HOFSTEDE ORG CULTURE Flashcards
staste the 6 cultures
power distance
individualism/collectivism
uncertainity avoidance
masculinity v feminity
long term orientation
indulgence v restraint
what is pwoer distance
extent tow hic society acccepts that power canbe distributed unequally
what business descsions does power distance realte to
structure
degree of consultation
leadership style
centralisation
a low number PDI is
low power
low / low number suits which type of centralisation
decentralised structures
high pdi is more
power
hig pdi is assocuiated with what type of centralsisation
centralsied
describe low PDI
in terms of hierachy
leadership style
delegation
people are happy/wiling to
prefer flatter hierachies
consultative leadership
delegation of DM to employees
happy to Question managment
describe high PDI in terms of
structure/hierachy
maangment control
leadership tyle
delegation
workers feel more comfy if
accept tall structuresd
managmfent have hihg levels of cotrl - degree of neccesity for some people to be in charge
authotarian eladership style
feel more comfortable if told what to do
country with low PDI and high PDI
uK
Japan
what does individualism collectivism measure
extwent which individulas look to maximise self interst within the busines or whether work as a team to get mutualy beenfical outcomes
what bs descsions does individual collectivism help with
teamwork
rewards
high individualsim collectivism score
very individualiostic
people look to be rewarded for indi performance
e.g bonus
in tems of high individualism collectivist score what type of motivation may work
fincnaicl rmethods of motivation
if i have a low individualism collectivism score what does this suggest
highly collectivist
team is more important than individual
if a culture is very collectvist and i only give one memebr a financial reward waht may happen
what amy be more appropriate and why
be very uncomfy fr individual
may create resentment
profit sharing - this will breed more teamwork
if i have a very collectivist culture how is resitance to change likely ot be
slow
what is uncertainty avoidance
exten which people are comfy w fact future is ambigious
extent to which they try to contrl future outcomes
where is uncertaity avoidance relevant in terms of bs descisions
risk taking
innovation
strategic plannign
high uncertainty avoidance score
avoid uncertainty
look to make future as clear as possible
in a high unvertainty avoidance scored bs its important to
clearly communicate strategic plans -n everyone doing one thing so easier to control
avoid uneccessary risk
use of rules and hierachies are valued
with a low uncertainty avoidance score what happens
dot realy avoid uncertainty
imacts of low uncertasinty avoidance on bs
willing to embrace change and accept risk
use emergent strategies - make it up as you go along
give example of high and low uneratinaty avoidance
japan is high
uk is low
