Geert Hofstede developed cultural dimensions theory to analyze differences in national cultures. His theory identifies six dimensions along which cultural values can vary, including power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. Understanding differences across these cultural dimensions is important for effective cross-cultural communication and international business relations.
Hofstede's model identifies six cultural dimensions that can be used to distinguish cultures, including Individualism vs Collectivism. Countries can be placed on a spectrum from highly individualistic to highly collectivistic based on their score. India scores moderately high on Individualism, indicating both individualistic and collectivistic tendencies coexist in Indian culture. Germans stress personal achievement and individual rights more than group goals. Central American countries like Guatemala are highly collectivistic, so marketing should emphasize community benefits.
Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
1. Geert Hofstede is a Dutch social psychologist who conducted a landmark study on how values in the workplace are influenced by culture.
2. He studied over 100,000 questionnaires collected from IBM employees working in over 70 countries and identified four dimensions along which cultural values can vary: power distance, individualism, masculinity, and uncertainty avoidance.
3. Hofstede's model is widely used to understand national and regional cultural differences and their impact on work-related values and behavior. While criticized for some limitations, it remains highly influential in cross-cultural research.
Cross-cultural Variability of Communication in Personal RelationshipsNaomie Daguinotas
William B. Gudykunst and Yuko Matsumoto provide insights based on researches on how language works across cultures. This presentation is very much useful to PhD students taking up Language Studies.
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
This chapter discusses several models for understanding cultural values and how they guide behavior between cultures. It describes key dimensions for analyzing cultural values, such as individualism vs collectivism, high- vs low-context communication, and uncertainty avoidance. Several cultural frameworks are presented, including Hofstede's value dimensions, Kluckhohn and Strodtbeck's value orientations, and the Globe Study's cultural dimensions. Understanding these cultural values can provide insight into cultural patterns and differences in perception, beliefs, and acceptable behaviors between societies.
Geert Hofstede developed cultural dimensions theory to analyze differences in national cultures. His theory identifies six dimensions along which cultural values can vary, including power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. Understanding differences across these cultural dimensions is important for effective cross-cultural communication and international business relations.
Hofstede's model identifies six cultural dimensions that can be used to distinguish cultures, including Individualism vs Collectivism. Countries can be placed on a spectrum from highly individualistic to highly collectivistic based on their score. India scores moderately high on Individualism, indicating both individualistic and collectivistic tendencies coexist in Indian culture. Germans stress personal achievement and individual rights more than group goals. Central American countries like Guatemala are highly collectivistic, so marketing should emphasize community benefits.
Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
1. Geert Hofstede is a Dutch social psychologist who conducted a landmark study on how values in the workplace are influenced by culture.
2. He studied over 100,000 questionnaires collected from IBM employees working in over 70 countries and identified four dimensions along which cultural values can vary: power distance, individualism, masculinity, and uncertainty avoidance.
3. Hofstede's model is widely used to understand national and regional cultural differences and their impact on work-related values and behavior. While criticized for some limitations, it remains highly influential in cross-cultural research.
Cross-cultural Variability of Communication in Personal RelationshipsNaomie Daguinotas
William B. Gudykunst and Yuko Matsumoto provide insights based on researches on how language works across cultures. This presentation is very much useful to PhD students taking up Language Studies.
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
This chapter discusses several models for understanding cultural values and how they guide behavior between cultures. It describes key dimensions for analyzing cultural values, such as individualism vs collectivism, high- vs low-context communication, and uncertainty avoidance. Several cultural frameworks are presented, including Hofstede's value dimensions, Kluckhohn and Strodtbeck's value orientations, and the Globe Study's cultural dimensions. Understanding these cultural values can provide insight into cultural patterns and differences in perception, beliefs, and acceptable behaviors between societies.
