Cross-Culture Management: Hofstede, Hall, and Trompenaars Models

This report provides a comprehensive overview of cross-culture management, examining its significance in today's globalized business environment. It delves into the core concepts of cross-culture and its impact on organizational behavior. The report explores influential models such as Hofstede's cultural dimensions, Hall's cultural model, and Trompenaars' cultural dimensions, analyzing their frameworks for understanding cultural differences. It further investigates the implications of cross-culture management on organizational practices, including conflict resolution, national culture's influence on organizational change, and the relationship between organizational culture and leadership behavior. The report concludes by highlighting the ethics of interdependence in a cross-cultural context, providing a holistic understanding of effective cross-culture management strategies.

Running head: MANAGING CROSS CULTURE
MANAGING CROSS CULTURE
Name of the Student
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Author note

1MANAGING CROSS CULTURE
Executive summary
Cross culture can be defined as the concept that has the ability to recognize several
differences that people from other nations or backgrounds with different ethnicity have and
find ways of bridging them. It has become very important to understand and evaluate the
criticality of the cross culture that has been increasing with globalization. This report insights
about the cross culture in an organization, the methodology and the theories used for solving
them.

2MANAGING CROSS CULTURE
Table of Contents
Introduction................................................................................................................................3
Cross cultural management........................................................................................................4
Competencies for managing cross cultures................................................................................4
Impact of culture on organizational behavior............................................................................5
Hofstede model of culture..........................................................................................................5
Hall’s cultural model..................................................................................................................7
Trompenaars cultural dimension model.....................................................................................8
Differences in cultures and motivation in an organization......................................................11
Impact of culture on conflict resolution in organizations........................................................12
National culture and organizational change.............................................................................13
Relationship between organizational culture and leadership behavior....................................14
Ethics of interdependence........................................................................................................15
Conclusion................................................................................................................................15
References................................................................................................................................17

3MANAGING CROSS CULTURE
Introduction
Culture is the social behavior and customs of any particular society or people in a
group (Chan et al. 2016). In the same way. Cross culture can be defined as the concept that
has the ability to recognize several differences that people from other nations or backgrounds
with different ethnicity have and find ways of bridging them. It has become very important to
understand and evaluate the criticality of the cross culture that has been increasing with
globalization (Shiraev and Levy 2016). There are four basic factors that affect the culture of
various organizations, and these factors are dependent on the objectives and goals set by the
organization, challenges that are competitive, national variable, and the cultures of the society
that includes various determinants like religion, culture and education (Schwartz 2014).
Managing cross culture is essential as it helps in interacting, understanding. Then it
helps in dealing with the people that are from different backgrounds and have a very different
culture (Brett, Behfar and Sanchez-Burks 2014). At present, most of the business is going
international and are expanding their business to the places and countries across the globe. In
such a case, it becomes really important that a proper management of the culture is kept in
mind in order to have a more sustainable position in the market (Merkin 2017). As managing
cross culture properly would help in engaging the employees towards their work, and this
will help them to stay determined and work efficiently (Lopes Pimenta, Lago da Silva and
Tate 2014).
This report will discuss about the relevance and importance of understanding cross
culture as far as international management is concerned and then assessing the implications
of this understanding.

