Hofstede's Cultural Dimensions and Organizational Success
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The assignment discusses the role of Hofstede's cultural dimensions in organizational success, highlighting the benefits and drawbacks of each dimension. It then suggests adopting a femininity-based cultural approach that emphasizes people-oriented values to create a loyal workforce and improve efficiency.
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Hofstede Cultural Dimensions
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Table of Contents INTRODUCTION...........................................................................................................................1 MAIN BODY..................................................................................................................................1 1. Evaluate Hofstede's Cultural Dimensions...............................................................................1 2. Agree and Disagree.................................................................................................................2 3. Suggestions.............................................................................................................................3 CONCLUSION...............................................................................................................................3 REFERENCES................................................................................................................................4
INTRODUCTION Hofstede's Cultural Dimensions theory is a framework developed by Professor Greet Hofstede who describes the relationship between cultures, values and behaviours of employees and organizational environment. This theory had originally propounded four dimensions which canimpactbusiness anditsactivities, namely– Individualism-Collectivism, Masculinity- Femininity, Uncertainty Avoidance and Power Distance. This theory has been used in several fields for the cross-communication factor. It also helps in measurement of national culture on business and its value and behaviour (GEERT HOFSTEDE CULTURAL DIMENSIONS,2018). Report will highlight the evaluation of cultural dimensions and its agreed and disagree aspects. Report will also give suggestions related to the cultural dimensions. MAIN BODY 1. Evaluate Hofstede's Cultural Dimensions Hofstede explained 4 cultural dimensions which can influence the business, its activities and its environment. These 4 dimensions are as follows - 1.Individualism/Collectivism– Individualism cultural dimension refers to the extent to which people are self-oriented. In this approach, the focus in on “I”. People are self- interest and self- focused. Employee only focuses on the completion of his tasks, individual initiative and self-achievement. Another side, Collectivism cultural dimensions refers to the extent to which people are integrated with his team or group. In this approach, the focus in on “WE”, rather than “I”. Here, employees are working with his team to achieve the collective common goals. Here the achievement is goes to whole team, rather than single person. IDV of UK is 89 which is high (Minkov and et.al., 2017). 2.Masculinity/Femininity– This dimension is not related to the particular gender. It is related to the motivational approach that a leader adopts. Masculinity is related to the result oriented which is similar to the task oriented. In task oriented, leader focuses on the task completion and for that he will do motivate employees. It's opposite side, Femininity is related to relationship oriented which is similar to the people oriented. In people oriented leader focuses on the building relationships which helps him to understand his employees' capabilities. This will help leader to complete tasks by motivating employees. MAS of UK is 66 which is come between moderate and high. 1
3.Uncertainty Avoidance– This dimension will help the company to measure the comfort level of employees regarding accepting new changes. Uncertainty Avoidance refers to the extent to which employees are ready to adopt new changes. It can be measure by 2 ways- HighUncertaintyAvoidanceandLowUncertaintyAvoidance.Highdegreeof uncertainty avoidance tells that employees are not ready to accept the changes. They are highly relied on formal processes and procedures. Lower degree of uncertainty avoidance tells that employees are ready to accept the changes. They are risk taker and innovator. They are ready to accept the new processes and procedures. UAI of UK is 35 which is low (Kim, 2017). 4.Power Distance– It is also known as Power of Authority. This dimension refers to the degree to which low power authority accepts the fact that distribution of power is unequal. Power Distance also defined the hierarchical structure of organization. It can be measure in 2 ways – High degree of power distance which defined that employees are clearly understood the hierarchical structure and distribution of power. Low degree of power distance which refers that employees are not understood the hierarchical structure and demand for equal distribution of power. PDI of UK is 35 which is low. 2. Agree and Disagree I agree with 2 dimensions –Collectivism and High degree of Power Distanceand disagree with 2 dimensions –Individualism and High degree of Uncertainty Avoidance. I agree with Collectivism because it focuses on team objectives. To achieve that objectives, employees work together. This will help in building relationships and gaining trust. This all lead to team spirit. If team is able to achieve objectives, this will give recognition to whole team which boosts the confidence of team as well as team members too (Abdullah, 2017). IagreewithHighDegreeOfPowerDistancebecauseitreferstotheclearly understanding of distribution of power and organizational hierarchical structure. This will help company to manage its activities properly. Employees also get to know that whom to report and whom to communicate. This will lead to no conflict and confusion in organization which help to maintain friendly environment. I disagree with Individualism which emphasis on self-development. This will lead to completionofpersonalobjectiveswhichmayormaynotbematchwithorganizational 2
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objectives. In this approach, employee focuses on self-achievement which lead to create conflict between him/her with his manager, supervisor, team leader or team members. I disagree with High Degree Of Uncertainty Avoidance. It refers to the avoidance of new changes by employees. They are not ready to adopt changes, which can be harmful for organization. Because, changes make organization upgraded which is essential for organizational success. Also, changes can bring more qualitative production with reduction in costs (Hofstede, 2017). 3. Suggestions I would like to suggest that company can adopt femininity cultural dimensions which emphasis on people oriented approach. This approach helps organization to gain loyal employees because leaders and managers focus on building relationships. For this, they do informal communication with them, help them to achieve their goals, provide them incentives for better performance, take suggestions of them and involve them in decision making process. This all feel employees that they are important for organization. This will cause to reduction in employee turnover and improvement in efficiency. The work environment becomes good and friendly. This approachencouragesgoodteamworkandfocusoncollectiveobjectives.Betterwork environment lead to positive productivity, which helps organization to earn profit and gain competitive advantages over its competitors. CONCLUSION From the above study, it has been summarises that Hofstede's cultural dimensions plays an important role in organizational success. No dimension is perfect for organization, because every dimensions has its own advantages and disadvantages which impact the organization environment. Thus, every organization should adopt the organizational culture according to the nature of business and impact of external environment on the business. 3
REFERENCES Books and Journals Abdullah, A.B.M., 2017. Cultural Context. InManaging the Psychological Contract.(pp. 23- 41). Palgrave Macmillan, Cham. Hofstede, G., 2017. Why is culture so important?. Kim, S., 2017. National culture and public service motivation: investigating the relationship usingHofstede’sfiveculturaldimensions.InternationalReviewofAdministrative Sciences.83(1_suppl). pp.23-40. Minkov, M., and et.al., 2017. A revision of Hofstede’s individualism-collectivism dimension: A new national index from a 56-country study.Cross Cultural & Strategic Management. 24(3). pp.386-404. Online GEERTHOFSTEDECULTURALDIMENSIONS.2018.[ONLINE].Availablethrough; <http://clearlycultural.com/geert-hofstede-cultural-dimensions/> 4