Geert Hofstede's Power Distance Relationship

Power distance relationship is the first of five of Geert Hofstede’s value dimensions. Power distance relationships “measures the extent to which power is distributed equally within a society and the degree that society accepts this distribution” (Herrmann). Countries range from having small-power-distance relationships to large-power-distance relationships. On Hofstede’s cultural comparison, Germany’s power-distance index is 35, which implies that organizations based in Germany follow the ideas of small-power-distance relationships (Hofstede, Culture’s Consequences 77). Organizations that rank low on power-distance relationships typically have employees with little dependence on their superiors, but employees prefer when their superiors consult …show more content…
Individualism is defined as “the extent to which individuals base their actions on self-interests versus the interest of the group” (Herrmann). This means, how likely is it that the citizens will base their actions off of their personal needs, or off of the group they are associated with. Germany’s individualism index is a 67, which means that German citizens are most likely to base their actions off of their own personal needs, rather than the needs of the group they are associated with, if they are even associated with one (Hofstede, Culture’s Consequences 158). Power distance relationships also effects the individualism index of a country. Typically countries with a small-power-distance relationship focus more on individualism, while countries with high-power-distance relationships focus more on collectivism. This is true in the case of Germany, as discussed earlier, Germany has small-power-distance relationships and they also are high on individualism. A major difference between individualistic societies and collectivistic is that in individualistic societies when sons enter the workforce they typically do not go into the same occupation as their father, whereas in collectivist societies, most sons join the same company as their father (Hofstede, Cultures and Organization 119). In most individualistic societies, workers will apply for jobs in organizations in which their personal interests go hand in hand with that of their future employers. It is also very unlikely that family members will work together, in most companies it is frowned upon, and in some companies if employees marry on of them must quit the company (Hofstede, Cultures and Organization 120). The most important aspect to focus on when managing within an individualistic organization is that you are managing individuals, not groups. With this concept, you can motivate each individual by his or her wants and needs, and