4MANAGING CROSS CULTURE
Cross cultural management
Due to the market globalization and internationalization of the companies that are
operating domestically, the importance of understanding the national culture has increased
and had also become essential (Singh 2018.). The factor that is responsible and gets
influenced by various factors is to remain competitive in the market over others present in the
market. The most important or the significant factor for the relation of cross-cultural business
is the national culture (Escartin et al. 2011). National culture plays a very crucial role in
shaping up the cultures related to corporate management (Fanon 1963). The culture of the
nation plays a very vital role in influencing the management practices that are international
and make approaches accordingly (Hallikainen and Laukkanen 2018). National culture is
responsible for influencing the managerial decision making in the organization and also in the
type of leadership (Lu, Hsu and Lee 2016). There is a very high influence of the cultures that
are based on the nation on the managerial functions and the people’s expectations on the
design of work.
Competencies for managing cross cultures
The most essential competency that is required for managing a cross culture is the
cultural sensitivity of a manager (Bratanych and Vyshnevska 2018). A manager should be
able to work even on the international projects in a global company that has a workforce that
is diverse in nature. This competency of cultural sensitivity alone covers attributes like
attitudes, values, behavior, norms and beliefs that a country has and then approach it
accordingly. The managers who can show this feature of cultural sensitivity in themselves are
more preferred and likely to be chosen by the organization (Ferris et al 1999). However, there
are certain other competencies that are required for managing cross culture across the
organization, and this includes problem solving and decision making skills, leadership, and a
very good understanding of the variation in cultures (Katz and Miller 1996). The manger or

5MANAGING CROSS CULTURE
the leader is chosen must be adaptive enough to gel up with the situations and trends going on
and must also be able to get out of the comfort zone and perform extraordinarily (Edwards-
Groves, Grootenboer and Ronnerman 2016).
Impact of culture on organizational behavior
It has always been seen that the technique of doing one particular work can be
different work for two different people. This difference is based on the values, cultures and
norms they have within. Similarly, for any organization, there are people coming from
various regions, or countries come together and work for achieving one particular target or
objective of the organization. Therefore, there can be no particular definition of culture and
ways of managing it.
Hofstede model of culture
According to Hofstede, culture could be defined as a mind’s software that is more or less
similar to the computer program, which is responsible for controlling the behavior of human
beings. However, later around in the year 1997 Hofstede gave another definition for the
culture which according to him can be classified and can also be compared on the basis of
five dimensions that are completely different from each other and that are responsible for
affecting the behavior, practices of the organization, ceremonies that are religious and the
social practices (Ganescu, Gangone and Asandei 2014). This theory was first applied to IBM
and fives indices were found that highlighted the role of cultural factors.
These five dimensions are:
1. Individualism
2. Power distance
3. Uncertainty avoidance
4. Masculinity-Femininity

6MANAGING CROSS CULTURE
5. Short term –long term orientation
Individualism: this can be referred to as collectivism. In other words, this dimension
determines that an individual is capable of dealing with several issues through his collective
actions or not. It is often observed that many times people try to impose their own interest
and concern over the group they are operating in or on to the organization. Therefore, this
dimension refers to if the person assigned can take collective action that could be the best
way of dealing with the problem (Ganescu, Gangone and Asandei 2014).
Power distance: the second most important dimension of the Hofstede’s theory. This
determinant is responsible for the connection of power and status differences that are usually
observed and accepted in a culture. There are several nations in the world where it could be
seen that the power distance is very high, based on the power and authority between two
different members of the same country. These differences can be based on the social status
that the two individual has or can also be due to the different occupational level in the
organization (Ganescu, Gangone and Asandei 2014).
Uncertainty avoidance: this being the third determinant or dimension deals with the
relationship that exists between a particular culture and that to a characteristic that is
uncertain in the future. The people in the society that are high in this determinant are the ones
who prefer rules and regulations and operate in predictable situations, unlike the people who
are low in uncertainty avoidance. Stable jobs, secured life and conflict avoidance are mostly
preferred by the people who are high on this factor or determinant (Ganescu, Gangone and
Asandei 2014).
Masculinity-Femininity: being this, the fourth dimension refers to the degree at which the
values are based and associated with the stereotypes that the symbol of masculinity is being
dominant and being aggressive. Whereas, the stereotypes associated with femininity is based

