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Sunday, March 20, 2016

Hofstede's dimensions have been applied in helping different categories of people to understand different societies. For instance, if different countries have similar measurements of the cultural dimensions then it could mean that the countries follow the same kind of culture. As such the expectations of the individuals should expect the cultures to exhibit the same characteristics. This paper is a comparative study of the cultures that are similar in particular dimensions. Comparison of the countries regarding the five cultural dimensions gives an elaborate picture of the aspects that make up the culture of a particular society.

Power Distance

Power distance, according to Geert Hofstede, defines the levels of inequality that exists between individuals. This is the group that a particular country regards as normal. This dimension provides that all the societies are unequal, and they range from the relatively equal to the extremely uneven. This dimension also estimates the levels of acceptance as dictated by the powerful people in distinct cultures (Hofstede, 2010). As such the power will also be distributed to the less powerful individuals in the community. In cultures that exhibit low power distance, it is most likely that people in that culture will show lower levels equality. As such systems tend to support decentralized forms of government with questionable authority.

In the comparative study identified five countries that have relatively similar measurements regarding power are Egypt with a score of 70, France with a score of 68, Kenya 70, Bulgaria 70and Hong Kong with a score of 68. The score is high depicting that the countries have a hierarchical society that has high inequality rates. Power is not only centralized in the government but also in various companies. People in most of these countries have accepted the status and the roles in the society. Also, the leaders seem to have more than the standard powers in the government systems. A larger percentage of the population has accepted how the society is structured. However, the score lies in the middle of the high score scale meaning that neither of the societies is on the extremes. As such the societies with the high power distance exhibit centralization of the authorities that have an impression that the management is paternalistic, and the culture accepts the hierarchical managements regarding nobility. All the identified countries exhibit somewhat hierarchical systems of governance. In France, the superior people exhibit various privileges that are only enjoyed by the privileged (Müller, Spang & Ozcan, 2009).

Individualism

This is the degree to which the particular people in a society prefer to act and to be seen as entities rather than as people belonging to a particular group. The opposite of individualism is collectivism. This word, however, does not imply to any political connotations. This element estimates the amount of collectivity or individualism that a particular culture exhibits. In individualistic cultures, the individuals have authentic perspective, goals, and the different views of life according to different people. (Geert-hofstede.com, 2016).

The countries that were identified with similar individuality score were Egypt, Kenya, Kuwait, Hong Kong and Saudi Arabia all with a score of 25. According to the performance scale, this is a relatively low score depicting that these are the most of the identified societies are collectivist. This means that individuals in the particular cultures prefer to be in groups as opposed to the individualistic nature (Geert-hofstede.com, 2016). Relationships are therefore crucial in these organizations so as to make sure that the people get along and accomplish the intended goals. Also, people in these cultures find here strength in numbers. They believe that groups play a major role in the success and the operations of the countries. One observable characteristic for example in Hong Kong is that relationships with individual colleagues may be difficult. However in groups the situation is different, and hostility is avoided at all cost when in groups.

Masculinity/Femininity

This is the degree in which all the tough qualities such as assertiveness and success competition and performance are associated with men in the society. The association of such roles with men as opposed to the soft characteristics such as warm personal relationships softness as well as tenderness is connected with women in the society (Geert-hofstede.com, 2016). Since women roles and men roles differ in different countries, it is definite that this is one of the aspects or dimensions that define the cultural complexity of the different societies. As such the cultural dimension tries to gauge the different aspects of femininity (Geert-hofstede.com, 2016).

The countries that have been identified with a similar score in the masculinity dimension are Egypt, France, Iran Vietnam and Senegal all with a masculinity index ranging from 40-45. The scores are an indication that This implies that it is a feminist society meaning that this society opts for a caring and other factors about the quality of life. These people talk of modesty about their lives and have the tendency to understate their personal achievements contributions as well as the capacities that they hold in the society (Geert-hofstede.com, 2016). Falling below 50 means that these cultures are relatively feminine. In Senegal, for instance, some of the features of the culture are resolving conflicts by compromise and negotiation. Furthermore, in such countries, the main focus is in the well-being of the people rather than the status that the people exhibit. This is the same case for the countries like France and Vietnam. There is a difference in France in that the score is different depending on the social class. The upper-class scores feminine while the lower class scores masculine which is what makes the French culture unique (Müller, Spang & Ozcan, 2009).

