Geert Hofstede Presentation for Final Project

Download Geert Hofstede Presentation for Final Project

Post on 29-Nov-2014

507 views

Category:

Documents

1 download

Embed Size (px)

DESCRIPTION

GEERT HOFSTEDES MODEL OF NATIONAL CULTURE

TRANSCRIPT

<p>GEERT HOFSTEDES MODEL OF NATIONAL CULTUREIntroduction to Business Final Project International Business</p> <p>Objectives:Explain the five cultural dimensions as defined in Geert Hofstede s Model of National Culture. Describe how information about national culture can be used in management practice.</p> <p>EXPLORING CULTUREWhat do you see in this picture?</p> <p>What did people from various countries see in this picture?A meeting between a father and his daughter. She could have some problem. A daughter helping her old father. A husband helping his wife. A father ushering his daughter on gently. A man angry with a woman and teaching her a lesson. Two friends who are not on good terms for the time being. A man trying to talk to a woman who turns her back to him. Tenderness. Courtship. A pickpocket.</p> <p>What do you see in this picture?</p> <p>What did people from various countries see in this picture?</p> <p>A person walking away from a group of people who have lots of fun. A group of people discussing something and a woman who does not agree. A group of men discussing men's matters and a woman listening in. Disappointment after opening the box. A reprimand or arrest. An assault. A man selling caps.</p> <p>There is a gangster with some weapon and there is a woman crying. A criminal with a gun against a policeman with cap and badge. A group of policemen guarding an important box. A policeman with badge interrogating witnesses. People going to a funeral place with a box in which the remains of the deceased have been put. Some horse race: a starting pistol, a broker, jockeys.</p> <p>Exploring CultureWhy is there The people who interpreted the such a wide pictures were a diverse group: range of Ages 14 50 interpretations? From Bolivia, China, Ethiopia, France, Italy, the Netherlands, Peru, Tunisia and Uganda.This survey came from the web site of Gert Jan Hofstede, son of Geert Hofstede, the social scientist who developed a model to identify cultural dimensions. http://www.info.wau.nl/people/gertjan/gj-uk.htm</p> <p>Background Information Dr. Geert HofstedeDutch social psychologist Worked from 1967 1973 as a psychologist for IBM Collected and analyzed data on values and norms from 116,000 IBM employees in 40 countries Based on these results, he developed a model that identifies four primary dimensions to culture. He later added a fifth dimension. Currently Director (Emeritus) of the Institute for Research on Intercultural Cooperation (IRIC)</p> <p>Hofstedes Model of National CultureIndividualism Low Power Distance Masculinity Low Uncertainty Avoidance Short Term Orientation Collectivism High Power Distance Femininity High Uncertainty Avoidance Long Term Orientation</p> <p>IndividualismIndividual freedom and self expression are valued within a society.</p> <p>CollectivismCulture that values the group over the individual.</p> <p>Power Distance a societys acceptance of differences in the well being of citizens due to differences in heritage, and physical and intellectual capabilities.</p> <p>Low Power DistanceEquality and opportunity for all is emphasized. Society tries to reduce differences between rich and poor with social programs and taxes.</p> <p>High Power DistanceInequalities of power and wealth have been allowed to grow within the society. Wide gap between rich and poor.</p> <p>Masculinity or achievement orientation focused on the degree to which society values assertiveness, performance, and success.</p> <p>MasculinitySociety is results oriented stressing success, money and possessions.</p> <p>FemininityNurturing-oriented where quality of life, personal relationships and service are valued.</p> <p>Uncertainty Avoidance the degree to which a society is willing to tolerate uncertainty and risk.Low Uncertainty AvoidanceSociety values diversity, tolerates differences in personal beliefs and actions</p> <p>High Uncertainty AvoidanceMore rigid society, high conformity to norms is expected; structure and rules provide security</p> <p>Long-term orientation focuses on the degree to which a society embraces devotion to traditional, forward thinking values.Long-term orientationSociety values thrift, persistence, planning for the future.</p> <p>Short-term orientationSociety that values personal stability and happiness and living for the present.</p> <p>Preference for Certainty QuestionnairePlease indicate your level of agreement to the following 6 statements using this scale:</p> <p>1 Strongly Disagree</p> <p>2 Tend to Disagree</p> <p>3 Undecided</p> <p>4 Tend to Agree</p> <p>5 Strongly Agree</p> <p>Please click on a number from 1 to 5 for each of the 6 statements below.</p> <p>1 1. Most organizations would be better off if conflict could be eliminated forever.</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>2. One can be a good manager without having precise answers to most of the questions that subordinates may raise about their work.</p> <p>1</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>3. An organization structure in which certain subordinates have two bosses should be avoided at all costs.</p> <p>1</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>1 4. In order to have efficient work relationships, it is often necessary to bypass the hierarchical lines.</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>5. A company or organization's rules should not be broken - not even when the employee thinks it is in the company's best interests.</p> <p>1</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>1 6. Conflicts with our opponents are best resolved by both parties compromising a bit.</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>Comparison of United States vs. the Arab World</p> <p>SummaryHofstede s Model is based on 5 dimensions: Individualism Power Distance Masculinity Uncertainty Avoidance Long-term Orientation This model can be used as a tool to help understand the cultural differences among countries. Managers need to adapt management practices to a particular culture.</p>