7MANAGING CROSS CULTURE
on features having compassion, emotional openness and empathy for people. It is often
observed that people with this culture are less concerned for the need of the individual and his
feeling but has a very high concern for the performance in the job and are considered as being
more assertive than others.
The orientation of short and long-terms: the thought patterns that are more likely to be long
terms are successful in reflecting an orientation that is based on the future and persistence.
However, the short term orientations are responsible for reflecting values that are presently
based and are concerns for the obligation in the future (Ganescu, Gangone and Asandei
2014).
Hall’s cultural model
T. Hall was an anthropologist in America and used context as the concept that would
help in understanding the factors that are the root cause of differences, such as the difference
in style of communication among several cultures (Hall et al. 2016). The culture was
categorized on a scale of high-to-low context, according to Hall.
In the countries with high context culture, it was believed that the information was
presented either through physical context or through the person internalized. In simple words,
the cultures with high context utilized very small communication gestures and less verbal and
non-verbal communication (Hall 2016). On the contrary, the culture that had a low context
was completely different from the high context one as, according to them, direct
communication was required to understand the message sent properly.
The concept of context culture between the high and low was mostly referred to as
language groups, people with different nationalities, and people with other regional
communities. Besides, the countries such as Japan and some other countries in Latin America

8MANAGING CROSS CULTURE
were considered as a culture with a high context, and the countries like Germany and the
United States were considered as cultures with low context (Sinfield 2014).
Trompenaars cultural dimension model
This model is popularly known as the seven dimensions of the culture. Trompenaar's
model helps in working more effectively with the people that belong to different cultures in
an organization (McSweeney 2016).
The most important requirement for bringing all these cross cultural models together
is due to the increase in the globalization and internationalization of the business presently.
Therefore, it becomes very important that the need to understand these cultures is recognized
and adapt this diversity as it will help in the elimination of any misunderstanding if occurring
any (Cacciattolo 2014).
Trompenaars seven dimensions of cultural model differentiate works based on the
preferences that the following dimensions have:
1. Universalism versus particularism
2. Individualism versus communitarianism
3. Specific versus diffuse
4. Neutral versus affective
5. Achievement versus ascription
6. Sequential time versus synchronous time
7. Internal direction versus external direction
Universalism versus particularism:

9MANAGING CROSS CULTURE
The culture that is based on the universalism is responsible for treating every people
equal in each and every case. The major focus is on the rules to be followed, then the
relationship present (Pîrlog 2017).
On the contrary, the culture that is based on particularism is more focused on the
relationship than the rules implied. The cases present has to be examined based on the special
merits each case has (Pîrlog 2017).
Individualism versus communitarianism
The culture based on individualism is based on the outcomes of an individual’s
decision and is the result of choices made by the individual. The decision makers can make a
decision anytime, but they are the ones who will be responsible for the outcome or the result
that will occur in the future (Ten Broeke 2016).
On the contrary, the culture based on communitarianism believes that the quality of life is
much better when people help each other. Therefore, the culture here is organized within the
groups. Loyalty sense is very strong in these groups, but the decision making is slower as the
input is given by most of the people in the group.
Specific versus diffuse
In specific based culture, people focus more on keeping their personal and
professional life separate and do not like interference in between them. It is observed here
that the cultures even do not overlap with each other and are focused and directed towards a
particular point while communicating with others (Ten Broeke 2016).
On the other hand, the people with diffused culture have a feeling that both the life
they have that is the personal and professional are interconnected to each other. People with

10MANAGING CROSS CULTURE
this culture also believes that the goals or the objective set can be achieved better if the
relationship is strong.
Neutral versus affective
The people with neutral culture do not believe in sharing their emotions with others.
However, it is very obvious that any individual is affected by the emotions they have. Still,
these people believe in having a check and having control over the emotions they have. These
people, when observed properly, can be considered as people who are rational and cool at the
same time.
Conversely, people with affective culture believe n sharing their emotions even at the
workplace. They believe that if sharing emotions at the workplace will help in strengthening
the relationships they have with people in the workplace (Ferreira et al. 2014).
Achievement versus ascription
The culture based on achievement is earned through the skills or knowledge any
individual has. The title in the jobs is earned by people with this culture. If there is a logical
argument present, anyone anytime can challenge these kinds of people.
On the contrary, the culture based on the ascription is based on the title that is given to
any individual, and the status is based on what an individual has and who the individual is at
present. Earning respect in these cultures is through a commitment made to the organization
and not because of the abilities any individual has of his own (Ferreira et al. 2014).
Sequential time versus synchronous time
It is very important to complete the project given on time, and most of the people
having this culture does the same. Each stage of the project is completed on the time given,
and any kind of discrepancy is avoided in this culture.

