Cultural Issues in a Workplace

This assignment focuses on a workplace scenario where a manager faces a conflict due to differing cultural values. The prompt asks the student to analyze the situation through Hofstede’s cultural dimensions model to understand the root cause of the conflict and propose solutions for resolution, aiming to maintain a highly efficient work environment.

Running head: INTERNATIONAL MANAGEMENT
International management
Name of the Student
Name of the University
Author note

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Answer 1
In the year of 1970, Dr Hofstede published his models of cultural dimensions based
on a research work that has taken almost a decade to get completed. His models emerged as a
breakthrough in the study of cultural differences and soon became widely popular. His
models later became the standard for the understanding of cultural differences (Taras, Steel &
Kirkman, 2012).
Hofstede studied employees of IBM in about fifty countries and identified five
dimensions that are eligible to differentiate one culture from another culture. These
dimensions are:
1. Power Distance Index
2. Individualism Versus Collectivism
3. Masculinity Versus Femininity
4. Uncertainty avoidance Index
5. Pragmatic Versus Normative
While analyzing his database of cultural statistics, Hofstede found clear distinctions
between his dimensions and as his research was solely based on the employees of IBM, he
attributed these patterns to national and cultural differences to minimize the company
culture’s impact. The five cultural dimensions of Hofstede are important to explain the
present situation of Lee in the company he is presently working at (Shinnar, Giacomin &
Janssen, 2012).
Power distance index (PDI): This can be referred to as the degree of the inequality
that is present in the organization and that is accepted by the people with the power and the
people without the power. Whenever a high PDI score is seen, that means that in that

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organization or society unequal and hierarchy is present and is generally accepted. On the
other hand, a low PDI score indicates that the power is distributed equally in the society or in
the organization and the members of the organization or society do not consider that the
power should be distributed unequally (Rienties & Tempelaar, 2013). In the new workplace
of Lee, in Korea, it is seen that the PDI score is pretty high as there is a presence of hierarchy
and people are very aware of the rules and regulations in he organization. Lee violated some
of the norms and found that the total workforce was against him and thus it can be said that
PDI is a very important thing for distinguishing the cultural differences.
Individualism versus Collectivism (IDV): This dimension deals with the bonding or
the strength of the people to the others in the society or in the workplace. A high IDV score
shows that there is abundance of interpersonal relationship among the employees of that
organization or the members of hat community (Minkov, Blagoev & Hofstede, 2013). In
Lee’s workplace, it is seen that there is a strong bonding between the employees and thus
they all stood together against Lee and protested calmly.
Masculinity versus femininity (MAS): This model is used to refer to the role
distribution among the men and women in the society or in the workplace. In a masculine
society, men behave assertively and the power is seen in the hands of men in most of the
times. On he other hand, in feminine society’s modesty is seen as a virtue, and good
relationships with the supervisors are seen as important factor and women also possess some
powers in the society or in the workplace, and this should be the ideal condition in any
society or workplace in today’s situation (Ho, Wang & Vitell, 2012). In lee’s workplace,
MAS score is relatively high and the bonding between the workers and the management body
is quite strong and that is why the managers were able to explain the issues to Lee for the
further betterment of the organization.

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Uncertainty avoidance index (UAI): This dimension of Hofstede explains whether
people can cope up with anxiety or not. In some organizations or societies UAI score is seen
quite high and in those cases, people tend to make life easier, predictable and also
controllable (Hsu, Woodside & Marshall, 2013). On the other hand, people in society with
lower UAI score, are seen way relaxed and inclusive than others. It is seen that in Lee’s
workplace, there is a high UAI score and that is why, the workers protested when Lee
violated some of the rules and regulations, and the intent of his colleagues was to control the
unwanted situation.
Pragmatic versus Normative (PRA): this dimension can be referred to as a Long-
term Orientation and it refers to the degree in which some people need to explain the
inexplicable issues, and it is related to the religiosity and nationalism. In general, it can be
said that, the organizations or societies with higher PRA score are more pragmatic, modes
and thrifty. On the other hand people from the society or organization with higher PRA score,
are seen to be more religious or nationalistic (Garcia-Gavilanes, Quercia & Jaimes, 2013). In
Lee’s workplace it is seen that the workers are inclined towards being more pragmatic and
that is why no unwanted situation was seen when Lee violated some laws. Lee’s colleagues
did not tell him anything, rather they all ignored him for some time and Lee eventually
understood that there must be some fault from his side and then every issues were sorted
when he approached the manager.
Thus it is evident that, Hofstede’s five dimensional model is very useful to eliminate
the cultural differences in a society, as Lee is a Korean, but being a nonresident citizen of
Korea for long 15 years he acquired the cultures of Australia and he faced some issues while
working in Korea, in his native state (Fang, 2012). Those issues were dealt with using the
models of Hofstede and thus it is evident that Hofstede’s model is highly important to
annihilate cultural differences from Lee’s workplace.

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Answer 2
To sustain in the organization he currently works at, Lee must change some of his
ways to work in the office. He is seen as a very efficient man when it comes to work, but it is
a matter of fact that he used to leave office after the scheduled time as he is able to finish his
work before the allocated time. This behavior is seen as a rude behavior to some of his
superiors and his colleagues (Dartey-Baah, 2013). Apart from this, Lee was not aware of the
fact that he cannot attend office with his dyed hair as that is against the rules in Korea, and
his casual dressing style is also not appropriate in Korea, as in Korea wearing casuals in
office is strictly prohibited. In general Lee is seen as a jovial person, so mixing with all of his
colleagues would not harm and that is how he can start changing the situation (Ting & Ying,
2013). Wearing proper clothes in the office and not styling hair with dyes would not affect
him in any ways, so he can definitely try shaping things up and that would highly benefit his
present condition and he can work peacefully in Korea.
Answer 3
It is seen from the case study that Lee is a talented worker but having some trouble
working in the land of Korea. Being a Korean he is facing some cultural differences as he
resided in Australia for almost fifteen years and after returning to his native country he is
facing some issues at the workplace. The Korean manager was dealing with a workforce who
was morally very content and also efficient. Lee joined later and he is also seen as a very
efficient man but with some problems. Lee stayed a long time in Australia and picked up
some of the cultures of Australia. While working in Korea, he forgot that there casual dress
and dyed hair in office premises is strictly prohibited and if he completes his work before
time, he should not leave the office before scheduled time, as that would be disrespectful
towards his seniors. It is also seen that in a conference Lee was standing secluded from the

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general employees and that made his colleagues angry. To relate this situation with
Hofstede’s model dimension of Individualism and Collectivism, it can be seen that the
bonding among the general workforce is very strong and when Lee was secluding himself
from the team that caused a disruption and they silently protested the incident (Borker, 2012).
Thus, the Korean manager needs to shape things immediately and for that either he would be
needing to get rid of Lee or to make him amend some of his ways of working. As it is seen
that Lee is very efficient, the manager would not try to get rid of him on the first place. The
manager should make him understand that the things are not right and how he should sort
things out for his own betterment and the betterment of the whole working team (Venaik &
Brewer, 2013). Thus, it can be said that, the manager must employ Hofstede’s model to reach
the bottom line of the issue and resolve it in a way so that he could maintain the highly
efficient workforce like before.

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