Hofstede’s Cultural Dimension Model Samples †MyAssignmenthelp.com

Questions: 1.Describe how Hofstedes five cultural dimensions could be used to explain the situation at Lees Company? 2.Discuss what; is anything Lee could do to remain at the company but continue to work in a manner which he felt comfortable. Explain your reasons? 3.How can the Korean Manager deal with more individualistic employees without losing the competitive advantage of the talented workforce? Answers: Professor Hofstedes cultural dimension model is a clear way of understanding the cultural differences that exist in the society. Lees case study explains his challenging situation at work which when described using Hofstedes model appears to be a regular occurrence. 1.The Power Distance Index (PDI) is the kind of gap that exists and is also accepted between those with and without power. A high PDI is people have received the bridge created by power and understand their position in the hierarchical distribution (Luger (2009)) low PDI, on the other hand, comes in when there is the equal and widespread distribution of power exists, and members of the society cannot accept when it is shared unequally. Lee is an employee who is answerable to his manager and has to obey the commands from above for a healthy working environment. There is, therefore, a high PDI in the company as workers have no much say to the running andmanagement of the business (Al-Sharqwi (2004).) Individualism versus collectivism as the name suggests explains the ties people have towards each other in an individual society. A high IDV comes in when people work towards their responsibilities and end up having weak interpersonal communication. Collectivism, on the other hand, people stick with a group and work towards the benefit of everyone involved. Lee seems to have a high IDV as he works alone, completes the chores and that might be the reason as to why he started receiving an unfriendly response(Marcus 2004, June) Masculinity versus femininity exists with the distribution of responsibilities between men and women. A masculine society has the expectations that men should be strong and prosperous, and there is no overlap between their roles and those of women. A feminine society, on the other hand, has a serious duplication and women feel that physical strength can be overcome by the mental intellect (McDonough (2011)). Lee might have masculinity due to the way he works alone to complete his chores before everyone else and head out. Like a mentality in a working relationship might cause issues especially to the people who feel that work should be shared and consulted. Uncertainty Avoidance Index is another dimension that explains the different ways that people deal with anxiety. With a high Uncertainty avoidance, individuals in the society strive to make their lives predictable, and when they cannot control them, they end up putting their fate in a super power like God (Migliore 2011). On a low UAI however, individuals tend to live a relaxed and open life as there is no fear of the unknown. Lees case has a high UAI as he already predicts the future of his working career and that worries him a lot to the extent that he wants to resign. Indulgence versus Restraint usually explains the extent to which a society regulates the behavior of its people. A society based on high IVR allows for individual gratification where everyone is free to have fun and make their own choices. However, on a level IVR, the society regulates peoples behaviors by enforcing strict norms. Lees company maintains a level IVR as he is instructed to get rid of his casual look and follow all the rules that relate to the working environment (Pierenburg (2011)) 2.Considering the dimensions mentioned above, Lee can still maintain his current job and get comfortable. He should first change his perspective about work and observe the people close to him for information. It is clear that Korea is different from Australia in the way people conduct themselves as his behaviors seem to affect others in a negative way (Taras 2010). The power Index should be his first consideration whereby he should be humble and give his superiors all the respect they deserve. It is okay for him to question issues like the decisions made but respectfully to have his voice heard. The reason as to why he is giving good suggestions and none of them are getting implemented might be because of the way he relates to his superiors (Taras 2010) Collectiveness is again an important dimension to consider in working relationship because of a good relationship with the team maneuvers success. Lee should, therefore, involve his colleagues by asking for their views on his projects and engage them in making them feel useful. He should also consider making a personal relationship with each one of them to improve the relationship. The restraint dimension will also apply in this case, and he should try and fit in the group instead of standing out which makes him a target of hatred (Jones 2007). Some employees would like to dye their hair and wear casual jeans as Lee does, but it is not acceptable. When Lee does the opposite of everyone, then the others feel that he thinks of himself unique and thus the kind of treatment he receives. He can, however, suggest to themanagement on the acceptance of casual wear to give everyone an equal basis, and not Lee alone. 3.The Korean manager also has a role to play in ensuring that he can take control of his work force. Some employee like Lee work differently, and since their skills are required, thenmanagement should take all chances to maintain them (Wu 2006.)The manager can, for example, demonstrate to Lee, the importance of team work by comparing the quality of work from an individual and that produced by a group. Since the company requires great ideas in the sectors of finances, sales and marketing, expansion and other areas, then consultation is necessary. Lee should, therefore, be given valid reasons as to why working together brings success in any organizations (Marcus 2004, June) He should also make sure that the employee feels welcome in the environment to allow him to share with the rest of the team. Lee might be shying off from the group due to fear of ridicule and criticism. It is therefore good to encourage the team to receive a new employee and advise him according to the lifestyle of the organization. Hofstedes cultural dimensions are therefore applicable in our day to day activities depending on the perception of the society that everyone resides. Lees case study is a good explanation as to why people should try to understand each others perspective and work towards making everyone comfortable. A working relationship can only be satisfying if the views and ideas of each person are put into consideration. References Al-Sharqwi, SY (2004)., Hofstede's cultural dimensions and work-related values in Kuwait: implications for employment policy. Jones, ML 2007, Hofstede-culturally questionable?. Luger, E (2009), Hofsteede's Cultural Dimensions.,. Mu?nchenGRIN Verlag GmbH. Marcus, AABVJ 2004, June, A practical set of culture dimensions for global user-interface development. In Asia-Pacific Conference on Computer Human Interaction , 252261st edn, Springer, Berlin, Heidelberg. McDonough, S (2011), Connecting visual design and Hofstede's cultural dimensions: the United States, Latin America and Spain. , University of Central Florida. , Orlando, Fla,. Migliore, LA 2011, 'Relation between big five personality traits and Hofstede's cultural dimensions: Samples from the USA and India. ', An International Journal, vol 18(1), no. Cross Cultural Management: , pp. pp.38-54. Pierenburg, K (2011), Critical analysis of Hofstede's model of cultural dimensions to what extent are his findings reliable, valid and applicable to organisations in the 21st century?, Mu?nchen, GRIN Verlag GmbH. Taras, V,KBLASP, 2010, Examining the impact of Culture's consequences: a three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions. Wu, M, 2006., 'Hofstede's cultural dimensions 30 years later: A study of Taiwan and the United States. ', vol 15(1), no. Intercultural Communication Studies, p. p.33.