11MANAGING CROSS CULTURE
On the other hand, the people having the culture of the synchronous time keeps checking the
past and find ways of improving in the present, which will also help in shaping the future
accordingly. These people believe in multi-tasking, and due to this, the time becomes
interchangeable in this culture.
Internal direction versus external direction
People based on the culture of internal direction believes that they are capable of
controlling the environment they are working in for the attainment of the goals. People with
these cultures focus more on winning and being selfish. The prevalent personality seen in this
culture is an aggressive one.
The external direction culture based people believe in working with the environment
they have, and maintaining a strong relationship is more important than winning in this
culture. The main focus is on the environmental factors present.
Differences in cultures and motivation in an organization
The culture of any country in which the organizational function operates and
influences have a great role in motivating employees. The collective cultures that have a high
context often expect behaviors or norms that are based on one particular situation. Offering
rewards for the behavior of any individual can help in motivating the employees of the
organization and have a positive influence on them (Steers and Sánchez‐Runde 2017).
In the same way, Hofstede’s dimension of masculinity and femininity suggests that
rewarding could be different for several different societies. In the culture based on
masculinity, receiving money is mostly preferred or status-oriented, or the worldly rewards
are generally preferred by the men. On the contrary, the people based on the culture of
femininity mostly prefer rewards that are meaningful and useful for them, which shows their
improved benefits as well. They are more likely to prefer symbolic rewards for themselves.

12MANAGING CROSS CULTURE
Factors that are responsible for motivating employees also possess different
organizational culture within themselves and are quite different in a particular culture.
Therefore, it becomes very important in understanding the scenario and understand the
connectivity of the culture and the organizational culture within the employees of the
organization.
Impact of culture on conflict resolution in organizations
The way of conflict sensing by the people highly depends on the culture they belong
to. When Hall’s theory is taken into consideration, it is observed that the people having a
cultural context that is low observes conflict that is oriented instrumentally. A more analytic
and logical view is presented to the conflict by people with a low context culture. The issues
are more likely to be separated from the people. However, in the high context culture, the
conflict that arises is more or less oriented towards being expressive. They do not keep the
issue, and the people separated (Van Zyl, Dankaert and Guse 2018).
Therefore, conflict resolution in either type of the culture that is mentioned above, it is
very much understood that conflict may develop for any reason, and there is no particular
reason for the arousal of conflicts anytime. In low context, conflict arises because there is no
following of a particular way to behave in a situation. In the same way, there are more
specific ways and rules for behaving during a conflict. The main reason for conflict in high
context culture is when there is a violation of cultural expectations by a person in the
organization or in a group.
There is yet another aspect when the situation of conflict refers to the behavior made
by the people that are involved in a conflict. The people with low context culture are mostly
focused on the action or are more action-oriented. Whereas, the people with high context

13MANAGING CROSS CULTURE
culture have an attitude that is evasive and non-confrontational during a conflict. This
particular behavior makes it very difficult for avoiding or ignoring the conflict.
National culture and organizational change
When the culture varies, there is a variability in the receptivity to change by others.
There are some cultures which change slowly, and they resist to change actively because of
the only reason that is based on the value of the traditional behavior they have (Eisend,
Evanschitzky and Gilliland 2016). Therefore, the cultures are mostly ambivalent towards the
change occurring with a continuous process of fearing, embracing, and resisting them.
This could be well understood using the Trompenaars seven dimension model of culture as
the relationship of culture and orientation of its change towards time. There are certain
cultures that are oriented towards past and view tradition and history as an important aspect.
They believe that it would help in interpreting the present through the lens of the past and the
experiences of the past can be used as a reference and ways of doing better in the present
(Nikčević 2014).
On the contrary, the people who are oriented towards present focus on the moment
that is occurring at the current or the real time. For this kind of people, the history is not
considered as very important and not much importance is given to the concerned future.
However, cultures with a future orientation has the view to change as the change is required
and is inevitable to some extent.
The societies that are present and future oriented also experiences a resistance to
change by most of the people. Changes that occur are mostly attributable because of the
uncertainty associated with the change that stops most of the people from embracing it.
Therefore, it becomes very important for the manager that they understand the factors and the
sources that are related to resistance to change and accordingly have an action plan that will

