The first dimension of Hofstede’s framework power distance index states that an organization’s way of practicing inequality is approved by members across all levels within the organization. In other words, power and disparity are extremely fundamental to any organization. A higher power distance represents organizations in whch the hierarchy is clearly established whereas a lower power distance means individuals question the authority, and thus power is more uniformly distributed (Hofstede, 2011). In organizations that have a culture of high power distance, the employees do not participate in decision making, and they leave autocratic superiors to make decisions which they follow passively. The decisions lack quality as they do not take into account the feedback of the employees. Communication in such organizations takes place vertically downwards with no room for horizontal information flow that makes the overall communication strategy weak. Employees also lack creativity and comittment in organizations that have a high power distance culture. In short, a high power distance organization is prone to promote various unethical practices in the workplace. An employee from a high power distance culture can be made to fit into a low power distance culture by giving him higher responsibilities and challenging opportunities. Increasing their autonomy and decision making power can help them to actively participate in the achievement of organizational objectives. On the other hand, an individual from a low power distance culture can be groomed to fit into a high power distance culture by imparting training on the advantages of authoritarian culture in upholding discipline in the workplace to maximize productivity. For instance, individuals who move into military service from autonomous institutions need to be disciplined to fit into the new authoritarian leadership style towards upholding the new workplace tradition.
The second dimension individualism vs. collectivism explores the extent to which individuals in an organization are able to associate into groups. Organizations that value individualism practice a culture of giving more importance to the work than relationships whereas organizations that adopt the culture of collectivism give priority to maintaining good relationships over tasks. Similarly, individualism insists on upholding the privacy of individuals and thus individuals maintain high degree of professionalism in the workplace. On the other hand, collectivism gives more thrust to maintaining harmony in the workplace by compromising on performance. Conversely, a workplace culture of individualism focuses on productivity and professional growth whereas collectivism slows down the productivity since small issues tend to hamper the workplace productivity. Individuals who come from a work culture known for individualism to a workplace that practices collectivism need to be trained to communicate with employees of diverse cultures. For instance, lack of cross cultural knowledge, including a new language, leads to an orientation towards individualism which can be countered by exposing the employees to the new culture. Similarly, employees coming from a workplace culture of collectivism can be trained to a workplace culture of individualism by changing their roles that call for a high degree of concentration to increase their productivity. For instance, providing an isolated workplace atmosphere would enhance their individualism.
The third cultural dimension is the degree to which an organization practices avoidance of uncertainty in its day to day operations. A lower uncertainty avoidance means the organization can embrace change easily and vice-versa (Hofstede, 1991). Organizations with low degree of uncertainty avoidance either do not have strong written rules in place or do not insist on adherence to rules. Organizations with high degree of uncertainty avoidance always require strict rules and compliance. Similarly, a low degree of uncertainty avoidance does not require a strict organizational structure like the one insisted by organizations practicing high degree uncertainty avoidance. Employees who are more used to low uncertainty avoidance culture need attitudinal changes. For instance, lower uncertainty avoidance means employees are always prepared for alternative jobs that make individuals oriented towards short term goals. Therefore, giving long-term goals can prepare such individuals for a higher uncertainty avoidance culture. Likewise, individuals who come from a high uncertainty avoidance culture can be trained to accustom to a low uncertainty culture and increase productivity through emphasizing the need to work in a stress-free atmosphere. This also would help in establishing good work life balance.
Hofstede’s fourth cultural dimension sees organizations as masculine and feminine depending upon the existing characteristic features in the workplace. For instance, an organizational culture that gives importance to assertiveness is known as a masculine organization whereas a company practicing a caring culture is known to follow a feminine workplace culture. A masculine organization values work over family whereas a feminine organization values a good work life balance. If a masculine organization admires the strong employees, a feminine organization takes pity on the weak employees. Individuals who come from an organization that values feminine organizational culture need to be trained on decision making and conflict management. Giving them challenging opportunities would enhance their assertiveness and leadership qualities. Conversely, employees who come from an organization that values a masculine culture can be taught the importance of maintaining good work life balance by promoting family get-togethers and parties in recognition of their achievements from time to time.
References
Hofstede, G (1991). Cultures and organizations: software of the mind. London: McGraw-Hill
Hofstede, G. (2011). "Dimensionalizing Cultures: The Hofstede Model in Context". Online Readings in Psychology and Culture. Retrieved from http://scholarworks.gvsu.edu/ cgi/viewcontent.cgi?article=1014&context=orpc
