Cultural Contexts

Question 1

Hofstede (2003) 5 dimensions

Apply it to UK teachers and Arabic department.

Answer 1

1. Individualism - Collectivism
   The degree of interdependence a society maintains among its members.
   Eg. UK high - private people. Children taught from young age to think for themselves.
   UAE low - commitment to family and extended family. Loyalty in collective form. Everyone takes responsibility for fellow members.
2. Power distance
   the extent to which the less powerful in society/organisations expect and accept that power is distributed unequally.
   Eg. UK low - people feel it should be equal
   UAE high- accept a hierarchical order. Everyone has a place
3. Uncertainty- Avoidance
   The way a society deals with the fact the future can never be known.
   Eg. UK low - quite happy to wake up not knowing what the day brings. The detail of how we get there will be light and flexible.
   UAE high - avoidance. Rigid codes of belief and behaviour. A need for rules
4. Masculinity - Femininity
   Eg. UK High (masculine) = driven by competition, achievement and success
   Success orientated
   People live to work and have performance ambition
   Scandanavia Low (feminine) = value caring for others and quality of life
5. Long term v short term orientation
   Links with its own past while deadline with the challenges of the present and future

Question 2

Kanter (1993)

Answer 2

Participation in decision making helps ownership, and is a feature of organisations effective at innovating and moving forward.

Question 3

2017

Organisational performance can be improved through an understanding of cross cultural theory’. Use Hofstede’s dimensions and other relevant theories to explore this statement, drawing on Blanchard’s situational leadership model.

Answer 3

Individualism - collectivism

feedback Emiarti staff Learning Walks.  
protective approach 
rarely has developmental comments.  
department are very loyal to each other 
Head of Department takes a protective role

Uncertainty - avoidance

The UK has a low score

Power Distance

staff to be part of decisions.
The Emirati staff high Power Distance
unlikely that they would question a decision
They follow instructions given.
There is one member of the team who does challenge decisions but she has spent a lot of her time in the UK, which I find interesting on reflection. Perhaps this time has shaped her values?

Question 4

Blanchard’s situational leadership model.

Answer 4

The development level - analysing the combination of commitment (knowledge and skills) and competence (confidence and motivation).

High Power Distance (limited relationship between leader and team member) - Directing and delegating