Geert Hofstedes Culture Theory

Made byTamanna Nagpal Neetu Yadav Pinkey Verma Shalini Chawla

Topics to be covered
Introduction Hofstedes Culture Dimensions Application of Hofstedes Model Limitations of Model

Geert Hofstede
A Dutch social psychologist Did comprehensive study of how values in the workplace are influenced by culture. The theory was one of the first that could be quantified, and could be used to explain observed differences between cultures. Developed original model as a result of using factor analysis to examine the results of a worldwide survey of employee values by IBM in the 1960s and 1970s.

Hofstede Culture Dimensions

Power Distance (PDI) Individualism versus Collectivism (IDV) Masculinity versus Femininity (MAS) Uncertainty Avoidance (UAI) Long Term Orientation

Power Distance
The extent to which power is distributed equally within a society and the degree that society accepts this distribution.

Acceptance of differences in power

High-Power Distance Low-Power Distance
Accept position
Follow authority

Avoid concentration of authority

Decentralized Fewer layers of management

Concentrated & centralized authority

Hierarchical

Power Distance In India

High Power Distance Dependent on the boss Acceptance of un-equal rights Employees expect to be directed clearly as to their functions and what is expected of them Communication is top down and directive in its style

Individualism versus Collectivism

The degree to which individuals base their actions on self-interest versus the interests of the group.

Individualism-Collectivism
Individualism High value on autonomy Individual achievement Privacy

Collectivism
High value on group Family, clan, organization Loyalty Devotion Conformity

Individualism versus Collectivism in India

Collectivism High preference for belonging to a larger social framework Loyalty by the employee and almost familial protection by the Employer Hiring and promotion decisions are often made based on relationships

Masculinity versus Femininity

A masculine culture emphasises status derived from wages and position while a feminine culture emphasises human relations and quality of life.

Masculinity
Men are assertive, ambitious and competitive

Femininity
Women are supportive, nurturing and deferent Interpersonal relationships

Masculinity versus Femininity in India

A Femininity society emphasises human relations and quality of life Are more Emotional, sympathetic and thus friendly atmosphere

Uncertainty Avoidance
The degree to which individuals require set boundaries and clear structures

Uncertainty Avoidance Reaction to ambiguous events

Low Uncertainty Avoidance
Embrace unpredictable Less adherence to rules, procedures, or hierarchies Risk taking desirable

High Uncertainty Avoidance

Threatened by ambiguity
Need stable & predictable workplace Reliance on rules

Uncertainty Avoidance in India

Medium low preference for avoiding uncertainty Acceptance of imperfection People generally do not feel driven and compelled to take action-initiatives Rules are often in place Attitude that is both the cause of misery as well as the most empowering aspect of the country

Long Term Orientation

Refers to the degree to which the society upholds traditional values. The degree to which a society does or does not value long-term commitments and respect for tradition.

High LTO
Indicates the country prescribes to the values of long-term commitments and respect for tradition and where long-term rewards are expected as a result of today's hard work.

Low LTO
Indicates the country does not reinforce the concept of a longterm, traditional orientation and people expect shortterm rewards from their work.

Long Term Orientation in India

High Long term OrientationConcept of karma dominates religious and philosophical thought. Gives more importance to the future. In India there is an acceptance that there are many truths and often depends on the seeker.

Applications

Limitations