G. Hofstede Culture Dimensions: Assignment - 1

Assignment - 1
G. Hofstede culture dimensions
To
Dr. Rosee kavitha
Faculty of MBA
CMRIT
By
Nannapaneni A Krishna
1cr09mba36
Section A
MBA
Gerard Hendrik Hofstede is an influential Dutch organizational sociologist, who
studied the interactions between national cultures and organizational cultures. He is also an
author of several books including Culture's Consequences and Cultures and Organizations,
Software of the Mind, co-authored with his son Gert Jan Hofstede. Hofstede's study
demonstrated that there are national and regional cultural groupings that affect the behavior of
societies and organizations, and that these are persistent across time.
Hofstede's Framework for Assessing Culture
Hofstede has found six dimensions of culture in his study of national work related values.
Replication studies have yielded similar results, pointing to stability of the dimensions across
time. The dimensions are:
1) Small vs. large power distance
How much the less powerful members of institutions and organizations expect
and accept that power is distributed unequally. In cultures with small power distance (e.g.
Australia, Austria, Denmark, Ireland, Israel, New Zealand), people expect and accept
power relations that are more consultative or democratic. People relate to one another
more as equals regardless of formal positions. Subordinates are more comfortable with
and demand the right to contribute to and critique the decisions of those in power. In
cultures with large power distance (e.g. Malaysia), the less powerful accept power
relations that are autocratic or paternalistic. Subordinates acknowledge the power of
others based on their formal, hierarchical positions. Thus, Small vs. Large Power
Distance does not measure or attempt to measure a culture's objective, "real" power
distribution, but rather the way people perceive power differences.
2) Individualism vs. collectivism
How much members of the culture define themselves apart from their group
memberships. In individualist cultures, people are expected to develop and display their
individual personalities and to choose their own affiliations. In collectivist cultures,
people are defined and act mostly as a member of a long-term group, such as the family,
a religious group, an age cohort, a town, or a profession, among others. This dimension
was found to move towards the individualist end of the spectrum with increasing national
wealth.
3) Masculinity vs. femininity
The value placed on traditionally male or female values (as understood in most
Western cultures). In so-called 'masculine' cultures, people (whether male or female)
value competitiveness, assertiveness, ambition, and the accumulation of wealth and
material possessions. In so-called 'feminine' cultures, people (again whether male or
female) value relationships and quality of life. This dimension is often renamed by users
of Hofstede's work, e.g. to Quantity of Life vs. Quality of Life. Another reading of the
same dimension holds that in 'M' cultures, the differences between gender roles are more
dramatic and less fluid than in 'F' cultures; but this strongly depends on other dimensions
as well.
4) Weak vs. strong uncertainty avoidance
How much members of a society are anxious about the unknown, and as a
consequence, attempt to cope with anxiety by minimizing uncertainty. In cultures with
strong uncertainty avoidance, people prefer explicit rules (e.g. about religion and food)
and formally structured activities, and employees tend to remain longer with their present
employer. In cultures with weak uncertainty avoidance, people prefer implicit or flexible
rules or guidelines and informal activities. Employees tend to change employers more
frequently.
Michael Harris Bond and his collaborators subsequently found a fifth dimension which was
initially called Confucian dynamism. Hofstede later incorporated this into his framework as:
5) Long vs. short term orientation
A society's "time horizon," or the importance attached to the future versus the past
and present. In long term oriented societies, people value actions and attitudes that affect
the future: persistence/perseverance, thrift, and shame. In short term oriented societies,
people value actions and attitudes that are affected by the past or the present: normative
statements, immediate stability, protecting one's own face, respect for tradition, and
reciprocation of greetings, favors, and gifts.
6) Indulgence vs. restraint
How much a society allows relatively free gratification of basic and natural
human desires related to enjoying life and having fun. Restraint stands for a society that
suppresses gratification of those needs and regulates it using social norms.
These cultural differences describe averages or tendencies and not characteristics of

individuals. A Japanese person for example can have a very low 'uncertainty avoidance'
compared to a Filipino person even though their 'national' cultures point strongly in a different
direction. Consequently, a country's scores should not be interpreted as deterministic.

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Assignment - 1

G. Hofstede culture dimensions

Dr. Rosee kavitha

Hofstede's Framework for Assessing Culture

1) Small vs. large power distance

2) Individualism vs. collectivism

4) Weak vs. strong uncertainty avoidance

5) Long vs. short term orientation

6) Indulgence vs. restraint

These cultural differences describe averages or tendencies and not characteristics of

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