1. Dimensions of Culture Power Distance Gender Orientation
Organizational, ethnic, and international cultures can be described along several dimensions:
Power Distance
Gender Orientation
Uncertainty Avoidance
Collectivism-Individualism
High-Low Context Language
Time Orientation

2. Power Distance
The way in which a culture deals with inequalities among people; the emotional distance between superiors and subordinates
High Power Distance
Fear to express disagreement with superiors
Autocratic or paternalistic decisions
Inequalities expected and desired
Less powerful polarized between dependent and counter- dependent
Unilateral obedience and respect
Hierarchical relationships
Wide salary ranges
Privilege and status expected and popular
Might makes right
Skills-wealth-power-status go together
Power based on family, friends, force
Change occurs by revolution at top
Religion stresses power, stratification & power struggles
Low Power Distance
Consultative relationship with superiors
More worker interdependence
Readily approach and contradict superiors
Mutuality and shared initiatives
Decentralization and democratization
Narrow salary range & low income differential
Limited privilege and status symbols
Legitimate power exercise
Separation of skills-wealth-power-status
Large middle class
Self conscious & minimize appearance of power
Workers have higher education & skills
Change by revision of rules
Pluralism by majority vote
Religion stresses equality

3. Gender Orientation Behaviors more associated with gender stereotypes
Feminine (modesty)
Good working relationships, cooperation, employment security
Roles merged or overlap for sexes
Value caring for others
Preservation of resources
People & relationships are important
Sympathy for weak & poor
Small and slow are beautiful
More women in elected positions
Failing is an accident
Work to live
Use intuition & strive for consensus
Resolve conflict by negotiation & compromise
Religion stresses complementarity of sexes
Masculine (assertive)
High earnings
Recognition for good job
Personal accomplishments
Assertive, decisive, ambitious, tough
Fight back & win conflicts
Strive to be best; high performance ideal
Failure is a disaster
Support for strong, big, fast, beautiful
Live to work
Economic growth priority
Small government budget to poor countries
Large defense spending
Religion stresses male prerogative

4. Uncertainty Avoidance
Risk and uncertainty increase as situations become more complex, options and probabilities vague, & more oriented toward long term future
Uncertainty Avoidant (Risk Averse)
Avoid ambiguity
High need for structure & rules, law & order
“what is different is dangerous”
Seek the right answer from authorities
Be busy and work hard
Time is money
Precision & punctuality are important
Resist innovation & deviancy
Motivate by security, esteem, & belonging
Precise instructions and detailed job descriptions
Avoid multiple bosses
Mistrust foreigners & minorities
Conservatism, parochialism, ethnocentrism, fundamentalism
Uncertainty Acceptant (Risk Takers)
Value strategic planning & innovation
Curious about differences
Open-ended learning & discussion
Experts admit not knowing
Minimal & general rules, laws & structures
Change rules if they cannot be followed
Motivate by achievement, esteem, & belongingness
Citizen competence vs. authority
Institutions are positively perceived
Tolerance & acceptance of diversity, minorities, regionalism, & internationalism
Avoid imposing on other groups
Relativism & empiricism
Sanctions against emotions & aggression

5. Individualism-Collectivism
Degree to which the person is responsible to self or the larger group or society
Individualism
Individual interests prevail over group
Loose individual ties; everyone for him- herself
More time for personal/family development
Free to use individual approaches to job
Personal accomplishment from job
Regard for “I”, assertiveness, self respect, privacy, confrontation, truth & conflict
Social conversation is mandatory
Regulate behavior by guilt & conscience
Low context communication
Mutual employer-employee relationship
Honest & direct feedback
Hiring based on skills & rules
Management techniques & training developed almost exclusively
Restrained state involvement
High GNP per capita
Collectivism
Group interests prevail over individual
Family, extended family, clan, labor union, organization & community responsibilities
Regard for “we” as source of identity, protection, loyalty, & dependency
Social presence rather than conversation
Deviation from norm considered weak or bad character
Behavior regulated by shame or loss of face
Hiring based on nepotism
Workers prefer anonymity & teamwork
In-group/out-group distinction for favors
High context communication
Relationship prevails over task
Opinions determined by group membership
Harmony & consensus
Laws & rights differ by group
Confined living & working spaces
Low GNP

