The Hofstede’s model which is based on cultural Dimensions can be of benefit in matters related to analyzing a countries culture. The model was first put in place by one of the sophisticated Dutch social psychologist Geert Hofstede , who defined culture as a comprehensive set of unwritten rules of behavior that indeed set out what a particular group expects its devoted members to do and believe. Apparently, Hofstede in his model measures, culture in five dimensions and actually emphasizes that cooperation across cultures is quite essential to human survival (Hofstede, 1984). The model elaborates the ultimate effects of the society culture and set of values and how they comprehensively affect and influence the behavior of different people by
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The first one is power distance dimension, in this case, it is understood as a literal measurement of layers of management between individual employee and the highest level of management. This dimension follows a certain chain in which follows a certain chain. For instance, a junior employee reports to a manager, the manager then reports to a director who reports to the vice president who then reports to a CEO. Apparently, there is a notable power distance dimension of the three, simply because there is three distinct layers of management between the employee and the CEO. Therefore this implies that the higher the power distance dimension, the less likely the employee is to free that his contribution matters in the company. While training an employee there is a need to make sure that, the employee is, familiarized with the different layers of management and given the procedure to follow in communicating to the higher …show more content…
According to Hofstede (1984), the masculinity dimension actually measures the specific organization personality in terms of masculine and the overall feminine stereotypes. Notably, a company with masculine culture will immensely affect the employee trained, because this kind of organizations operates assertively and competitively. On the other side, an employee trained in a company which encourages feminism will be very modal and caring, since the feminine culture usually encourages modal as well caring employees. Furthermore, employees incline to be model their ultimate behavior after their organization leaders. Therefore, if the leadership is competitive, the employees also tent to compete with one
The first one is power distance dimension, in this case, it is understood as a literal measurement of layers of management between individual employee and the highest level of management. This dimension follows a certain chain in which follows a certain chain. For instance, a junior employee reports to a manager, the manager then reports to a director who reports to the vice president who then reports to a CEO. Apparently, there is a notable power distance dimension of the three, simply because there is three distinct layers of management between the employee and the CEO. Therefore this implies that the higher the power distance dimension, the less likely the employee is to free that his contribution matters in the company. While training an employee there is a need to make sure that, the employee is, familiarized with the different layers of management and given the procedure to follow in communicating to the higher …show more content…
According to Hofstede (1984), the masculinity dimension actually measures the specific organization personality in terms of masculine and the overall feminine stereotypes. Notably, a company with masculine culture will immensely affect the employee trained, because this kind of organizations operates assertively and competitively. On the other side, an employee trained in a company which encourages feminism will be very modal and caring, since the feminine culture usually encourages modal as well caring employees. Furthermore, employees incline to be model their ultimate behavior after their organization leaders. Therefore, if the leadership is competitive, the employees also tent to compete with one