Cultural Intelligence: A Leadership Skill for the FutureCheryl Doig
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
This document discusses cultural intelligence and its importance. It defines culture and cultural awareness, and explains that culture exists at multiple levels, including individual, group, organizational, national, corporate, ethnic, industry, and demographic levels. It also discusses national cultural dimensions and clustering. Cultural intelligence is defined as the ability to adapt to and work effectively in different cultural contexts. A cultural intelligence instrument called the BCIQ is presented, which measures cultural intelligence across six dimensions: motivation, adaptive communication, cognitive preparation, active learning, cognitive awareness, and global/national knowledge. Developing cultural intelligence is important for leadership, work performance, and functioning in multicultural environments.
Face-Negotiation Theory (FNT) was developed by Stella Ting-Toomey to explain how people negotiate their public self-image, or "face", differently in individualistic versus collectivistic cultures. FNT posits that individualistic cultures prefer self-oriented facework while collectivistic cultures prefer other-oriented facework. FNT also identifies four types of facework - face-restoration, face-saving, face-giving, and face-assertion - and states that the approach to conflict management is influenced by a culture's views on face and roles.
Cultural Differences. Hofstede's Cultural Dimensions: Power Distance Maria Antonietta Marino
A brief overview on Power Distance, one of Hofstede's cultural dimensions. How do people react to authority according to their own culture? How likely are they to act upon their own initiative and to apply critical thinking in their daily doings? Let's discover it together!
This document summarizes Geert Hofstede's cultural dimensions theory, which identifies six dimensions for analyzing and comparing cultures: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. It provides details on Hofstede's research methodology, including the employee value survey used to derive the dimensions. For each dimension, it defines the poles of the spectrum, discusses differences among countries, and proposes origins of those differences based on factors like wealth, geography, and history.
Here is a one page proposal on how to improve relationship between Malaysian students and students from other cultures in UUM based on Hofstede's cultural dimensions:
Proposal to Improve Inter-Cultural Relationships at UUM
Background: UUM has a diverse student population from many different cultures. However, there can be challenges in relationships between Malaysian students and international students due to cultural differences.
Objective: To foster greater intercultural understanding and improve relationships between Malaysian and international students at UUM.
Activities:
- Organize cultural appreciation workshops that educate students about different cultures based on Hofstede's dimensions such as power distance, individualism vs. collectivism, masculinity vs. femininity
In their 40 page article, Stella Ting-Toomey and Leeva Chung discussed the factors that affect the formation of our ethnic and cultural identities, the role of the family as a framework of our society and possible scenarios when an individual migrates/encounters a different culture.
This document discusses different frameworks for understanding intercultural communication. It describes the iceberg model of culture, which separates visible aspects like food and dress from deeper levels like beliefs and values. It also discusses Edward Hall's concepts of high-context and low-context cultures and Geert Hofstede's dimensions of individualism vs collectivism and high vs low power distance in cultural values. Key differences between individualist and collectivist cultures and those with high and low power distance are outlined.
High and low context cultures relationships in eachKrystal Kelly
In high context cultures, relationships develop slowly over time, communication is implicit, and one's identity is tied to their social groups. Relationships in these cultures are very stable once formed. By contrast, relationships form more quickly in low context cultures but can also end quickly, communication is explicit, and individual identity and independence are valued. Age, status and in-group membership play a larger role in high context cultures' relationships than in low context cultures.
This presentation features a scenario about top managers who have a cultural misunderstanding. Their misunderstanding jeopardizes a key business outcome: The integration of the global retail operations of their employer. The top managers need to develop cultural competency, including the skill of switching behavioral styles. This presentation also includes information about the contrasting problem-solving styles of Germans and US Americans.
The document discusses Hofstede's model of cultural dimensions, which identifies and defines five dimensions of national culture: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. It provides examples of countries that score high or low on each dimension and explains how the dimensions can affect communication and business practices across cultures.
This document discusses strategies for becoming culturally proficient and responsive. It explores assumptions about culture, research on cultural differences, and strategies for self and organizational change. The key points are: examine your own cultural assumptions, recognize that culture is defined broadly, conflicts are natural and preventable with effort, and population diversity requires intercultural skills. Becoming culturally proficient is a lifelong process that involves assessing one's own culture, managing differences, expanding cultural knowledge, and adapting.
