ARUBAV2MAC07: Managing Across Cultures - Cultural Frameworks

This essay delves into the complexities of managing across cultures, emphasizing the importance of cross-cultural communication in today's globalized business environment. It examines frameworks such as Hofstede's cultural dimensions theory, Trompenaars' and Hampden-Turner's Seven Dimensions of Culture, and Edward T. Hall's Cross-Cultural Theory, illustrating how these models aid managers in making culturally informed decisions. The essay also analyzes the cultural attributes of Japan and Sweden using Hofstede's model, highlighting the need for businesses to adapt their strategies when interacting with different cultures. Ultimately, the paper underscores the significance of cross-cultural understanding in achieving business success in diverse international settings, advocating for the use of cultural models to navigate these complexities.

Running head: MANAGING ACROSS CULTURES
Managing Across Cultures
Name of the Student:
Name of the University:
Author’s Note:

1MANAGING ACROSS CULTURES
Task 1
Cross-cultural communication can be defined as the kind of communication which an
individual or a business organization undertakes when it is dealing with a person or a business
organization which is totally different from the culture of the person or the business organization
(Kinloch and Metge 2014). It is significant to note that the process of globalization and the recent
advancements in the field of technology as well as innovations have internalized the business of the
majority of the business organizations (Kinloch and Metge 2014). Therefore, it is seen that the various
business organizations in the process of the conduct of their business often come into business
relationships with the business organizations belonging to other cultures (Kinloch and Metge 2014). It
is precisely here that the concept of cross-cultural communication becomes significant. It is
significant to note that an understanding of the process of cross-cultural communication is likely to
help the “managers make culturally informed choices that benefit the organization” (Kinloch and
Metge 2014).
One of the most popular frameworks of the process of cross-cultural communication is the
“Hofstede's cultural dimensions theory” which was propounded by the Hofstede back in the 1960s
and 1970s (Carbaugh 2013). This particular framework initially consisted of five dimensions which
were representative of the culture and other important aspects of the life of the particular nation under
discussion (Hofstede 2001). However, in the year 2010 a sixth dimension was added to the model by
Hofstede himself (Hofstede 2001). The six dimensions used by Hofstede to represent the diverse
elements of the culture of the various nations are “masculinity, individualism, power distance,
uncertainty avoidance, long term orientation and indulgence” (Hofstede 2001). It is significant to note
that this particular framework and its six components are used by the various business organizations
and their managers when they are trying to transact business with individuals or business
organizations belonging to cultural backgrounds which are different from theirs (Hofstede 2001). For
example, on Hofstede’s framework if a cultural analysis of the nation of Australia and Sweden is done
then it would reveal that the cultures as well as the societies of the two nations are starkly different are

2MANAGING ACROSS CULTURES
each other and therefore the people from the two nations in order to transact business with each other
will have to undergone certain alterations in their behavior and way of conducting business (Hofstede
1980).
“Trompenaar’s and Hampden-Turner's Seven Dimensions of Culture” is another
important framework is often used by the various business organizations as well as the individuals
who try to conduct business with individuals belonging to different cultural backgrounds
(Trompenaars and Hampden-Turner 2012). In this particular model, the theorist Trompenaar and
Hampden identified seven basic entities which determine the cultural as well as the social practices of
a particular nation or culture (Trompenaars and Hampden-Turner 2012). The seven dimensions
identified by them in their 1997 book "Riding the Waves of Culture." are “Universalism versus
particularism”, “Individualism versus communitarianism”, “Specific versus diffuse”, “Neutral versus
emotional”, “Achievement versus ascription”, “Sequential time versus synchronous time” and
“Internal direction versus outer direction” (Trompenaars and Hampden-Turner 2012). In the opinion
of the theorists, these seven attributes form the core values of the culture of any nation or cultural
group and there while conduction business with a person or a business organization belonging to
another nation or cultural background the concerned person or the business organization needs to take
these factors into consideration (Trompenaars and Hampden-Turner 2012).
“Edward T. Hall's Cross-Cultural Theory” is another important framework which is used
by the various individuals as well as business organizations to conduct business with the individuals
or business organizations belonging to other nations or cultural backgrounds (Hall 1976). This
particular theory can be divided into two parts namely the “high context” representing the things
which are taken for granted in a particular culture and the “low context” representing the things which
are taken for granted in a particular culture (Hall 1976). It is significant to note that the various
managers as well as the business organizations should take into consideration the low as well as the
context of a particular culture before conducting a business communication with a person or business
organization belonging to that particular culture (Hall 1976).