14MANAGING CROSS CULTURE
cover al these aspect and they could even have an anticipation of these factors and try to
reduce or remove them on the stages later. The forms of resistance that could be found in
most of the societies includes the influences of the power or the authorities given to people,
fear of the unknown, and the limitation of the resources available.
Relationship between organizational culture and leadership behavior
Culture can be defined as something that could be learned socially, and this could also
be transmitted by the members in the group. The core value that any organization has and
begins with is the style of leadership it acknowledges and the type of leadership pertaining in
the organization. The subordinates of any group would be led through the values any leader
has or the style of leadership he follows. Therefore, it becomes very essential that the
behavior of both the parties are aligned with each other. Doing this will help in ensuring a
consistency in the behavior between the employee and the managers and would also help in
reducing the conflicts within the organization and develop an environment that is healthy for
the employees and others to work in (Demirtas and Akdogan, 2015).
Leadership behavior has a very strong role play in the job satisfaction of any
employee and is positively correlated to each other. The culture of the organization is
responsible for expressing shared assumptions, beliefs and values that help in holding the
organization together for a very long time. It also helps in accomplishing the goals and
objectives set by the organization and also maintains the code of conduct within the
organization (Nanjundeswaraswamy and Swamy 2014).
The culture within an organization is crucial and has a very large role play in keeping
the work environment happy and healthy. The communication of the organization's ethics to
its employees is very important as this will help in building and accepting the changes that
have an influence on the work and attitude of the people.

15MANAGING CROSS CULTURE
Ethics of interdependence
The ethics of the interdependency can help in producing a culture. They can have the
form of being advocated solidarity by most of the religions or may be in a form of awareness
that any and every specialist requires. In the countries that are transitional, facing transition of
money and issues related to culture is faced by an individual. The issue being the need for the
most advanced economies to consider their own interdependence with less developed ones
too.
Hence, culture must not just be seen as the only phenomenon but all the aspect must
be kept in mind before formulating any particular change in the organization as all are
interdependent on each other in most of the organization and the only thing that bound them
together is the culture they have and the culture that is different and is based on the place
from where the employees come from. As a result, considering the ethics of interdependence
becomes essential.
Conclusion
Thus, from the above discussion it can be concluded that culture cannot have just one
definition and the definition varies with people from different places and values. In the same
way, cross culture can be defined as the concept that has the ability to recognize several
differences that people from other nations or background with different ethnicity have and
find ways of bridging them. As a result, managing cross culture becomes essential as it helps
in interacting, understanding and then it helps in dealing with the people that are from
different backgrounds and have a very different culture. Studying culture has become very
essential for the managers in an organization it helps them to gain the ability of thinking out
of the box, and present creative ideas for the solution of the problem. It also helps the
managers to think globally and at a wider aspect of the business and not just at the area where

16MANAGING CROSS CULTURE
the manager is comfortable in. Most of the companies that are successful have a very strong
observation of the changes coming through.
Understanding and studying culture by managers is yet another important factor that
must be kept in mind as this will help in having an upper hand over the competitors,
suppliers, stakeholders that are related to the business or the organization. Managers need to
be able to solve the problems and must have the sense of integrating them into the work
environment that is new and manage the cultural differences occurring in the organization.

17MANAGING CROSS CULTURE
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