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Comparison
analysis with Hofstede 6 dimensions

 

Culture is a very complex concept. In 1980, Hofstede
explored Cultural Dimensions Theory (Hofstede
Insights, 2018), which measures the culture value between cultures by
using different 6 dimensions. The 6 dimensions are power
distance, individualism (versus collectivism), uncertainty avoidance (versus
uncertainty tolerance), masculinity (versus femininity), long-term orientation,
and indulgence (versus restraint) (Hofstede Insights,
2018).
Comparative analysis of cultural differences between distinct countries can be
drawn according to these 6 dimensions.

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Now, there is a
team of six people from Wittenborg University. These six members are all from
different countries. As a leader in this team, it is necessary to understand
the cultural differences between each country in order to better manage the
team when dealing with the international project. The score of each dimension
of these 6 countries is presented in bar charts as follow.  The 6 countries are Brazil, the Netherlands,
United Kingdom, China, Vietnam, and Oman. (Note: Since there is no
investigation for Oman from Hofstede, the result of the country United Arab
Emirate, where has a similar culture with Oman, will be used to compare with.)

 

 

Table 1
6 dimensions score between Brazil, Netherlands, and UK (Hofstede
Insights, 2018)

Table 2
6 dimensions score between China, Vietnam, and United Arab Emirates (Hofstede Insights, 2018)

 

–       
Power distance

After comparing with the scores between countries, it’s
obvious to see that Netherlands and UK  a
low score in power distance, while the other 4 countries have comparatively
high marks. Power distance is actually a dimension that is hard to ignore in
any corporate culture. This shows that many enterprises in the 4 higher-scoring
countries are highly power centralized, meaning that they often perform well in
execution,
but in lack of innovation. People from countries with low scores are accustomed
to expressing their own opinion. Such businesses may easily stimulate the
potential of each employee, but not easy to manage for those with a wide range
of employee levels.

 

–       
Individualism

The dimension of individualism and collectivism is also the
opposite of the distinct cultures in a global cultural context (Hofstede Insights, 2018). The score from the bar chart can
indicate that Netherlands and UK are individualism countries. In contrast, the
other 4 countries are collectivism countries. In a team, people from
individualism are very innovative and has strong personal opinions. They have a
strong ability to complete the work with a high quality by their own. People
from collectivist countries have a strong loyalty to the team. They have a
strong sense of responsibility on team works.

 

 

–       
Masculinity

This dimension
represents the gender role of both genders in society. Gender differences in
gender roles are obvious in Countries has high masculinity. Countries with a
low mark in masculinity can also be called femininity. In femininity countries,
social gender roles in both genders are similar, both men and women are humble,
obedient, and concerned about the quality of life(Hofstede,
Hofstede, and Minkov, 2010). To be noticed is that in the 6 countries,
the Netherlands is the only one that is obviously a femininity country by
contrast. China and UK are more masculinity society, while the other 3
countries have a moderate score in this dimension.

 

–       
Uncertainty Avoidance

It is not hard to prove
that uncertainty avoidance is also a common dimension in corporate culture (Hofstede, Hofstede, and Minkov, 2010). It determines
the attitude of a business to failure. Companies in countries with a high
degree of uncertainty avoidance, such as Brazil, the Netherlands, and United
Arab Emirates, tend to have a conservative corporate culture, often there is no
lack of high-quality work. Companies in countries with low degree of
uncertainty avoidance, such as China, Vietnam, and the UK, the corporate will
motivate employees to become risk takers and encourage everyone to try new
ideas without fear of uncertainty and fear of failure

 

–       
Long-term Orientation

This dimension
refers to the idea that a person or a group has a long-term development concept
or the concept of short-term development. People in short-term oriented
countries like are more focused on what is happening right now. People from
these countries work fast and efficiently. Those
who are from long-term oriented countries value more on the future goals and
how to achieve them. In the 6 countries, China can be clearly defined as a
long-term oriented country. The other countries have a moderate score, meaning
these countries concerned on both long-term and short-term development.

 

–       
Indulgence

This dimension
determines the degree of desire and impulse controlling (Hofstede
Insights, 2018). In the comparison of 6 countries, China and Vietnam are
restrained society, which means the behavior of people from these countries
often restricted by social norms. They don’t pay much attention to organizing
their spare times. In contrast, Brazil, the Netherlands, and the UK are more
indulgence societies. People from these countries often act optimism and
positive. They like to implement the desire for entertainment and enjoyment.

 

 

 

Leadership
Style- DISC model

In order to manage
and corporate with the team that has a diverse culture, an appropriate
leadership style is highly essential. A DISC- model will be used to determine
the best leadership style that is suitable for the manager of this team.

This is a
culturally diverse team. Some people from some countries are highly innovative
and some people from some countries have high levels of execution.

First of all, how
to manage the team, so that everyone can give full play to their strengths is a
priority. Therefore, rather than governed by all the rights, it is better to
delegate some of the rights, so creative and good-natured members can stimulate
the creativity and enthusiasm of others. This is also to avoid conflicts with
the team members who do not like to be governed and controlled. Of course, the
partial delegation of rights does not mean that there is no provision. The
quality of the work, the time to complete the goal need to have more stringent
requirements, in order to complete the assessment of work efficiency and
results. This is for team members to have better teamwork and time management
skills.

Second, the
manager as a team leader also as part of the team, need to collaborate with the
team. The manager needs to encourage and support team members, and discuss and
solve the problem with the entire team.

Next, develop
reasonable goals and plans, combined the opinions of the team members to
determine the reasonableness of the plan and to analyze the feasibility of the
plan. In international event management, the best results can be achieved by
combining the cultures of each country so that all cultures can work together
and influence each other.

Through the above
analysis, the most appropriate DISC leadership style is Si Style. This style
emphasizes cooperation and communication. For such a diverse team, it allows
team members to encourage and influence each other, so as to achieve the goal.
It should be noted that it may happen that a member wants to make other players
forced to accept his or her own opinion. At this time, the manager should be
able to coordinate and combine the reality to find the optimal solution. 

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