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Introduction: Greet Hofstede’s culture’s consequences: International differences in work-related values Comparative Human Resource Management Professor Jaw-Bih Shaw Sylvia Huang 2011/03/18
Introduction of Greet Hofstede  Contents Example & Discussion Consulting and business practices The many dimensions of culture
Introduction of Greet Hofstede  Geert Hofstede ( October 1928 ) 1928 Born in Haarlem, the Netherlands as Gerard Hendrik Hofstede 1945-47 Technical College (HTS); one year of internships, including a voyage to Indonesia as an assistant ship's engineer 1947-53 Delft Technical University. Diploma (M.Sc.) Mechanical Engineering 1955 Worked incognito as a factory hand in Amsterdam 1955-65 Professional and managerial jobs in 3 Dutch industrial companies 1964-67 Part-time doctoral study at Groningen University. Doctor of Social Science (Ph.D.; cum laude). Thesis: "The Game of Budget Control"
Introduction of Greet Hofstede  Geert Hofstede ( October 1928 ) 1965-71 Founded and managed the Personnel Research Department of IBM Europe 1971-73 Visiting lecturer of Organizational Behavior, IMD, Lausanne, Switzerland 1973-79 Professor of Management, EIASM (European Institute for Advanced Studies in Management), Brussels, Belgium 1973-79 Visiting Professor of Management, INSEAD, Fontainebleau, France 1980-93 Co-founder and first Director, IRIC (Institute for Research on Intercultural Cooperation), the Netherlands 1980-83 Director of Human Resources, Fasson Europe, Leiden, the Netherlands
Introduction of Greet Hofstede  Geert Hofstede ( October 1928 ) 1983-86 Dean, Semafor Senior Management Program, Arnhem, the Netherlands 1985-93 Professor of Organizational Anthropology and International Management, Maastricht University, the Netherlands 1993 Professor Emeritus 1992-2000 Honorary Professor, University of Hong Kong 1993-2004 Senior Fellow, IRIC 1995-2010 Extramural Fellow, CentER for Economic Research, University of Tilburg
Introduction Here comes your footer  ïƒș   Page  Enter your subtitle here 1980 Before After Multi-disciplined Education Work Experience polyglot history Medicine Social anthropology Political science Law Social geography Journalism Public Administration Information Technology Accounting Quality Control
Hofstede’s consequences: The impact of his work on consulting and business practices.
Pratical applications ,[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  Common Error The Value of Quantitative Research ,[object Object],[object Object]
Pratical applications ,[object Object],Here comes your footer  ïƒș   Page  Visible Dimension Farmers’ woodpiles Same clear male voice announcing in subway No barriers to entrance to the stations Choosing their own conductors of the Vienna Philharmonic Orchestra
Pratical applications ,[object Object],Here comes your footer  ïƒș   Page  Stereotype Strong Leader  VS. Low Power Distance
Pratical applications ,[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  Orientation & Training
Pratical applications Here comes your footer  ïƒș   Page  Leadership Training & Development ,[object Object],[object Object],[object Object],[object Object],[object Object]
Pratical applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  Business Practices
Pratical applications ,[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  The impact of culture on Change Strategy ,[object Object],[object Object],[object Object],[object Object]
Pratical applications ,[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  The impact of culture on Change Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Pratical applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  The impact of culture on Change Strategy
Pratical applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  The impact of culture on Change Strategy
Pratical applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  The impact of culture on Change Strategy
Pratical applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Here comes your footer  ïƒș   Page  The impact of culture on Change Strategy
The many dimensions of culture
The many dimensions of culture Here comes your footer  ïƒș   Page  The Cultural and Individual Levels of Analysis Ex:  a person could be high in both collectivist and individualist tendencies What was considered universal in psychology is not valid everywhere .
The many dimensions of culture Here comes your footer  ïƒș   Page  Implication for working in Another Culture Individualism- collectivism has become the most important dimension .
When it comes to current issue

What Hofstede's values suggest for recovery?! Here comes your footer  ïƒș   Page
Power Distance (PD) ,[object Object],Here comes your footer  ïƒș   Page  Enter your subtitle here Japan is a high-power distance country, which implies that the society endorses inequality and accepts and expects unequal distribution of power within its organizations and institutions. In contrast, the USA, is a low-power distance country. Yet, even that is relative, because other countries – particularly those in Northern Europe -- are even lower power-distance than the USA. Japan’s high-PD orientation suggests that those in power – perhaps its leading multi-nationals in concert with its government – will decide what will be rebuilt
Individualism (IDV) ,[object Object],Here comes your footer  ïƒș   Page  ,[object Object],Enter your subtitle here ,[object Object],No country ranks higher than the USA on individualism, which is an idea grounded in personal achievement. "IDV" also refers to individuals' inclination to look primarily after themselves and their immediate families. Japan is collectivist, which is generally considered to be the polar opposite of individualist. Collectivist societies are less concerned with themselves as individuals and more concerned about their important group allegiances, such as their extended family and their employer. Here, it will be interesting to see whether the way forward is driven by competing in-groups or a society that pursues the goals of a collective. My guess goes toward competing in-groups. In fact, this internal competition might well be a serious challenge to cultural orientations that would otherwise favor an optimal restoration.
Uncertainty avoidance (UA) ,[object Object],Here comes your footer  ïƒș   Page  Enter your subtitle here Cultures high in UA are uncomfortable with unusual circumstances and lack of structure, while cultures low in UA are better able to tolerate new or ambiguous circumstances. The USA is a high-UA country, while Japan is a low-UA country. However, the two are actually not that far apart because both are closer to the UA midpoint than to either extreme. This suggests that Japan, particularly because it is a developed country with a history of extraordinary recovery, may construct an infrastructure that is even stronger and higher-tech than the one that has been crippled. But we will see

