Leadership
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WEEK9ASSIGNMENT.docxCULTURAL DIMENSION 5
Bruna Martins
BU 521 Organizational Leadership
Instructor: Dr. Michelle L. Clemons
June 2019
CULTURAL DIMENSION 1
Introduction
The globalization of business and the adoption of the latest technological methods across the world has made it easy for business leaders to interact easily. It is now possible for leaders to carry out their business outside their cultural and social norms. For this to be effective, it is crucial for the leaders to comprehend other cultures to avoid any form of interpretations, misapprehension, or miscommunications. Professor Geert Hofstede helped in instituting five major cultural dimensions as the comparative model that allows various nations to compare their norms and values. Defining or describing the following cultural dimensions; uncertainty avoidance index (UAI), power distance (PDI), uncertainty avoidance index (UAI), long-term orientation (LTO), masculinity (MAS) and individualism (IDV).
These concepts would play an essential role in understanding other people’s culture and leadership techniques and skills. It can be noted that Hofstede’s dimension’s model fails to clarify the type of leadership that organizations deserve and should be hired. He presented the most crucial tool that helps in creating awareness of how cultures differ from one nation to another. Culture does not make a leader tremendous or effective, but it is his characteristics and traits that make him fruitful and able to meet his or her set goals on time (McLaurin, 2008). This primary aim of this paper is to assess various cultural dimension and highlighting where I fall in each category.
Dimensions of National Culture
Power Distance Index (PDI) is based on the relationship between employees and leaders in the organization. It is essential to note that a high PDI means that the extent at which a leader is causing the employees to relate or approach their leaders. I fall to this dimension in that I have the ability to approach my boss and communicate effectively with them without any issue as well as solving any problem that may arise between us (McLaurin, 2008).
On the other hand, lower PDI implies that the employees get the motivation to engage with their leaders, knowing that their opinions are important and considered in making any decision in the company. Using this dimension indicates that there are high chances that I will engage the company management with the best ideas that aim at improving its performance. In this dimension, some companies may use lower or middle-class managers to pass the required information to the relevant authority. In most cases, these managers have experience and ability to pass information to higher leadership (Boeing, 2013).
Individualism is the idea that indicates how people have decided to take care of themselves and their family members. In most cases, this relationship is fruitful, and there are higher chances that the company performance will increase. Based on cultural values, people need to work together in accomplishing their set goals and objectives. In this sense intend to have a low IDV, meaning that I have a collectivist culture, members are very committed to one another. In most companies that I have worked with are considered to have a low IDV, I can commit to my working teams as such leaders always experience a very high retention rate and can recruit and train more employees to the programs (Hallale, 2013). On the contrary, some countries such as the United States of America have a very high score; this implies that the nation is very individualistic, and people tend to move away from friends and relatives. Companies adopting IDV are most likely to perform well and go global since employees can mobilize the world.
Masculinity versus Femininity (MAS) implies the difference between cultures, which are based on ‘live to work’ vs. ‘work to live ‘culture. Countries such as Japan have a high score on masculine since it is not easy to find a woman at a leadership position. Men are expected to climb leadership ladders. This has created gender imbalance. As a business leader, I have to be committed to my work to meet the set goals and objectives.
Uncertainty Avoidance Index (UAI) this determined by how the company or community to handle future uncertainty. Nations such as Saudi Arabia are ranked high on these concepts to avoid various forms of uncertainty by adopting Sharia Law and strict laws that are passed from one generation to another (Gallant, 2013). I relate to this dimension because I can come up with the most effective ways of handling uncertainty. This makes it easy for the company to meet its objectives on time.
Long-term orientation (LTO) is another dimension that I found very interesting and most suitable in a business setting (Hofstede, 1993). This concept indicates how society can maintain their traditions and values. In this sense, the past values are maintained or preserved for the future. As a leader, I have to ensure that the company invests its time in research and development (R & D), which has a long term benefit in the organization.
Conclusion
Understanding others culture is essential in ensuring that business goals are met within started time. As noted above, I relate in one way or the other with all five dimensions, which is essential in company performance.
References
Boeing, M., (2013). Analysis of cultural differences and their effects on marketing products in the united states of America and Germany: A cultural approach to marketing using Edward t. Hall and Geert Hofstede. Hamburg, Germany: Anchor Academic Publishing.
Gallant, M., (2013, September 6). The Business of Culture: How Culture Affects Management Around the World. Retrieved from http://www.halogensoftware.com/blog/the-business-of-culture-how-culture-affects-management-around-the-world.
Hallale, N., (2013). The safety of cultures. TCE: The Chemical Engineer, (863), 24-26.
Hofstede, G., (1993). Cultural constraints in management theories. Executive (19389779), 7(1), 81-94. doi:10.5465/AME.1993.9409142061
