Managing Across Cultures: Analysis of Hofstede's Model

Running head: MANAGING ACROSS CULTURES
MANAGING ACROSS CULTURES
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MANAGING ACROSS CULTURES1
Introduction
As discussed by Adekola and Sergi (2016), the organizations that are operating in the
global village or modern business environment have started hiring employees who belong to
different countries. The workplaces are thereby comprised of different cultures that are based
on various languages, mannerisms and traditions. Cross-cultural management is related to the
methods by which managers are able to oversee the employees from a certain culture other
than that which is followed by the employees who belong to different cultures (Barker, 2016).
The managers are able to implement different methods in order to develop the multicultural
teams. The offices of organizations that are located in diverse parts of the world can be
managed effectively with the help of knowledge that has been gained by the managers (Bird
& Mendenhall, 2016).
The essay will be built on the understanding and application of Hofstede’s model of
cross-cultural dimensions for solving various concerns that have an influence on the firms.
The implementation of the model will also be based on development of multicultural
organizations that are a part of various industries. The methods implemented by managers to
manage the teams effectively will also be analysed in the essay in detail.
Analysis of the usage of Hofstede’s cultural dimension model by managers
Hofstede’s cultural dimension theory that is a framework based on cross-cultural
communication that had been developed by Geert Hofstede. This is able to define the impact
of the culture of a society on principles that are grown by the associates. The relation of
values to the behaviour is based on structure that is a result of the factor based analysis. The
unique model was formed by Hofstede as the result of usage of the factor analysis in order to
observe the results that have been gained from survey of the employees of IBM between the
years 1967 to 1973 (Cross, 2017). The original theory related to four dimensions based on

MANAGING ACROSS CULTURES2
cultural values that include individualism-collectivism, power distance, uncertainty avoidance
and masculinity-femininity. Two more dimensions had been added to the Hofstede’s model
in the year 2010 that include long-term orientation and self-restraint versus indulgence. A
major tradition related to research had been developed by Hofstede that was mainly based on
cross-cultural psychology. Cross-cultural communication and international management have
been able to play a key part in the methods by which diverse aspects of culture are able to
affect the organizations and the individuals as well (Groves, Feyerherm & Gu, 2015).
The six major dimensions of Hofstede’s cultural model are mainly based on the
extensive research that is made by Professor Geert Hofstede related to the operations of
global or multinational corporations. Cultural dimensions are able to represent the
independent preferences of the individuals with respect to the other members of the
organization (Hofstede-insights.com. 2019). The six major dimensions that are a portion of
the model are as follows,
Power distance Index (PDI) – The dimension is based on the degrees up to which the
less powerful individuals or associates of the firms or the society as a whole are affected by
the unequal distribution of power. The improper handling of inequalities within the society is
considered to be a major part of the dimension (Hofstede-insights.com. 2019).
Individualism versus collectivism (IDV) – The high score received in this dimension
is called individualism and is related to the loosely-knit social framework. On the other hand,
low score received in this dimension is based on the collectivism that is a part of the tightly-
knit society.
Masculinity versus femininity (MAS) – The masculinity based side of the dimension
is able to represent the preference for heroism, assertiveness and achievement. On the other