University Essay: Managing Across Cultures and Hofstede's Dimensions

This essay examines the crucial role of the Hofstede cultural dimensions model in effectively managing cross-cultural issues within organizations. It highlights how understanding cultural differences, such as power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long-term vs. short-term orientation, can help managers navigate diverse work environments. The essay emphasizes the practical application of Hofstede's model, particularly in managing expatriates and fostering employee satisfaction by addressing cultural sensitivities and expectations. It uses the example of Apple hiring employees from Australia to illustrate how managers can leverage Hofstede's analysis to eliminate workplace differences, promote effective communication, and resolve cultural shock. The essay concludes by reiterating the importance of implementing Hofstede's framework to address cultural challenges and create a more inclusive and productive work environment.

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Managing across Cultures
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Managing across Cultures 1
“Hofstede Cultural Dimension”
Yes, the fact is true that in order to successfully manage the cross-cultural issues present
with the company, it is important for the managers to understand and apply Hofstede model in
the environment. Hofstede cultural dimension helps the organization to understand differences
present between different cultures prevailing in the worldwide environment. The cultural
dimension provides details about diverse cultures prevailing in the environment and how they are
different from each other in the environmental setting. This aspect helps the managers in
understanding the behaviour of the employees and how they can successfully keep the
employees interested in the activities of the company. Behaviour of a person can be judged by
looking at the cultural features prevailing in their background (Bakir, Blodgett, Vitell, & Rose,
2015).
It should be noted that the culture of the country place a crucial role in keeping the
employees satisfied in the organization. For instance, a Muslim expatriated has started working
with the company Apple at US location. Then it is crucial for the managers to understand the
Muslim culture before talking to the employee and asking them any personal question. Hofstede
analysis in this case will help the manager to understand the sensitive points of the employee and
will not talk about them, instead they will start conversation on a common topic that will help
them to effectively communicate with the employee (Beugelsdijk, Kostova, & Roth, 2017).
Therefore, it should be note that it is essential for the managers to implement Hofstede
cultural dimension in the business so as to successfully increase the employee satisfaction in the
business environment. There are six factors examined in the Hofstede analysis that are power
distance, individual vs. collectivism, masculinity vs. feminism, uncertainty avoidance, long vs.
short-term orientation and lastly indulgence vs. restraint. Power distance index explain the
degree to which there is unequal power shared in the country. Higher the level of PDI shows
more inequality in power that has been consistent from the history. Further, individual vs.
collectivism explains the strength of ties that are maintained by people in the community
(Saleem, & Larimo, 2017). High IDV score explain that people of the country prefer taking care
of immediate family member only; they do not like managing the expenses of extended families
as well. These kinds of people need privacy in life and prefer individual growth as well.
Masculinity vs. feminism aspects explains the distribution of role between men and women in

Managing across Cultures 2
the society. This aspect explains that how people perceive growth and achievement in an
organization. Masculinity represents monetary success, strong egoistic position in business
whereas femininity represents recognition and value in the business environment. Uncertainty
avoidance index explain the dimension that how well people can cope up with anxiety in the
environment. People aim to make like predictable and controllable if possible but the opposite
happens (Patel, 2017).
This factor explains that what degrees of people living in a country are tensed about the
future instances. Low UAI in this case explains that people are more relaxed and open towards
innovative things in the environment. Lastly, the sixth segment that is long versus short term
orientation explain the pragmatic versus normative approach in the environment. People inclined
towards long term orientation show pragmatic and modest behaviour in the environment whereas
short term orientation explain that people tend to place greater emphasis on consistency,
truthfulness and nationalistic. The long term orientation explain that the people of the country
focus on long term growth and achieve in the environment whereas people with short term
orientation focus on quick gains and short-results in the environment (Beugelsdijk, Maseland, &
Van Hoorn, 2015).
Further, it should be noted that these are the major six aspects of Hofstede dimension that
explain the behaviour and nature of different people based on their cultural differences. If a
manager knows about the background of the person, then they can easily attain information
about their behaviour as well. For instance, the manager of the company Apple has hired people
from Australia to their headquarter, then Hofstede analysis will help the organization to attain
details about the behaviour of the employees. This process will help the manager in satisfying
expatriates easily and resolving their problem of cultural shock as well (Cheng, & Wong, 2017).
The manager will share power and will provide those benefits according to their
background so that they do not feel different in the US environment. This type of analysis will
help the manager to eliminate workplace differences and will make all the employees come on a
common page and initiate effective communication as well. Cross cultural issues occur in the
business environment because of the differences present in expectation and background of
different individuals. If the manager of the company will successfully focus on providing
services to the people based on their expectations and background, then they will not face the

Managing across Cultures 3
problem of cultural shock. Secondly, it should be noted that once the expatriates have resolved
the problem of cultural shock then the manager could effectively dissolve them in their business
structure as well (Taras, Steel, & Kirkman, 2016). This will help the manager to identify the
weak points of the expatriate and do not affect them. Furthermore, in this way, the manager will
perform such actions that do not overlap the culture of any other employee in the business
environment (Harzing, & Pudelko, 2016).
Thus, in this way, the Hofstede cultural dimension helps the manager in attain details
about the background and nature of the employees. With such information, the manager can
effectively implement strategies to eliminate cross cultural issues prevailing in the business.
Lastly, after analysing all the above mentioned facts, it should be noted that the essay presented
the importance of implementation of Hofstede analysis in a large scale organization having
diversified workforce. This process helps the manager in eliminating several cultural challenges
present in the business process. It helps the manager is satisfying the interest of employees by
attain details about their background.

Managing across Cultures 4
References
Bakir, A., Blodgett, J. G., Vitell, S. J., & Rose, G. M. (2015). A preliminary investigation of the
reliability and validity of Hofstede’s cross cultural dimensions. In Proceedings of the 2000
Academy of Marketing Science (AMS) Annual Conference (pp. 226-232). Springer, Cham.
Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level
culture research in international business since 2006. Journal of International Business
Studies, 48(1), 30-47.
Beugelsdijk, S., Maseland, R., & Van Hoorn, A. (2015). Are Scores on H ofstede's Dimensions
of National Culture Stable over Time? A Cohort Analysis. Global Strategy Journal, 5(3), 223-
240.
Cheng, R., & Wong, C. T. (2017). Quality research and cultural trends: Is there a cultural pattern
that favors service quality research?. International Journal of Bank Marketing, 16(6), 253-263.
Harzing, A. W., & Pudelko, M. (2016). Do we need to distance ourselves from the distance
concept? Why home and host country context might matter more than (cultural)
distance. Management International Review, 56(1), 1-34.
Patel, T. (2017). Multiparadigmatic studies of culture: Needs, challenges, and recommendations
for management scholars. European Management Review, 14(1), 83-100.
Saleem, S., & Larimo, J. (2017). Hofstede cultural framework and advertising research: An
assessment of the literature. In Advances in Advertising Research (Vol. VII) (pp. 247-263).
Springer Gabler, Wiesbaden.
Taras, V., Steel, P., & Kirkman, B. L. (2016). Does country equate with culture? Beyond
geography in the search for cultural boundaries. Management International Review, 56(4), 455-
487.