A Reflection on Cultural Differences in an Organisation

Running head: A REFLECTION ON CULTURAL DIFFERENCES IN AN ORGANISATION
A Reflection on Cultural Differences in an Organisation
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A REFLECTION ON CULTURAL DIFFERENCES IN AN ORGANISATION
Question 1: Dimensions of Culture explained with the help of Trompenaars’
Model and the Onion Model of seven cultural dimensions.
Management Consultants Fons Trompenaars and Charles Hampden-Turner had
conducted research on more than 46,000 managers in 40 countries across the world to understand
the values and preferences that individuals associated with the uniqueness of their cultures (Erez
et al. 2013). On evaluating the results they concluded that such preferences could be categorized
under seven specific dimensions, namely,
Individualism versus Communitarianism- This dimension is characterized by the importance
given on decision making. In individualistic culture, it is mostly it mostly refers to a singular
authority while in communitarism it refers to a collective process.
Neutral versus Emotional- Emotions are generally not disclosed in open and highly controlled
in neutral culture whereas there is spontaneous exhibition of emotions in the later one.
Internal Direction versus External Direction- This particular dimension is based on how a
particular culture perceives their environment and based on that how much they want to bring it
under their control. If the external environment is perceived as threat then to exert control over it
would be more than what it would be when one decides to live in harmony with the environment.
Achievement versus Ascription- In an achievement oriented culture, the focus is more on the
development of skill and knowledge in order to be recognized. Whereas, in Achievement based
culture, one’s status determines one’s worth, acceptability and recognition in the society.
Sequential Time versus Synchronous Time- The concept of sequential time can be explained
as time being considered as a quantifiable parameter in a project’s completion and

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A REFLECTION ON CULTURAL DIFFERENCES IN AN ORGANISATION
implementation. Synchronous time is more of an abstract idea where time is considered to be a
part of nature’s rhythm with no specific value solely attached to it.
Universalism versus Particularism- In Universalist culture, ideas are not confined to specific
definitions. However, there are few standards based on which the ethical distinctions are made.
Specific versus Diffuse- In specific culture there is a clear division between public and private
circle of cohesiveness whereas in diffused culture, this aspect is absent.
The Onion model of Cultural Communication was proposed by Gerard Hendrik
Hofstede and it is more commonly known as Cultural Onion (Bãlan and Vreja 2013). In is a
diagrammatic representation of cultural communication that is explained in three layers and a
core.
The Core signifies the standard values and principles in a culture that are not subjected to
change. The First Layer defines the rituals like gestures and personal hygiene ascribed in a
particular culture. The Second Layer describes the influential figures that drive the intents and
motives of the majority in a society. The Third and the Final Layer around the core ascribe to
all those valued that can be instilled in one’s character over time through practice (Guiso,
Sapienza and Zingales 2015).
Question 2: Explaining my Culture through the Culture Onion
As per Trompenaar’s dimensions, I belong to a Communitarianism Culture which can be
further explained as a Neutral, Specific, Achievement oriented, Internally directed and
synchronous with time. In my culture decision making is mostly prevalent in collective form in
presence of a democratic leader. As per Hofstede’s Culture Onion, our core values consist of