霍夫斯坦的的文化维度简介,分析

1、1Hofstedes Cultural Dimensions “ Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.” - Prof. Geert Hofstede 2Hofstedes Five Dimensions : Power Distance Uncertainty Avoidance Individualism vs. Collectivism Masculinity vs. Femi

2、ninity Long vs. Short-term Orientation (Confucian Dynamism)3Power Distance Index (PDI) The power distance dimension has to do with inequality in a society. In a high power distance environment there would be greater tolerance for, and expectation of, inequality in prestige, wealth and power. High Po

3、wer Distance - 威权威权 / 集权社会集权社会核心价值核心价值: 尊崇地位 核心区别核心区别: 强权/依附关键元素关键元素: 集权Low Power Distance - 弱权弱权 / 微权社会微权社会核心价值核心价值: 人人平等 核心区别核心区别: 对事/人负责关键元素关键元素: 分权4The Characteristics of High-power-distance Culture 不平等从根本上是相对较好的不平等从根本上是相对较好的 每个人都有自己的位置每个人都有自己的位置, 有人地位高有人地位高, 有人地位低有人地位低 大多数人应依赖一位领导大多数人应依赖一位领导 权力

4、者被授予特权权力者被授予特权 权力者不应隐藏其权力权力者不应隐藏其权力5Power Distance : Country Examples and Organizational Implications分权分权扁平化组织扁平化组织监控者少监控者少工资差距小工资差距小工作平等工作平等集权集权金字塔组织金字塔组织监控者多监控者多工资差距大工资差距大工作不平等工作不平等分权分权扁平化组织扁平化组织监控者少监控者少工资差距小工资差距小工作平等工作平等集权集权金字塔组织金字塔组织监控者多监控者多工资差距大工资差距大工作不平等工作不平等6Uncertainty Avoidance Index (UAI)

5、The uncertainty avoidance focuses on uncertainty at the organizational level looking at the use of rules, strategies and institutions to reduce exposure to an unsure future.Uncertainty Avoidance - 确定性确定性 / 排斥排斥核心价值核心价值: 明确 核心区别核心区别: 对/错关键元素关键元素: 存在偏差是危险的Uncertainty Tolerance - 不明确不明确 / 兼容兼容核心价值核心价值:

6、 摸索、探寻 核心区别核心区别: 紧急与否关键元素关键元素: 差异带来好奇7Uncertainty avoidance : Country Examples and Organizational Implications较少的结构性活动较少的结构性活动更少的明文规定更少的明文规定更多通才更多通才多样化多样化承担风险意愿较强承担风险意愿较强较少仪式性行为较少仪式性行为较少的结构性活动较少的结构性活动更少的明文规定更少的明文规定更多通才更多通才多样化多样化承担风险意愿较强承担风险意愿较强较少仪式性行为较少仪式性行为较多的结构性活动较多的结构性活动更多的明文规定更多的明文规定更多专才更多专才标准化标

7、准化承担风险意愿较弱承担风险意愿较弱更多仪式性行为更多仪式性行为较多的结构性活动较多的结构性活动更多的明文规定更多的明文规定更多专才更多专才标准化标准化承担风险意愿较弱承担风险意愿较弱更多仪式性行为更多仪式性行为8Individualism (IDV) - Individualism vs. Collectivism This dimension has to do with the relationship the individual has with the group and more generally with society. The nature of this relatio

8、nship determines not only how people think about themselves and their immediate group but the structure and functioning of many institutions aside from the family.Individualism（个人主义）（个人主义）核心价值核心价值: 个体独立和自由 核心区别核心区别: 自我/他人关键元素关键元素: 在交流中强调 观点鲜明Collectivism（集体主义）（集体主义）核心价值核心价值: 团队的和谐 核心区别核心区别: 融入/脱离团体关

9、键元素关键元素: 关系比任务 更重要9Comparing Individualism with Collectivism 个人个人(Individualism) 集体集体(Collectivism) 强调个性及个人权利强调个性及个人权利 强调个体之间紧密的强调个体之间紧密的 在社会中是最重要的。倾在社会中是最重要的。倾 联系，强调家庭式的观念联系，强调家庭式的观念 向于建立一种松散的组织向于建立一种松散的组织 和情感依赖以及成员对于和情感依赖以及成员对于 关系架构。关系架构。 组织中其他成员的责任感组织中其他成员的责任感。 晋晋 升升 晋升根据个人业绩晋升根据个人业绩 晋升依据资历和年龄晋升依

