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PROFESSOR: Hofstede's
six dimensions
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of organizational culture.
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At the end of the '60s, Geert
Hofstede developed a culture
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dimension model with more than
110,000 employees from IBM based
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on a factor analysis, which
initially consisted of four main
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dimensions.
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And Hofstede subsequently
added two dimensions.
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The six dimensions
are always to be taken
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in the form of alternatives.
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The six cultural dimensions are
power distance, individualism
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and collectivism, masculinity
and femininity, uncertainty
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avoidance, long-term or
short-term orientation,
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and the last dimension is
indulgence versus restraint.
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We will consider each
individual cultural dimension
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by using an example
in the following.
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Hofstede describes the cultural
dimension of power distance
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as a subjectively
perceived willingness
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to accept an unequal
distribution of power
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in an organization.
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There is often a high power gap
between the various hierarchy
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levels in very
conservative structures.
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Accordingly, management
makes decisions,
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and the result is
passed on down.
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It is also necessary to
maintain all communication
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channels, and thus also the
specified power structures.
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In start-up companies, or
companies with modern management
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methods, there is often a
culture of flat hierarchies
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and open communication
between staff and management.
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The power distance is a
theoretical action and a reason
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for potential applicants from
generation Y and generation Z
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to choose one or
the other employer.
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The second cultural
dimension describes
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the collectivist or
individualistic characteristics
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of an organization.
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In other words, the performance
and self-realization
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of the individual are in
the sense of organization
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above the feeling of we.
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I do what I do to reach
my performance limits
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and develop personally, or
as the collectivist idea
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in the foreground.
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For example, the us feeling.
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I do what I do to contribute
to the overall performance,
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support the team's goal.
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In Asian or Latin American
companies in particular,
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the collectivist idea
is very pronounced.
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While in commission-dependent
sales organizations,
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individualism is
in the forefront.
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The third cultural
dimension describes
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masculinity or femininity.
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It represents stereotypical
values and behavioral norms that
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are typically male or female.
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However, you have to
note that it is not
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about the actual frequency
distribution of the sexes,
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but about typically male
behaviors such as domination
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and competition.
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However, this behavior
is not only found in men.
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It is also found in women.
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Femininity is displayed
through values
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such as caring, cooperation,
and modesty from importance,
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which can be traits
found in men as well.
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The fourth dimension is the
uncertainty of avoidance.
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This is about the
openness to new things,
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or the opposite,
i.e., fear of change.
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Suppose one culture recognizes
opportunities in changes
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and takes risks in return.
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In that case, other cultures
persist in their status quo
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and reject the fear or
uncertainty of change processes
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or only go along in
a very weakened form.
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The fifth dimension
is the dimension
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of the long- or
short-term directions.
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The landing or
short-term orientation
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indicates how long the planning
horizon is in a society.
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Standards and values
that go hand in hand
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with long-term orientation are
frugality and perseverance.
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However, values that point
to a short-term organization
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are selfishness and flexibility.
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Finally, the sixth and final
cultural dimension, indulgence
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and restraint.
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This dimension is
still relatively new
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and describes the potential
achievement of happiness
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through the perception of
self-control for oneself
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and one's life in contrast to
an externally determined way
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of living one's life.
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Transferred to companies, you
can call yourself the freedom
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to develop in the free
economy as it suits you
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depending on the ability
to discipline yourself.
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While as a civil servant
at the post office,
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for example, you have to adhere
to a rigorous career path.
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You can only change it slightly.
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These were the six dimensions
of organizational culture
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by Geert Hofstede.
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We hope you enjoyed
this presentation.
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