Identity is derived from our family, gender, culture, ethnicity, and socialization processes. Cultural identity refers to a shared system of symbolic behaviors meaningful to a group. An individual's identity is shaped by their culture, as culture informs their worldview. Culture starts affecting us from birth, as the language we hear most becomes our mother tongue and shapes how we develop and communicate. As we grow up according to our country, region, and neighborhood's rules and traditions, we develop lasting cultural beliefs and values. Climate also impacts culture by influencing clothing, crops, animals, and housing in different areas. Culture shapes personality by influencing how we learn, live, and behave. Culture defines our evolutionary identity and gives our lives meaning by helping us
Hofstede conducted a large study of over 100,000 questionnaires from IBM employees in 53 countries from 1978-1983. The study identified patterns of similarities and differences in national cultures along five dimensions: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. Hofstede's model provides a framework for understanding how cultures vary, though it has limitations such as overgeneralizing cultures and being based on data from one company.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Cultural Intelligence: A Leadership Skill for the FutureCheryl Doig
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
This document discusses cultural intelligence and its importance. It defines culture and cultural awareness, and explains that culture exists at multiple levels, including individual, group, organizational, national, corporate, ethnic, industry, and demographic levels. It also discusses national cultural dimensions and clustering. Cultural intelligence is defined as the ability to adapt to and work effectively in different cultural contexts. A cultural intelligence instrument called the BCIQ is presented, which measures cultural intelligence across six dimensions: motivation, adaptive communication, cognitive preparation, active learning, cognitive awareness, and global/national knowledge. Developing cultural intelligence is important for leadership, work performance, and functioning in multicultural environments.
Face-Negotiation Theory (FNT) was developed by Stella Ting-Toomey to explain how people negotiate their public self-image, or "face", differently in individualistic versus collectivistic cultures. FNT posits that individualistic cultures prefer self-oriented facework while collectivistic cultures prefer other-oriented facework. FNT also identifies four types of facework - face-restoration, face-saving, face-giving, and face-assertion - and states that the approach to conflict management is influenced by a culture's views on face and roles.
Cultural Differences. Hofstede's Cultural Dimensions: Power Distance Maria Antonietta Marino
A brief overview on Power Distance, one of Hofstede's cultural dimensions. How do people react to authority according to their own culture? How likely are they to act upon their own initiative and to apply critical thinking in their daily doings? Let's discover it together!
This document summarizes Geert Hofstede's cultural dimensions theory, which identifies six dimensions for analyzing and comparing cultures: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. It provides details on Hofstede's research methodology, including the employee value survey used to derive the dimensions. For each dimension, it defines the poles of the spectrum, discusses differences among countries, and proposes origins of those differences based on factors like wealth, geography, and history.
Here is a one page proposal on how to improve relationship between Malaysian students and students from other cultures in UUM based on Hofstede's cultural dimensions:
Proposal to Improve Inter-Cultural Relationships at UUM
Background: UUM has a diverse student population from many different cultures. However, there can be challenges in relationships between Malaysian students and international students due to cultural differences.
Objective: To foster greater intercultural understanding and improve relationships between Malaysian and international students at UUM.
Activities:
- Organize cultural appreciation workshops that educate students about different cultures based on Hofstede's dimensions such as power distance, individualism vs. collectivism, masculinity vs. femininity
In their 40 page article, Stella Ting-Toomey and Leeva Chung discussed the factors that affect the formation of our ethnic and cultural identities, the role of the family as a framework of our society and possible scenarios when an individual migrates/encounters a different culture.
This document discusses different frameworks for understanding intercultural communication. It describes the iceberg model of culture, which separates visible aspects like food and dress from deeper levels like beliefs and values. It also discusses Edward Hall's concepts of high-context and low-context cultures and Geert Hofstede's dimensions of individualism vs collectivism and high vs low power distance in cultural values. Key differences between individualist and collectivist cultures and those with high and low power distance are outlined.