10、据资历和年龄 决决 策策 个人职责个人职责 赞成集体决策赞成集体决策 培培 训训 取得个人成绩所需的技能取得个人成绩所需的技能 公司需要的技能公司需要的技能 激激 励励 个人的成本与收益个人的成本与收益 职责的感召职责的感召10 This dimension has two elements. One deals with the values held and the other with role expectations. Masculinity（男权主义）（男权主义）核心价值核心价值: 好胜 核心区别核心区别: 男人/女人关键元素关键元素: 获取物质财富成功Femininity（女权主

11、义）（女权主义）核心价值核心价值: 关爱他人 核心区别核心区别: 关爱/被关爱关键元素关键元素: 关爱弱者和积蓄Masculinity (MAS) - Masculinity vs. Femininity11 Individualism (Collectivism) : Country Examples and Organizational Implications组织就像一个家庭组织就像一个家庭组织决定个人喜好组织决定个人喜好实践活动基于忠诚、责实践活动基于忠诚、责任感及群体的参与任感及群体的参与组织更为个体化组织更为个体化个人决定自己的喜好个人决定自己的喜好实践活动强调个人参与、实践活动强

12、调个人参与、进取与首创精神进取与首创精神组织就像一个家庭组织就像一个家庭组织决定个人喜好组织决定个人喜好实践活动基于忠诚、责任感及实践活动基于忠诚、责任感及群体的参与群体的参与组织更为个体化组织更为个体化个人决定自己的喜好个人决定自己的喜好实践活动强调个人参与、进取实践活动强调个人参与、进取与首创精神与首创精神12Masculinity - FemininityMasculinity (阳刚性阳刚性) Men = assertive Women = nurturing Money and things are important eg. USA, JapanFemininity (阴柔性阴柔性

13、) Men should be encouraged to assume nurturing roles Equality between men and women People and the environment are important eg. Latin America13 Masculinity / Femininity : Country Examples and Organizational Implications性别角色差异最小化性别角色差异最小化组织不介入个人生活组织不介入个人生活更多女性承担重要工作更多女性承担重要工作强调柔性和直觉的能力强调柔性和直觉的能力社会的评

14、价很重要社会的评价很重要性别角色清晰界定性别角色清晰界定组织可干预个人爱好组织可干预个人爱好更少女性承担重要工作更少女性承担重要工作强调斗志、竞争和公正强调斗志、竞争和公正工作被看做生活的核心工作被看做生活的核心性别角色差异最小化性别角色差异最小化组织不介入个人生活组织不介入个人生活更多女性承担重要工作更多女性承担重要工作强调柔性和直觉的能力强调柔性和直觉的能力社会的评价很重要社会的评价很重要性别角色清晰界定性别角色清晰界定组织可干预个人爱好组织可干预个人爱好更少女性承担重要工作更少女性承担重要工作强调斗志、竞争和公正强调斗志、竞争和公正工作被看做生活的核心工作被看做生活的核心14Long-t

15、erm Orientation (LTO) - Long-term vs. Short-term The long-term orientation is based on the philosophy of Confucius and has to do with persistence, thrift, personal stability and respect for tradition. It describes a longer term, higher level view of life. Long-term Orientation - 长远规划长远规划核心价值核心价值: 长远

16、利益 核心区别核心区别: 服务于目标/不投入关键元素关键元素: 节俭和储蓄是 良好的价值观Short-term Orientation - 短期规划短期规划核心价值核心价值: 爱面子 核心区别核心区别: 正确/错误关键元素关键元素: 期望马上获得 短期成效1510个国家和地区的文化维度得分国家国家权力距离权力距离不确定性回避不确定性回避个人导向性个人导向性阳刚性阳刚性长期导向长期导向美国40(下)46(下)91(上)62(上)29(下)德国25(下)65(中)67(上)66(上)31(中)日本54(中)92(上)46(中)95(上)80(上)法国68(上)86(上)71(上)43(中)30(下

17、)荷兰38(下)53(中)80(上)14(下)44(中)香港68 (上)29(下)25(下)57(上)96(上)印尼78 (上)48(下)14(下)46(中)25(下)西非77 (上)54(中)20(下)46(中)16(下)中国80 (上)60(中)20(下)50(中)118(上)俄国95 (上)90(上)50(中)40(下)10(下)16The Score of Power Distance Index上上中中下下(40,60)17The Score of Uncertainty Avoidance Index上上中中下下(50,70)18The Score of Individualism

