1. Amity International Business School AIBS MBAIB 2 nd Sem Cross Cultural Management By KP Kanchana

2. Amity International Business School Modalities of Cross-Cultural Dimensions

3. Amity International Business School Geert Hofstede: Culture & the Workplace Hofstede, G., 1980. Cultures Consequences: International Differences in Work-related Values, Sage Hofstede, G., 1984. Cultures Consequences: International Differences in Work-related Values, abridged edn, Sage, Beverly Hills Hofstede, G., 1991. Cultures and Organizations: Software of the Mind, McGraw-Hill

4. Amity International Business School Hofstede’s Dimensions of Cultural Values Focuses specifically on work-related values Developed in 1980 with data over 116,000 employees in 72 countries Average scores for each country used to develop national profiles to explain differences in work behaviors

5. Amity International Business School Hofstede’s Model power distance – the distance between individuals at different levels of a hierarchy in an organization. uncertainty avoidance – more or less need to avoid uncertainties about the future individualism vs collectivism – the relations between the individual and his / her fellows masculinity vs femininity – the division of roles and values in society.

6. Amity International Business School Hofstede’s definition of culture & Bond’s addition Type of cultureTraditional-High context MixedModern- Low context RelationshipsCollectivismCombinationIndividualism Uncertainty avoidance ExtensiveCombinationLimited Power distanceHighCombinationLow ActivityFemininityCombinationMasculinity Time orientationLong termCombinationShort term

7. Amity International Business School Individualism/Collectivism Collectivistic People value the overall good of the group Individualistic People have concern for themselves and their immediate families

8. Amity International Business School Power Distance The extent to which less powerful members of organizations accept that power is unequally distributed Large –Differences among people with different ranks are acceptable Small –Less comfortable with power differences

9. Amity International Business School Uncertainty Avoidance Indicates preferred amount of structure Weak –People prefer unstructured situations Strong –People prefer more structure

10. Amity International Business School Masculinity/Femininity Extent to which people prefer traditional male or female values Feminine – “Tender” values dominant - personal relationships, care for others, quality of life, service Masculine – “Tough” values dominant - success, money, status, competition

11. Amity International Business School Long-term/Short-term Orientation High Confucian work dynamism/Long-term oriented Concern with future, value thrift and persistence Low Confucian work dynamism/Short-term oriented Oriented toward past and present, respect for tradition but here and now is most important

12. Amity International Business School Critique of Hofstede’s Model Weaknesses assumes that National Territory are the limits that culture correspond to informants also worked within a single industry technical difficulties

13. Amity International Business School Hofstede’s Model Strengths most practical to management problems comparisons between national cultures possible highly relevant