High and low context cultures relationships in eachKrystal Kelly
In high context cultures, relationships develop slowly over time, communication is implicit, and one's identity is tied to their social groups. Relationships in these cultures are very stable once formed. By contrast, relationships form more quickly in low context cultures but can also end quickly, communication is explicit, and individual identity and independence are valued. Age, status and in-group membership play a larger role in high context cultures' relationships than in low context cultures.
This presentation features a scenario about top managers who have a cultural misunderstanding. Their misunderstanding jeopardizes a key business outcome: The integration of the global retail operations of their employer. The top managers need to develop cultural competency, including the skill of switching behavioral styles. This presentation also includes information about the contrasting problem-solving styles of Germans and US Americans.
The document discusses Hofstede's model of cultural dimensions, which identifies and defines five dimensions of national culture: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. It provides examples of countries that score high or low on each dimension and explains how the dimensions can affect communication and business practices across cultures.
This document discusses strategies for becoming culturally proficient and responsive. It explores assumptions about culture, research on cultural differences, and strategies for self and organizational change. The key points are: examine your own cultural assumptions, recognize that culture is defined broadly, conflicts are natural and preventable with effort, and population diversity requires intercultural skills. Becoming culturally proficient is a lifelong process that involves assessing one's own culture, managing differences, expanding cultural knowledge, and adapting.
Identity is derived from our family, gender, culture, ethnicity, and socialization processes. Cultural identity refers to a shared system of symbolic behaviors meaningful to a group. An individual's identity is shaped by their culture, as culture informs their worldview. Culture starts affecting us from birth, as the language we hear most becomes our mother tongue and shapes how we develop and communicate. As we grow up according to our country, region, and neighborhood's rules and traditions, we develop lasting cultural beliefs and values. Climate also impacts culture by influencing clothing, crops, animals, and housing in different areas. Culture shapes personality by influencing how we learn, live, and behave. Culture defines our evolutionary identity and gives our lives meaning by helping us
Hofstede conducted a large study of over 100,000 questionnaires from IBM employees in 53 countries from 1978-1983. The study identified patterns of similarities and differences in national cultures along five dimensions: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. Hofstede's model provides a framework for understanding how cultures vary, though it has limitations such as overgeneralizing cultures and being based on data from one company.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Philosophische-ethische Aspekte einer Änderung der österreichischen Policy zum Informationsrecht.
Vorgetragen am 9. Antikorruptionstag der Bundesamts für Korruptionsbekämpfung und -prävention im Innenministerium
Häufig wird darüber gesprochen, dass sich die Unternehmenskultur ändern oder verbessern müsse, dass ein „Kulturwandel“ notwendig sei. Aber über was sprechen wir da eigentlich? Was ist denn diese Unternehmenskultur? Und wie kann sie entschlüsselt und sichtbar werden?
Technik und Wissenschaft sollen unser Leben besser und einfacher machen. Von ihnen wird erwartet, unsere Gesellschaft zu revolutionieren – und tatsächlich ist die Menschheitsgeschichte auch eine Geschichte der Entdeckungen und Erfindungen, die den Alltag grundlegend verändert und Wohlstand ermöglicht oder vergrößert haben.
Der damit einhergehende Gewinn kommt aber nicht allen gleichermaßen zu Gute: Die einen sind als Arbeiter*innen vor allem an der Produktion und Verbreitung neuer Entwicklungen beteiligt, von denen die anderen als Konsument*innen profitieren. Dieses Ungleichgewicht führt global und lokal zu sozialen Spannungen. Die Ringvorlesung fragt nach und zeigt bisher wenig bekannte und genutzte Möglichkeiten auf, Erfindungsgeist weltweit und vor Ort für eine gerechtere Gesellschaft einzusetzen: Wie sehen die Initiativen aus, die das Gemeinwohl und den technisch-naturwissenschaftlichen Wandel zu neuen zukunftsfähigen Ideen verknüpfen wollen? Welche Rolle kann die Privatwirtschaft in diesem Prozess übernehmen, welche die Verbraucher*innen, welche NGOs und Wissenschaftler:innen?