18、 Index上上中中下下(40,60)19The Score of Masculinity Index上上中中下下(40,55)20The Score of Long-Term Orientation Index上上中中下下(30,70)你如何评估该国的霍夫斯泰德的文化维度?不同国家的文化差异，究竟应该怎样来表示呢?我们可以从以下指标来评估霍夫斯泰德的文化维度。一、权力距离 Making research on the social members value .we can know the social members acceptance of power distance. For e

19、xample, the United States is a country with a relatively low power distance, the United States employees dont accept the idea of administrative privileges. So in the United States, there are more equality between employees and managers, and the relationship is more harmonious, employees are better a

20、t learning, making progress, surpassing themselves and realizing personal value. In contrast, China is a country with a high power distance, status symbol is very important here, superiors have privilege is considered to be granted.二、不确定性避免 Different countries or regions have the different uncertain

21、ty avoidance index.in the low uncertainty society, people have a sense of security, they tend to be relaxed attitude towards life and tend to be risk-taking. And in the high uncertainty social, people generally have a high sense of urgency .For example, Japan is the high uncertainty avoidance social

22、, lifetime employment has been very good. In contrast, the United States is the low uncertainty avoidance social.they accept more opinions, employees tend to independent management and independent work.China and Japan are similar, they all belong to high uncertainty avoidance society. 三、个人主义与集体主义 Th

23、e United States is advocating individualism society, they stress individual character freedom and personal achievement, so they carry out the individual competition between employees and the humanism of effective incentive policy. China and Japan is advocating collectivism society, employees have an

24、 attachment to the organization, it should be easy to build a harmonious relationship between employees and managers.四、男性度与女性度 For the masculinity society, it is under the charge of masculinity, such as self-confidence, competitive, persistent and calm; While femininity social completely opposite.Am

25、erica is a masculinity society, major policy decisions are usually made by the Top Management Team , staff always change jobs, they also have the lack of identity, so the staff usually do not take participate in management actively. China is a femininity society, we pay attention to the harmonious a

26、nd moral ethics, advocate the spirit of positive. Through the analysis of the above four dimensions , hoff, confirmed there are great differences between the different nationalitys cultural, and the differences are rooted in the minds of people, it is difficult to be changed. In addition to the nati

27、onal and regional cultural differences, there are still differences in investment partners, that is ,the style of corporate culture. Cultural differences, of course, the index will not only four. even if only consider the four indicators of cultural differences, according to the permutation and comb

28、ination, we can also have 68 different types of national culture. 五、长期取向与短期取向 The study used the questionnaire was designed by Chinese scholars, it pay more attention to virtue but not the truth. Long-term orientation of values focus on saving and firm; Short-term orientation of values focus on resp

29、ect for tradition, fulfill social responsibility, and love face. This dimension is also applicable to a nation without the Confucian tradition.How would you incorporate your findings into conducting business there?Geert Hofstede s five dimensions model is widely used in many domains of human social

30、life, and particularly in the field of business. Practical applications were developed almost immediately. In fact, when it comes to business, promoting cultural sensitivity will help people work more effectively when interacting with people from other countries, and will participate to make sure tr

31、ansactions are successful.1.International communication2.International negotiation3.Internationalmanagement4.International marketing1.International communicationIn business, it is commonly agreed that communication is one of the primary concerns. So, for professionals who work internationally; peopl

32、e who interact daily with other people from different countries within their company or with other companies abroad; Hofstedes model gives insights into other cultures. In fact, cross-cultural communication requires being aware of cultural differences because what may be considered perfectly accepta

33、ble and natural in one country, can be confusing or even offensive in another. All the levels in communication are affected by cultural dimensions: verbals (words and language itself), non verbals (body language, gestures) and etiquette dos and donts (clothing, gift-giving). International negotiatio

34、nIn international negotiations, communication style, expectation, issue ranking and goals will change according to the negotiators countries of origin. If applied properly, the understanding of cultural dimensions should increase success in negotiations and reduce frustration and conflicts.13 For ex

35、ample, in a negotiation between Chinese and Canadian, Canadian negotiators may want to reach an agreement and sign a contract, whereas Chinese negotiators may want to spend more time for non business activities, small talks and hospitality with preferences for protocol and form in order to first est

36、ablish the relationship.International managementThese considerations are also true in international management and cross-cultural leadership. Decisions taken have to be based on the countrys customs and values. When working in international companies, managers may provide training to their employees

37、 in order to make them sensitive to cultural differences, develop nuanced business practices, with protocols across countries. Hofstedes dimensions offer guidelines for defining culturally acceptable approaches to corporate organizations.For example, if you want to market cars in a country where the uncertainty avoidance is high, you should emphasize