6. High-Low Context
The amount and specificity of information verbally related to words & nuance; nonverbally related to voice & gestures
High Context
Shared culture & common background
Meaning from how something is said; covert & implicit
Reserved reactions
Communication faster, more economical & satisfying than low context communication
“We” is emphasized over “I”
High commitment
Bluntness viewed as rude; patience & indirectness valued
Arab cultures, Brazil, China, Japan, Korea, India, Mexico
Low Context
Diverse cultures, backgrounds, & experiences
Information is detailed, specific, & explicit to avoid miscommunication; overt & explicit
Reactions on surface
Meaning determined by what is said rather than how it is said
Low commitment
Straight talk, assertive, honesty valued
USA, Australia, Canada, Switzerland, New Zealand, Russia, South Africa

7. Time Orientation
Time orientation consists of:
Monochronic vs. Polychronic
Past vs. Present vs. Future
Short term vs. Long term

8. Monochronic vs. Polychronic
Time Orientation:
Monochronic vs. Polychronic
Monochronic (sequential)
Do one thing at a time
Concentrate on job
Schedule events
Time segmentation
Promptness
Sequential events
Responsible for present performance
Clear priorities
Short-term transient relationships
Time is money; don’t waste it
Conflict resolved by first-come-first-served
Rational cause-effect thinking, premises & conclusions
Developmental lifecycle, birth to death
Polychronic (synchronous)
Multi-tasking
Easily distracted & interrupted (extraverted)
Involvement with people
Permanent long-term relationships periodically renewed
Completion of transactions
How past is used in present to make a better future
Uncertain future
Conflict resolved by meeting several needs by coordinated processes
Time is a friend with fresh opportunities
Variable appointments & plans
Products are self-renewing & transgenerational

9. Time Orientation: Past, Present, Future
Cultures may differ in their emphasis on periods of time, & whether those periods are separate or integrated. Past implies replication of previous patterns & traditions as a guide for present & future. Present focuses on knowable present. Future implies expectancy of advancement, improvement, progress, planning, & changing forthcoming events. P PR F
United States
Sweden, Australia, Netherlands
China, Britain, Belgium, Italy
Japan & Germany
France

10. Time Orientation: Short vs. Long
Short-term
(Static & past-present)
Respect for traditions, social & status obligations
Social pressure to keep up
Small savings & little investment
Reciprocal favors & gifts
Quick results expected
Concern for “face”
Concern for “truth”
Long-term (Confucian)
(Dynamic & future oriented)
Adaptations of traditions to modern context
Thrift (sparing resources)
Large savings
Investments
Relationships ordered by status
Perseverance toward slow results
Subordinate self for larger purpose
Sense of shame
Concern with virtue

11. International Rankings on Cultural Dimensions
Gender
Orientation
(US=15)
Masc.
Uncertainty
Avoidance
(US=43)
Power Distance
(US=40)
Individual
Collective
(US=1)
Long-Term
Orientation
(US=17)
Malaysia (1)
Guatemala (2)
Panama (3)
Philippines (4)
Mexico (5)
High
USA (1)
Australia (2)
Gr. Britain (3)
Canada (4)
Netherlands (5)
High
Japan (1)
Austria (2)
Venezuela (3)
Italy (4)
Switzerland (5)
High
Greece (1)
Portugal (2)
Guatemala (3)
Uruguay (4)
Salvador (5)
High
China (1)
Hong Kong (2)
Taiwan (3)
Japan (4)
Korea (5)
High
Low
Low
Low
Low
Low
Austria (53)
Israel (52)
Denmark (51)
New Zealand (50)
Ireland (49)
Guatemala (53)
Equador (52)
Panama (51)
Venezuela (50)
Colombia (49)
S. Africa (53)
Sweden (52)
Norway (51)
Netherlands (50)
Denmark (49)
Singapore (53)
Jamaica (52)
Denmark (51)
Hong Kong (50)
Sweden (49)
Pakistan (23)
W. Africa (22)
Philippines (21)
Canada (20)
Gr. Britain (19)

12. Uncertainty Avoidance
Self & Organization Cultural Ratings
For each of the dimensions below, rate yourself (X) and your organization (O)
Low
Power Distance
High
Fem.
Gender Orientation
Masc.
Low
High
Uncertainty Avoidance
Collectivism
Relatedness
Individualism
Low
High
Context
Monochronic
Polychronic
Time Orientation
Past
Present
Future