3MANAGING ACROSS CULTURES
Task 2
It is generally seen that a particular business organization or a manager when goes on to
conduct business with an individual or a business organization from a different nation or cultural
background they need to make a few alterations in their way of transacting business (Carbaugh 2013).
For example, an analysis of the different attributes of the nation Japan on the Hofstede’s cultural
model would reveal the following facts-
Figure 1: Analysis of Japan on Hofstede’s cultural model
Source: Hofstede”s cultural insights
The above figure clearly shows the important factors which the various managers as well as
business organizations need to take into consideration while conducting business with the business
organizations belonging to the nation of Japan (Hofstede Insights 2018). Thus, the high percentage of
masculinity indicates that the society of Japan is driven by competition, success and achievement
(Hofstede Insights 2018). Furthermore, the low score on the scale of individualism means that the
various business organizations of the nation of Japan are more motivated by group work rather than
individual work (Hofstede Insights 2018). These in short are two important factors which the various
managers should take into consideration while conducting business with the business organizations
belonging to the other cultures or nations.
The country Sweden, on the other hand, has its own rules related to cultures as well as social
norms. An analysis of the nation Sweden on the Hofstede’s cultural model would reveal the following
figure-

4MANAGING ACROSS CULTURES
Figure 2: An analysis of Sweden on Hofstede’s cultural model
Source: Hofstede’s Cultural Insights
The above figure clearly indicates that the people of the nation of Sweden are less motivated
by the factors of competition, success and achievement (Hofstede Insights 2018). This is evident from
the extremely low score of the nation on the masculinity index (Hofstede Insights 2018). Furthermore,
the high score on the index of individualism indicates that the people of the nation do not like to
indulge in group work rather they like to work on an individual basis (Hofstede Insights 2018). These
in short are two of the main consideration which the various managers belonging to the various
business organizations should take into consideration before conducting business with individuals or
business organizations belonging to the nation of Sweden.
To conclude, the various managers as well as the business organizations need to take several
factors into conducting business with the various business organizations or individuals belonging to
the different nations or the cultures which are originally different from the ones to which the manager
or the business organization belongs. Thus, to make their business a success in the nations belonging
to other cultures, the business organizations need to undergone a few alterations. These alterations
which the various business organizations or the individuals need to undergo can be deciphered from
the various cultural models like Hofstede’s cultural dimensions, Trompenaar or Hall. It is here that the
real significance of these cultural models comes into play. Therefore, it would be apt to say that the
process of cross-cultural communication forms an important part of the business operations of the
various business organizations.

5MANAGING ACROSS CULTURES
References
Carbaugh, D. ed., 2013. Cultural communication and intercultural contact. Routledge.
Hall, E.T., 1976, Beyond Culture, New York Doubleday
Hofstede Insights. 2018. Country Comparison - Hofstede Insights. [online] Available at:
https://www.hofstede-insights.com/country-comparison/japan/ [Accessed 14 Apr. 2018].
Hofstede Insights. 2018. Country Comparison - Hofstede Insights. [online] Available at:
https://www.hofstede-insights.com/country-comparison/sweden/ [Accessed 14 Apr. 2018].
Hofstede, G H., 1980, Culture and Organisations, International Studies of Management and
Organization. Winter 80/81, Vol. 10, Issue 4.
Hofstede, G., 2001, Culture's Consequences: Comparing Values, Behaviors, Institutions and
Organizations across Nations, 2nd edition. London: Sage Publication.
Kinloch, P. and Metge, J., 2014. Talking past each other: problems of cross cultural communication.
Victoria University Press.
Trompenaars, F. 1996, Resolving International Conflict: Culture and Business Strategy, Business
Strategy Review. Autumn96, Vol. 7 Issue 3
Trompenaars, F. and Hampden-Turner, C., 2012, Riding the Waves of Culture: Understanding
Cultural Diversity in Global Business. London: Nicholas Brealey