for an "outsider". In long termoriented societies, people value actions and attitudesthat affect the future: persistence/perseverance, thrift,and shame.



A Short -Term Orientation ranking indicatesthe country does not reinforce the concept of

long-term, traditional orientation. In thisculture, change can occur more rapidly aslong-term traditions and commitments do notbecome impediments to change.

In short term oriented societies, people valueactions and attitudes that are affected by thepast or the present: normative statements,

immediate stability, protecting one's own face,respect for tradition, and reciprocation of greetings, favors, and gifts.



Edward T. Hall's Time Orientations

Anthropologist Edward T. Halls concept of polychronic versus monochronic time

orientation describes how cultures structure

their time.

The monochronic time concept follows the

notion of one thing at a time, while the

polychronic concept focuses on multiple tasks

being handled at one time, and time issubordinate to interpersonal relations.



Monochronic

Culture

Polychronic

Culture

Interpersonal

Relations

Interpersonal

relations are

subordinate to

present schedule

Present schedule

is subordinate

to interpersonal

relations

Activity Co-

ordination

Schedule co-

ordinates

activity;appointment

time is rigid.

Interpersonal

relations

coordinateactivity;

appointment

time is flexible



Task Handling One task at a

time

Many tasks are

handledsimultaneously

Breaks and

Personal Time

Breaks and

personal time aresacrosanct

regardless of

personal ties.

Breaks and

personal time aresubordinate to

personal ties.

Temporal

Structure

Time is inflexible;

time is tangible

Time is flexible;

time is fluid



Work/personal

time separability

Work time is

clearly separable

from personal

time

Work time is not

clearly separable

from personal

time

Organisational

Perception

Activities are

isolated from

organisation as a

whole; tasks

are measured by

output in time

(activity per hour

or minute)

Activities are

integrated into

organisation as a

whole; tasks

are measured as

part of overall

organisational

goal



The Culture- Communalization Link Trust in communication : Effective

communication and collaboration inalliances across national boundariesdepend upon the informal understandingand trust the parties develop betweenthem .

The meaning of trust and how it developed

and communicated vary across societies. In China & Japan the business transaction

are based on network of long standingrelationship developed on trust.



In US it is based on formal contract and arm

length relationship .

When there is trust between parties,, implicit

understanding arises within communication.

Guidelines to cultivate trust: ± Create a clear and calculated basis for mutual

benefits

± Improve predictability, resolve conflict and

keep communication open

± Develop mutual bonding through socializing

and friendly contacts.



Cultural Variables in the Communication

Process

Attitude: it underline the way we behave andcommunicate and the way we interpretmessage from others. Ethnocentric attitude

are a source of noise in the in the crosscultural Communication.

Stereotyping : it occurs when a personassume that every member of a society orsubculture has the same characteristic ortraits.



Social Organization: perception can be

influenced by difference in values, approach orpriorities relative to kind of social organization.

Thought pattern : Logical progression od

reasoning varies widely around the world and

greatly affects the communication process .

Language:Spoken or written language is often

cause of miscommunication , it arises from

person inability to speak local language, poor

translation, use of Idioms



R

oles: Societies differ in the perception of role a manager play. It is because of

perception of who should make the

decision and who has the responsibility for

what. American assume the role of manager to delegate responsibility, to

foster autonomy and to practice

participative management. Geek- Manageris the boss to give orders and subordinated

to follow the orders.



Non verbal Behavior :

± Kinesics Behavior : body movements-posture,gesture, facial expression and eye contacts

± Proxemics: Influence of proximity and space(personal or office) on communication

± Paralanguage : how something is said rate,tone and influence of voice, noise, laughing,yawning etc

± Object language: how we communicatethrough materials artifacts, office design ,

architecture , furniture, clothing's, cars etc



Managing Cross cultural Communication

Developing cultural sensitivity : while sending

a message, manager must understand the

receiver and encode the message in the form

that will most likely to be understood as

intended .The manager must understand the

cultural baggage and how it affect the the

communication process.



Careful encoding: In translating his / her

intended meaning in to symbols and the

sender must use the words, pictures,or

gestures that are appropriate to thereceiver's frame of references.Sender

should avoid use of idioms and regional

sayings.



Selective transmission: Type of medium

chosen for message depend upon the

nature of the message, its level of

importance, the context,and expectation of

the receiver, the timing involved , need forpersonal interaction and other

factors.typical media includes, emails,

letters or memos, reports,meetings,

telephone calls, teleconferencing,

videoconferencing or face to face

conversation.



Care full decoding of Feedback:Timely and

effective feedback channels can also be setup to assess a firms general

communication about the progression of

its business and its general management

principles .The best means of getting

feedback is through face to face

interaction.

Decoding is the process of translating the

received symbol into interpreted message.

The main causes of incongruence are:



The receiver misinterprets the message.

The receiver encode his or her returnmessage incorrectly.

Sender misinterprets the feedback .

Two way communication is thus essential

for important issues so that successive

efforts can be made until an under standinghas been achieved .



Follow up Actions : Managers

communicate through both actions and

inaction. There to keep open the lines of

communication , feedback and trust ,

manager must follow through with actionon what has been discussed and then

agreed upon.

The following points should be kept in mind-Respect

-Interaction posture



Orientation to knowledge

Empathy

Interaction management Tolerance for ambiguity

Other oriented role behavior

mib ms203 3 cultural dimensions

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