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Dimensions of Culture - Coggle Diagram
Dimensions of Culture
3 Cultural Models
Hofstede's model of national culture
Fons Trompenaars and Hampden-Turner's 7d cultural model
GLOBAL national culture framework
Hofstede’s Cultural Dimensions
Power distance
How a society deals with the fact that people are unequal in physical and intellectual capabilities
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 is distributed unequally.
Shows the difference between people in a society.
Ø Difference in authority, power, influence
2 types
Low Power Distance
All people should be
independent.
Superiors consider subordinates to be “people like me”
Superiors are accessible
All should have equal rights.
High Power Distance
few people should be independent; most should be dependent.
Superiors consider subordinates to be a different kind of people
Superiors are inaccessible.
Power-holders are entitled to privileges.
Individualism versus collectivism
How different cultures socialize their members into accepting ambiguous situations and tolerating uncertainty
2 tyoes
Individualism
The tendency of people to look after themselves and their immediate family only
wealthier, protestant work ethic, greater individual initiative promotions based on market value
Collectivism
Belong to groups or collectives and to look after each other in exchange for loyalty
poorer, less support of Protestant work ethic, less individual initiative, promotions based on seniority
Uncertanty avoidance
Focuses on relationship between the individual and his or her fellows.
The extend to which people feel threatened by ambiguous situations, tolerate uncertainty and have created beliefs and institutions that try to avoid thes
2 types
Low UAI
people are more willing to accept risks associated with the unknown,
less structured organizational activities,
fewer written rules
more risk taking by managers
High UAI
people have high need for security
strong belief in experts and their knowledge
structured organizational activities
more written rules
less risk taking by manager
Masculinity versus femiminity
Examines the relationship between gender and work roles
2 types
Masculinity
The dominant values in society
are success, money, and things
competition, challenge, recognition, wealth, Advancement, high stress, tight control
Femininity
A culture in which the dominant values in society are modesty, caring for the weak and quality of life.
cooperation, friendly atmosphere, employment security, low stress,warm interpersonal relationships.
Long term versus short-term orientation
How a culture programs its citizens to accept delayed gratification of their material, social, and emotional need
stands for the fostering of virtues oriented towards future rewards, in particular, perseverance and thrift
2 types
Long-Term Orientation
focused on the future
perseverance
thrift
Short-Term Orientatio
focused on the past
respect for tradition
personal stability
Indulgence versus Restraint
How freely can people satisfy their basic needs and desires, how strict social norms are followed and gratification suppressed and regulated
Expresses the differences between the gratifications’ perspective versus control of essential human needs related to obtaining pleasure from life.
2 types
Indulgence
A tendency to allow to allow relatively free gratification of basic and natural human desires related to enjoying life and having fun.
Restraint
A conviction that such gratification needs to be curbed and regulated by strict social norms
Criticisms of Hofstede’s Model
Inappropriateness of surveys
Surveys in one company – IBM
Reliability and validity
Separation of organizational and occupational/professional cultures
Culture is linked to early socialisation and may differ between and within countries
Temporal specific
Rooted in a positivist paradigm