Präsentation von Mag. Rita Trattnigg, Lebensministerium Wien, bei der Tagung "Erwachsenenbildung und Sozialkapital" (Strobl, Österreich, 27.-29.11.2008). Tagungswebsite: www.politischekommunikation.at/sozialkapital
Kommunikation und Auftrittskompetenz am Beispiel TierversucheCalista Fischer
Kontrovers diskutierte Themen wie z.B. Tierversuche erfordern ein besonderes Mass an Auftrittskompetenz. Entsprechend wichtig ist es, sein Zielpublikum zu kennen und zu wissen, wie Glaubwürdigkeit entsteht bzw. wie sie vernichtet wird. Diese Präsentation vermittelt das Basiswissen, wie Kommunikation funktioniert.
Liebe zwischen Halbmond und Kreuz - Buchauszugkimi65
Auszug aus dem Buch "Liebe zwischen Halbmond und Kreuz" von Madlaina Brogt Salah Eldin - mehr Infos auf http://www.halbmondundkreuz.ch; in dem Buch geht es um persönliche Erfahrungen und Infos einer Schweizer Buchautorin über binationale, bikulturellen Ehe, Partnerschaft, Ehe mit einem Muslim, ägyptische Kultur, Gemeinsamkeiten von Islam und Christentum etc.
This document discusses the Russian language and whether it is worth studying. It covers facts and figures about Russian, including that it is an Indo-European language spoken mainly in Russia, Belarus, and Ukraine. The presentation notes both the pros and cons of studying Russian, such as gaining access to Russian culture but also facing challenges like a new alphabet and grammar. Tips are provided for learning Russian, including staying patient, memorizing words, and starting basic conversations. Prospects for the language are discussed, with the Russian-speaking population expected to decline over time.
SkyTeam is an airline alliance founded in 2000 with 19 member airlines. It provides access to over 650 million passengers annually on routes to over 1,150 destinations worldwide. SkyTeam's member airlines include Delta, Air France, KLM, Aeroflot, and Kenya Airways. The alliance offers benefits like lounge access, earning miles on partner airlines, checked baggage through to final destination, and recognition of elite status across members. SkyTeam's future prospects may be impacted by the potential exits of Air Europa and Alitalia due to acquisitions or financial issues.
The document discusses Germany's higher education system. It begins with an overview of the structure of Germany including its federal states and education system. It then covers higher education before and after the Bologna Process, which reformed degrees into a two-tier bachelor's and master's system. It also discusses the differences between public and private universities, with public universities having limited fees but issues with space and private universities having fewer students per class but higher fees. In conclusion, it calls for improving the preparation of students for university or vocational training to reduce high dropout rates.
Kosovo has a population of 1.8 million people with Pristina as its capital. It declared independence in 2008 and uses the euro as currency. The majority of Kosovo's population is Albanian and Muslim. While 111 countries recognize Kosovo, some European nations like Russia and Serbia do not recognize it. Kosovo has a high human development index ranking of 51 but faces obstacles to EU membership like its relationship with Serbia and lack of unanimous recognition.
This document compares various statistics about European capitals, including records for population, tourism, infrastructure, and more. Moscow has the highest population of over 12 million people. Luxembourg City has the lowest population of only around 110,000 people. London is both the most visited capital, receiving over 17 million visitors annually, and the capital with the most metro stations at 270. Vienna has the most green space at 51.1% of the city covered by parks and natural areas.
This document discusses urbanization trends globally and in Germany. It defines different types of urban areas from mega cities to global cities. It notes that worldwide urbanization is increasing as the global population grows, with more people expected to live in urban rather than rural areas by 2050. Lagos, Nigeria is highlighted as the world's fastest growing city. The document also discusses reasons for urbanization, impacts on cities, and potential solutions for governments to address urbanization challenges.
Germany was founded on January 1, 1871 with Berlin as its capital. It has a population of over 82 million people and its economy had GDP growth of 1.7% in 2016. Tourism is a major industry, employing over 2.9 million people and accounting for 4.4% of GDP. In 2015 there were over 436 million overnight stays in Germany, mostly by domestic travelers. Popular tourist destinations include Berlin, Munich, Hamburg, and cities along the Rhine River. The government and regional authorities promote tourism through various marketing campaigns.