Masculinity (MAS) ,[object Object],Here comes your footer  ïƒș   Page  Enter your subtitle here "Masculinity" refers not only to a gendered orientation but also to a competitive one. Its opposite – femininity – refers to a more modest and caring attitude toward others. Both the USA and Japan are high-MAS, though Japan is higher MAS than the USA. In fact, Japan is  the  highest MAS country, according to Hofstede's research. Japan's high-MAS orientation suggests that its restoration will be enacted with assertive – possibly aggressive – intent to enhance the country's global competitiveness.
Long-term orientation (LTO) ,[object Object],Here comes your footer  ïƒș   Page  Enter your subtitle here Long-term orientation (LTO), known originally as “Confucican Dynamism.” Hofstede added it later in collaboration with Michael Harris Bond, Ph.D., who is today leading ground-breaking work on individual-level cultural dimensions known as “social axioms.” Paraphrasing liberally, LTO encompasses the idea that a society values thrift in the short-term as an investment in future prosperity. Japan is well into high-LTO territory, suggesting that it will not rush to rebuild – but instead – will take the time to do so in the service of future generations. The USA is a short-term orientation country.
Be brave&optimistic! Here comes your footer  ïƒș   Page
Discussion Here comes your footer  ïƒș   Page  ,[object Object],[object Object],  Country PDI IDV MAS UAI LTO China * 80 20 66 30 118 South Korea 60 18 39 85 75 Japan 54 46 95 92 80 Taiwan 58 17 45 69 87 United States 40 91 62 46 29
Here comes your footer  ïƒș   Page  Thanks for paying attention!

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International differences in work-related values

  • 1. Introduction: Greet Hofstede’s culture’s consequences: International differences in work-related values Comparative Human Resource Management Professor Jaw-Bih Shaw Sylvia Huang 2011/03/18
  • 2. Introduction of Greet Hofstede Contents Example & Discussion Consulting and business practices The many dimensions of culture
  • 3. Introduction of Greet Hofstede Geert Hofstede ( October 1928 ) 1928 Born in Haarlem, the Netherlands as Gerard Hendrik Hofstede 1945-47 Technical College (HTS); one year of internships, including a voyage to Indonesia as an assistant ship's engineer 1947-53 Delft Technical University. Diploma (M.Sc.) Mechanical Engineering 1955 Worked incognito as a factory hand in Amsterdam 1955-65 Professional and managerial jobs in 3 Dutch industrial companies 1964-67 Part-time doctoral study at Groningen University. Doctor of Social Science (Ph.D.; cum laude). Thesis: "The Game of Budget Control"
  • 4. Introduction of Greet Hofstede Geert Hofstede ( October 1928 ) 1965-71 Founded and managed the Personnel Research Department of IBM Europe 1971-73 Visiting lecturer of Organizational Behavior, IMD, Lausanne, Switzerland 1973-79 Professor of Management, EIASM (European Institute for Advanced Studies in Management), Brussels, Belgium 1973-79 Visiting Professor of Management, INSEAD, Fontainebleau, France 1980-93 Co-founder and first Director, IRIC (Institute for Research on Intercultural Cooperation), the Netherlands 1980-83 Director of Human Resources, Fasson Europe, Leiden, the Netherlands
  • 5. Introduction of Greet Hofstede Geert Hofstede ( October 1928 ) 1983-86 Dean, Semafor Senior Management Program, Arnhem, the Netherlands 1985-93 Professor of Organizational Anthropology and International Management, Maastricht University, the Netherlands 1993 Professor Emeritus 1992-2000 Honorary Professor, University of Hong Kong 1993-2004 Senior Fellow, IRIC 1995-2010 Extramural Fellow, CentER for Economic Research, University of Tilburg
  • 6. Introduction Here comes your footer ïƒș Page Enter your subtitle here 1980 Before After Multi-disciplined Education Work Experience polyglot history Medicine Social anthropology Political science Law Social geography Journalism Public Administration Information Technology Accounting Quality Control
  • 7. Hofstede’s consequences: The impact of his work on consulting and business practices.
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  • 20. The many dimensions of culture
  • 21. The many dimensions of culture Here comes your footer ïƒș Page The Cultural and Individual Levels of Analysis Ex: a person could be high in both collectivist and individualist tendencies What was considered universal in psychology is not valid everywhere .
  • 22. The many dimensions of culture Here comes your footer ïƒș Page Implication for working in Another Culture Individualism- collectivism has become the most important dimension .
  • 23. When it comes to current issue

  • 24. What Hofstede's values suggest for recovery?! Here comes your footer ïƒș Page
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  • 30. Be brave&optimistic! Here comes your footer ïƒș Page
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  • 32. Here comes your footer ïƒș Page Thanks for paying attention!

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