Hofstede's Cultural Dimension Model Analysis

The report summarizes Hofstede's model as a tool to assess cross-border cultural connections and disparities. It focuses on the importance of culture for international business, using the six dimensions of power distance, individualism/collectivism, masculinity/femininity, and uncertainty avoidance. The report suggests that organizations can use this framework to identify cultural barriers, select the most appropriate form of culture, and establish a shared approach across global operations.

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TABLE OF CONTENT
INTRODUCTION..................................................................................................................... 3
TASK.............................................................................................................................................3
Critical evaluation of the suggestion made in article..................................................................3
Agreeable and non agreeable suggestions and its justifications.....................................................4
Suggestions that could be added to the cultural dimension............................................................5
CONCLUSION............................................................................................................................. 5
REFERENCES.............................................................................................................................. 6

INTRODUCTION
Hofstede’ s model or framework is a tool to strengthen and assess cross border cultural
connections, disparity and its affect on organizations (Adedeji, Popoola and San Ong, 2017).
This report will be focusing upon a specific model that reflects the importance of culture for the
international business. It will cover the components of Hosfstede model that can be utilized by
global businesses to increase its cultural friendliness and to overcome the issues related to it.
TASK
Critical evaluation of the suggestion made in article
Hofstede cultural dimension is the framework of different cultures introduced by the
psychologist named Dr. Greet Hofstede in 1970s. This model is applicable on organizations to
understand the importance of businesses culture and its impact on employees’ productivity
(Ahlawat, Banerjee, and et.al., 2016). This model can be applied to identify the cultural barriers
that could be helpful in determining the level of communication among the employees. These six
dimensions are power distance, individualism/collectivism, masculinity /femininity and
uncertainty avoidance. These dimensions refers to different type of cultures that need to be exists
within organizations and it is used to select the most appropriate form of cultures followed by
taskforces. Various suggestions have been derived in explanatory content related to the selected
model.
Different aspects of the culture that has been framed into this model can be applied to
various countries’ businesses for assessing the differences between values and culture (Franco
and Lucas, 2016). This model has been proved to be the most effective structure to analyze the
need of cultural awareness within employees and it has increased the credibility of outcomes
related to evaluation of organizational behavior. The model inhibits sufficient descriptive
information with reference to the cultural inclination of different countries.
This may be helpful for managers to align their organizational culture with different
organizational statements and policies. This can be most effective in terms of branding and
marketing strategy as well (Omerzel, 2016). The organizations can target to the cross cultural
interest and invite or attract the customers or clients as per their inclination. Similarly, the

framework can be highly supportive to gather the cultural interests of their employees and to
mould the environment along with it.
Due to the presence of score card for each of the culture dimension, a country air an
organization may easily assess its loophole and can deliver desired culture to it (Valaei and et.al.,
2016). For instance, organization of the countries like Brazil, Africa, may get low score on
femininity culture due to the presence of masculinity will deliver it an idea of women
empowerment within its organizations.
Agreeable and non agreeable suggestions and its justifications
International businesses are continuously outreaching throughout the globe and have
started cross all the barriers of communication and other factors that may affect its success. Due
to globalization and cross border connections the effect of relations and culture has also been
affected. Culture of any country depends on its ethical values, religious beliefs, language and
attitude of its people (Omerzel, 2016). Organizations’ culture also depends on all of these
mentioned factors and its application. Hofstede model of 6 D culture have highly supported all
the global business to evaluate its strength and weaknesses.
The fact presented in article that “organizational cultures in different countries are
different” is agreeable. Hofstede model of cultural dimension have started being used by more
than 50 countries due to its effectiveness, number of advantages and assessments of business
environment. It has been utilized in Brazil, Japan, China, Germany, Canada, US, Britain etc.
This framework has established a considerable assessments and scoring of different countries
regarding to six cultural dimensions (Adedeji, Popoola and San Ong, 2017). Countries like
Sweden, Austria may inhibit high score in femininity, this will definitely differentiate its
organizational cultures with respect to the other countries with high level of masculinity. This
shows that differences in organization culture of two countries may inhibit significant differences
due to its ethical practices and tradition of that particular country. As mentioned in the article,
two basic elements of any organizational cultural are its norms and values depend upon the
effectiveness of the people of organizations. Following a culture and set of norms and values
depends on the effectiveness of an individual or group of people.

Apart from this, a question has been raised in the article about the relationship of
customer buying behavior and culture of company. It can be said that companies need to
establish a shared approach and set of norms throughout the globe to maintain similar level of
working pattern in each of its chain (Feldman and Msibi, 2016). Along with it, assessment
related to national culture definitely help in international marketing and help organizations in
business activities such as product development, increasing communication, engagements and
other international connectivity.
Suggestions that could be added to the cultural dimension
The model has laid emphasis on the femininity and masculinity by knowing the fact that
most of countries will have low score in femininity. This model could have represented other
dimensions persists within organizations and can focus upon the components like job location
and cultural similarity among employees (Banerjee, 2016). Apart from the cultural awareness
and the other factors related to the cultural dimensions, there must be the inclusion of effects
related to globalization as well. The validity of model can be increased by the application and
inclusion of more elements related to that of national as well as organizational culture.
Considerations of the factors like technological, advancements, effect of advanced
communication systems and its effect on cultural development could be included in the model.
CONCLUSION
The report has summarized that Hofstede model has proved to be highly effective in
assessing cultural awareness within different organizations and countries. It has supported the
facts of the model but has also raised certain facts that its credibility may be increased by
including other technological and globalization factors and its impact on cultures.

REFERENCES
Books and Journals
Adedeji, B.S., Popoola, O.M.J. and San Ong, T., 2017. National culture and sustainability
disclosure practices: A literature review. Indian-Pacific Journal of Accounting and
Finance. 1(1). pp.26-50.
Ahlawat, R., Banerjee, and et.al., 2016, Culture and HRM-application of Hofstede’s cultural
dimensions in hospitality HRM. International Journal of Advanced Research in
Management and Social Sciences. 5(12). pp.130-139.
Azizi, N. and Rowlands, B., 2018. The Moderating Effects of Organisational Culture on the
Relationship between Knowledge Sharing and IT Risk Management Success.
Banerjee, S., 2016. Using power distance as an organisational level variable. A comprehensive
theoretical review. Proceedings of MAC-MME 2016, p.125.
Feldman, A. and Msibi, S., 2016. Influence of cross-cultural leadership on organizational culture:
Arcelormittal, Newcastle, a South African perspective.
Franco, M. and Lucas, M., 2016. Family management of SMEs: an organisational culture
perspective. International Journal of Globalisation and Small Business. 8(1). pp.18-38.
Omerzel, D.G., 2016. The impact of entrepreneurial characteristics and organisational culture on
innovativeness in tourism firms. Managing Global Transitions. 14(1). pp.93-110.
Valaei, N. and et.al., 2016. The effect of culture on attitude towards online advertising and online
brands: applying Hofstede's cultural factors to internet marketing. International Journal
of Internet Marketing and Advertising. 10(4). pp.270-301.