Uncertainty Avoidance

This refers to the degree at which people of a particular society prefer either the structured or the unstructured situations. An organization that is identified to have a high level of uncertainty avoidance can be considered as rigid while that one that has weak uncertainty avoidance can be referred to as flexible. This element, therefore, estimates the extent of the rigidity of flexibility with regard to matters of urgency.

Greece, Portugal, South Korea, Poland Russia, and Guatemala all have a high score in uncertainty avoidance ranging from 95 and 100. This means that the Russians feel threatened when it comes to ambiguous situations. Notably has one of the most permanent bureaucracies in the world (Geert-hofstede.com, 2016). As such Russia is one of the countries where there is detailed planning of most of the things with the subsequent briefing in each case. Another thing is that the Russians appear formal very distant when dealing with strangers. Although in some instances the formality can be seen as a sign respect (Geert-hofstede.com, 2016). Greece for instance, with the highest score for uncertainty avoidance, it means that such a country is very uncomfortable when it comes to ambiguous situations. As such for such countries bureaucracies are extremely important. Another thing that can be noted by people from this culture is that they are demonstrative and passionate. This may be because one thing that is noticed in all the countries is that they have undergone a past life that has been full of chaos or attacks. This is the same thing for South Korea and Russia, and therefore, the countries have developed the tradition of preparedness and readiness for the occurrence of any untold situation that may result in chaos.

Temporal Orientation

This term is labeled as long term versus short term orientation. The long time side was related to values such as thrift saving as well as perseverance. The short term version was linked with the factors such as the respect or tradition as well as fulfilling social obligations. Also known as the time horizon it gives importance to all the rewarding activities as well as the characteristics that create long term success (Geert-hofstede.com, 2016). It is, therefore, the measure of the skill to adapt the likely changes in the future.

In the comparative study, I identified countries that had similar scores in the dimension of temporal orientation. These counties were Mexico with a score of 22 Argentina with a score of 20 Australia with 21, Senegal with 25 and United States with a score of 26. The score is low indicating the individuals, in this case, have the utmost need to access the truth in each and every scenario (Geert-hofstede.com, 2016). Such countries also exhibit the tradition of adherence to culture. One thing that is common with all the five countries is that they have a strong concern for establishing the need for success as well as such they are focused on achieving results within a shorter time. Argentina for instance seen as one of the most normative cultures. Her citizens are most concerned with establishing the utmost truth underlying each and every situation. The same observation is made in Senegal, which has great respect and adherence to traditions as well as well as reduced propensity to save for the future.

To sum up, cultural dimensions according to Hofstede would help individuals to understand and appreciate their cultural differences and similarities. This paper purposes on addressing the importance of studying similarity of countries culture as reflected in hostesses dimensions. It focuses on the frameworks that have been studied and implemented by the various scholars. This issue has become critical especially for the internalization of global strategies by multiple companies and organizations all over the world (Müller, Spang & Ozcan, 2009). Elaborating the importance of comparing different countries regarding the cultural dimensions, therefore, spearheads the development of various development strategies in several organizations all over the world. The paper also addresses the growing need for conducting the cross-cultural management so as to develop global leaders (Müller, Spang & Ozcan, 2009). Understanding the differences and similarities between countries regarding the five dimensions of Hofstede is one step to understanding the basis of the similarities of the countries as well as the terms of cultural diversity.

References

Geert-hofstede.com,. (2016). France- Geert Hofstede. Retrieved 4 March 2016, from

http://geert-hofstede.com/france.html

Geert-hofstede.com,. (2016). Guatemala- Geert Hofstede. Retrieved 4 March 2016, from

http://geert-hofstede.com/guatemala.html

Geert-hofstede.com,. (2016). Kenya- Geert Hofstede. Retrieved 4 March 2016, from

http://geert-hofstede.com/Kenya.html

Geert-hofstede.com,. (2016). Poland- Geert Hofstede. Retrieved 4 March 2016, from

http://geert-hofstede.com/Poland.html

Geert-hofstede.com,. (2016). Russia - Geert Hofstede. Retrieved 4 March 2016, from

http://geert-hofstede.com/russia.html

Hofstede, G. (2010). Geert hofstede. National cultural dimensions.

Müller, R., Spang, K., & Ozcan, S. (2009). Cultural differences in decision making in project

teams. International Journal of Managing Projects in Business, 2(1), 70-93.