Hofstede's cultural dimensions theory
Overview[edit] Hofstede's cultural dimensions theory is a framework for cross-cultural communication. Hofstede developed his original model as a result of using factor analysis to examine the results of a world-wide survey of employee values by IBM in the 1960s and 1970s. The theory was one of the first that could be quantified, and could be used to explain observed differences between cultures. The original theory proposed four dimensions along which cultural values could be analyzed: individualism-collectivism; uncertainty avoidance; power distance (strength of social hierarchy) and masculinity-femininity (task orientation versus person-orientation). Hofstede's work established a major research tradition in cross-cultural psychology and has also been drawn upon by researchers and consultants in many fields relating to international business and communication. History[edit] In 1965, Geert founded the personnel research department of IBM Europe (which he managed until 1971).
India
If we explore the Indian culture through the lens of the 6-D Model, we can get a good overview of the deep drivers of Indian culture relative to other world cultures. Power distance This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. India scores high on this dimension, 77, indicating an appreciation for hierarchy and a top-down structure in society and organizations. Individualism The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among its members. India, with a rather intermediate score of 48, is a society with both collectivistic and individualistic traits. Masculinity India scores 56 on this dimension and is thus considered a masculine society.
Leveraging Hofstede’s Cultural Dimensions Theory to Improve the Quality of Information Operations
Hypothetical Scenario A new company commander has just taken ownership of battle space in a Middle Eastern country during an operation to enforce a peace treaty after a civil war. One of his first tasks is to explain his company’s presence and mission to the local population through local leaders. They are skeptical of the mass media messages they have received about the operation since the previous regime used the media only for propaganda. Furthermore, since the regime restricted the population’s access to basic information, they are ignorant about the world outside of their communities. Given the commanders penchant for direct talk and honesty, he sticks to talking about the facts relevant to the situation. The commander notices the local leaders appear dumbfounded and anxious after he makes his initial case. Hofstede’s Theory Successful information operations (IO) often require effective inter-cultural communications in order to inform and influence foreign audiences. Power Distance
Intercultural Communication Articles
For fresh articles and content visit our blog! Below you will find access to a range of articles relating to cross cultural and intercultural communication. The articles touch upon a number of topics that will be of interest to a wide range of reader involved in intercultural communication such as international business personnel, HR staff, people working in public services and in many other areas where intercultural communication is an issue. Intercultural Training Articles > An Introduction to Intercultural Communication - a basic summary of the purpose of intercultural communication. > Cross Cultural Communication Consultants - A look at the role, skills and qualifications of cross cultural communication consultants. > Definition of Intercultural Communication - what does intercultural communication mean? > Cross Cultural Understanding - an examination of common cross cultural terms and their meanings. > Stereotypes: An Intercultural No-No - why stereotyping is dangerous.
Organisational Culture
The research of Geert Hofstede has shown that cultural differences between nations are particularly found at the deepest level, the level of values. In comparison, cultural differences among organisations are principally identified at the level of practices. Practices are more tangible than values. Organisational Culture can be defined as "the collective programming of the mind that distinguishes the members of one organisation from others." The Organisational Cultural model, further developed by Bob Waisfisz in collaboration with Geert Hofstede, consists of six autonomous dimensions (variables) and two semi-autonomous dimensions. Please note that the model on Organisational Culture that we describe on this website is a derivative of Geert Hofstede's research findings, and therefore not identical to the descriptions of Organisational Culture that can be found in Hofstede's publications. More about Organisational Culture The Organisational Cultural research project
Cultural Differences
Chapter 5 Imagine this scene - you are inspecting a house with the possibility of purchasing it and you open a bathroom door to see a woman sitting naked in a bathtub. How would you expect the surprised woman to react? We Were Having Pizza at the Time All cultures walk on the same side of the pavement as they drive on the road. You'd also be stunned when you go to shake hands to say goodbye to an Italian but, instead, you get a kiss on both cheeks. As I departed, the Italian man kissed me on both cheeks. As you talk with local Italians, they seem to stand in your space, continually grabbing you, talking over the top of you, yelling in fact, and sounding angry about everything. Take the Cultural Test How aware are you of cultural differences in body language? Now look at the following hand signals and see how many different meanings you can assign to each one. For each correct answer you got, allocate yourself one point. What did you score? Why We're All Becoming More American The Japanese 1.
Leading the Transformation in Global Outsourcing: Building the Right Executive Team
The global outsourcing industry is beginning a new chapter in its relatively short history—one defined by increased opportunity, competition and client expectations. Market success in this winner-take-all environment will go to the firms with strong global leadership teams, agile cultures and a clear plan for transformation. In this issue, Pravesh Mehra, Puneet Kalra and the Business and Professional Services team at Russell Reynolds Associates outline the capabilities and organizational culture firms will need to succeed and provide a road map for the leaders who must guide the process. Few business sectors have evolved as quickly as the global outsourcing industry. was seen as a back-room commodity business, barely considered an industry in its own right. But much has changed over the last decade. Continued opportunity—and increased competition Client expectations are evolving as well. To complicate matters, there also will be competition among firms in emerging markets. Authors
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