Chapter 4: Hofstede Cultural

Framework
1. Power Distance
2. Individualism vs.
Collectivism
3. Masculinity vs.
Femininity
4. Uncertainty Avoidance
5. Long Term
Orientation
 Power Distance
...the extent to which
the less powerful
members of
institutions and
organizations within a
country expect and
accept that power is
distributed unequally.
 10
20
30
40
50
60
70
80
90

0
100

U.S.A.

Canada

Germany

Japan

France

PD
Netherlands

Hong Kong

Indonesia

West Africa

Russia

P.R.C
 Power Distance at Work
Hierarchy
Centralization
Salary range
Participation
Ideal Boss
Privilege & status
symbols
 10
20
30
40
50
60
70
80
90

0
100

U.S.A.

Canada

Germany

Japan

France

ID
Netherlands
Hong Kong

Indonesia

West Africa
Russia

P.R.C
 Individualism / Collectivism
at Work
Employee-employer
relationship
Hiring and promotion
decisions
Managerial focus
Task vs. relationship
priority
 Masculinity vs. Femininity
Masculine societies:
social gender roles are
distinct (men focus on
material success; women
on quality of life)
Feminine societies:
social gender roles
overlap (both quality of
life)
 0
10
20
30
40
50
60
70
80
90
100

U.S.A.

Canada

Germany

Japan

France

MA
Netherlands

Hong Kong

Indonesia

West Africa

Russia

P.R.C
Masculinity / Femininity at Work
Centrality of work
Ways of managing &
decision making
Fem: equality,
solidarity, quality of
work life
Mas: equity, compete,
performance
Conflict resolution
 Uncertainty Avoidance
the extent to which
the members of a
culture feel threatened
by uncertain or
unknown situations.
NOT the same as risk
avoidance
Presence of rules
 0
10
20
30
40
50
60
70
80
90
100

U.S.A.

Canada

Germany

Japan

France

UA
Netherlands

Hong Kong

Indonesia

West Africa

Russia

P.R.C
 Uncertainty Avoidance at Work
Necessity of rules
Time orientation
Precision &
punctuality
Interpretation of
What is different
Appropriateness of
emotional displays
 Long term vs short term
orientation
Societies who score low on this dimension,
for example, prefer to maintain time-honoured
traditions and norms while viewing societal
change with suspicion.
Those with a culture which scores high, on
the other hand, take a more pragmatic
approach: they encourage thrift and efforts in
modern education as a way to prepare for the
future.
In the business context this dimension is
related to as "(short term) normative versus
(long term) pragmatic" (PRA). In the
academic environment the terminology
Monumentalism versus Flexhumility is
sometimes also used.
Every society has to maintain some links with
its own past while dealing with the challenges
of the present and the future. Societies
prioritize these two existential goals
differently.
Societies who score low on this dimension,
for example, prefer to maintain time-honoured
traditions and norms while viewing societal
change with suspicion. Those with a culture
which scores high, on the other hand, take a
more pragmatic approach: they encourage
thrift and efforts in modern education as a
way to prepare for the future.
In the business context this dimension is
related to as "(short term) normative versus
(long term) pragmatic" (PRA). In the
academic environment the terminology
Monumentalism versus Flexhumility is
sometimes also used.
 0
20
40
60
80
100
120

U.S.A.

Canada

Germany

Japan

France

LT
Netherlands

Hong Kong

Indonesia

West Africa

Russia

P.R.C
Idiosyncrasies of North American
Management Theory
Stress on Market
Processes
Stress on the
Individual
Stress on Managers
rather than Workers
ORGANIZATION TASK VS
SOCIAL SYSTEM
 Task leadership and social leadership. Both styles
can be effective in specific situations, and leaders
should strive to become well-rounded by
mastering both approaches. Small-business
managers are typically required to act as a jack-
of-all-trades, and the most effective leaders will
be able to switch between styles as needed.

 The main priority of the task-oriented

leader is the accomplishment of specified
tasks. This type of leader monitors progress
by tracking the achievements of the team,
and judges the success of the project based
on the extent to which the goals and
objectives were completed.
 In contrast, the social leader prioritizes
individual accomplishments, personal
development and employee satisfaction.
The social leader is likely to try and provide
meaningful tasks to all employees though
job enrichment. He measures success by
factors such as a cohesive team and high
morale
 The task-oriented leader is comfortable
telling subordinates exactly what to do and
how to do it. In a task-oriented
environment, the leader determines the
team's strategy and makes the important
decisions.
 A social leader would never impose a
decision on the team without first soliciting
input and feedback from each team member
in the group. Because the social leader
treats each member of the team as an equal
participant, he likes to achieve consensus
before proceeding with a plan of action.
 The social leader motivates his staff with his
friendly, interested behavior. Staff members
want to work for the social leader because he
is available, approachable and genuinely cares
about their individual needs and concerns. The
social leader is likely to reward staff members
by organizing social events or recognizing top
performers with an appreciation luncheon.
 Task-oriented leaders are much more strict,
and motivate employees by requiring them
to meet specific deadlines, goals and
expectations. Failure to achieve the required
performance standards will result in formal
discipline by the task leader.
 The task-oriented style of leadership will
yield good results when careful
management of resources -- such as
financial, systems or personnel resources --
is required in addition to strict safety
standards or quality output.
 Social leaders will yield good result when it
comes to any task that needed group
agreement such as in completing a project
or any social benefits organizations.