The document summarizes Germany's social insurance system, including its history and present situation. It discusses the five main parts of social insurance - health, nursing care, unemployment, pension, and accident insurance. It provides details on contribution rates, benefits provided, and how the system is financed. The document also briefly compares social insurance systems in other countries and considers future prospects for Germany's system.
4. Kluckhohn/Strodtbeck
• Erster Versuch Kulturen in Dimensionen
einzuordnen, um Unterschiede und
Gemeinsamkeiten aufzuzeigen
• Als Basis für die Kulturdimensionen dient die
,,Eingeborenen Gemeinschaften“ Studie aus
dem Jahr 1961
5. Kluckhohn/Strodtbeck
Kulturdimensionen
• das Wesen der menschlichen Natur
• die Beziehungen des Menschen zur Natur
• die Beziehungen des Menschen zu anderen
Menschen
• die Zeitorientierung des Menschen
• die Aktivitätsorientierung
7. Edward T. Hall
Kulturdimensionen
High Context/ Low Context
In High Context Kulturen wird sehr viel indirekt
kommuniziert. Der Gesprächspartner muss viel
deuten. In Low Context Kulturen wird dagegen
vordergründig direkt kommuniziert.
9. Edward T. Hall
Zeitorientierung
Monochron
Zeit wird linear betrachtet, Aktivitäten werden
nacheinander ausgeführt
Polychron
Zeit ist zirkulär und Aktivitäten werden zur gleichen
Zeit ausgeführt
14. Geert Hofstede
• Analyse durchgeführt unter
IBM Mitarbeitern
• Umfangreichste verfügbare Studie
• Resultate wurden 1980 in seinem Buch
Culture‘s Consequences veröffentlicht
15. Geert Hofstede
Machtdistanz (PDI)
Der Power Distance Index gibt an, inwieweit
weniger mächtige Individuen eine ungleiche
Verteilung von Macht akzeptieren und diese
auch erwarten
16. Geert Hofstede
Individualismus und
Kollektivismus (IDV)
In Gesellschaften mit einem hohen IDV-Index
werden besonders die Rechte
des Individuums geschützt: Selbstbestimmung und
Eigenverantwortung sind wichtig. In einer
kollektivistischen Kultur mit niedrigem IDV-Index
dominiert dagegen die Integration in jeder Art von
Netzwerken
17. Geert Hofstede
Maskulinität vs. Femininität
Diese Dimension bezeichnet die Ausprägung der
vorherrschenden Werte, die bei beiden
Geschlechtern etabliert sind. Als feminine Werte
zählt Hofstede Fürsorglichkeit, Kooperation und
Bescheidenheit auf. Maskuline Werte seien
hingegen Konkurrenzbereitschaft und
Selbstbewusstsein
18. Geert Hofstede
Ungewissheitsvermeidung (UAI)
Kulturen mit einem hohen UAI, die Unsicherheit
vermeiden wollen, zeichnen sich durch viele
festgeschriebene Gesetze, Richtlinien,
Sicherheitsmaßnahmen aus. Die Mitglieder sind
emotionaler und nervöser.
Kulturen, die Unsicherheit akzeptieren, sind tolerant,
haben wenige Regeln, die im Zweifelsfall auch
veränderbar sind, und neigen also zu Relativismus. Die
Mitglieder sind phlegmatisch und erwarten von ihrer
Umwelt nicht, dass sie Gefühle zeigt.
19. Geert Hofstede
Lang- oder kurzfristige Ausrichtung
Dieser Index, der von Hofstede erst spät
eingeführt wurde, gibt an, wie groß der zeitliche
Planungshorizont in einer Gesellschaft ist.
20. Schlussfolgerungen
• Es ist unbestritten, dass kulturelle
Unterschiede zwischen Ländern existieren
• Das Wissen über die Dimensionen muss dabei
richtig angewendet werden
• Im Management lassen sich keine ,,wenn-
dann“ Aussagen treffen
• Kulturelle Vermischung als Herausforderung
für zukünftige Manager