1. 80.00
66.25
52.50
38.75
25.00
Germany India Germany India
PDI LTO
Cultural Models
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2.
" Culture hides more than it
reveals and strangely enough what
it hides, it hides most effectively
from it’s own participants. Years of
study have convinced me that the
real job is not to understand
foreign culture but to understand
our own. "
Dr. Edward T. Hall (1914 - 2009)
Hofstede Model | cultural dimensions
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3. EXPLICIT
MESSAGE
CULTURE
EXPLICIT
MESSAGE
MESSAGE
CULTURE
MESSAGE
culture
Culture
Hall Model | high & low context
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4. Analog Digital
Verbal Nonverbal
Direct Indirect
Implicit Explicit
Word oriented Picture oriented
Hall Model | high & low context
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5. Do come to the point. In the circumstances it would
I need to get back with seem to be inappropriate to
offer more than a general
a decision by four
description of the decision we
o’clock. have reached any sooner than
this afternoon. However, it
might be prudent to capture
the essence of that decision
relatively soon.
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Messaging: Low context, high context
Friday, May 20, 2011 5

6. Hall Model | chronemics
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7. I’m afraid I can’t fit a meeting in Don’t worry about the
today. This morning it’s my timing. Just come when you’re
weekly team meeting. Then I’ve ready. I have a few things going
planned two hours’ work on the on at the moment, but I’m
budget. I could see you sure we can always squeeze in
tomorrow at 11 o’clock, a discussion of your problem.
between a visitor who leaves at
10:45 and a scheduled lunch
appointment.
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8. Hall Model | proxemics
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9. Hall Model | proxemics
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10. Hall Model | proxemics
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11.
" 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
Emeritus Professor of Organizational
Anthropology and International Management,
Maastricht University
Hofstede Model | cultural dimensions
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12. Value Definition Hofstede dimension
1 Identity Relationship between the individual & Individualism vs.
the group
Collectivism
2 Hierarchy Degree of inequality between people Power Distance
that is assumed to be natural
3 Gender Role distribution between the genders Masculinity vs.
Femininity
4 Truth How to cope with the unpredictable Uncertainty avoidance
vs. uncertainty tolerance
5 Virtue Choice between the present or the Long-term vs. short-term
future
orientation
Hofstede Model | cultural dimensions
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13. 100
80
60
40
20
PDI IDV MAS UAI LTO
THE HOFSTEDE MODEL UNITED STATES
13
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14. 70
60
50
40
30
GER FRA ITA SPA POL SWE GB
THE HOFSTEDE MODEL POWER DISTANCE INDEX
14
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15. 90
80
70
60
50
GER FRA ITA SPA POL SWE GB
THE HOFSTEDE MODEL INDIVIDUALISM VS. COLLECTIVISM
15
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16. 70.0
52.5
35.0
17.5
0
GER FRA ITA SPA POL SWE GB
THE HOFSTEDE MODEL MASCULINITY/ FEMININITY
16
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17. 100
80
60
40
20
GER FRA ITA SPA POL SWE GB
THE HOFSTEDE MODEL UNCERTAINTY AVOIDANCE INDEX
17
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18. 40.000
33.125
26.250
19.375
12.500
GER FRA ITA SPA POL SWE GB
THE HOFSTEDE MODEL LONG /SHORT TERM ORIENTATION
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19. That was a very useful I don’t care how you
discussion, Nick, we’ve do it, just let have the
made a lot of results. I’m busy too,
progress. Thanks for you know.
coming.
Masculinity/ Femininity
19
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20. It’s up to me. I’m going We don’t seem to be
to get this contract pulling together.
signed before the end Perhaps some of our
of the week, whatever support team have
else happens. been pressured by this
project.
Individualism / Collectivism
20
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21. She’s the boss, so what I’m going to have a
she says is fine by me. word with my manager
to say why I think that
isn’t reasonable.
Power Distance Index
21
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22. We’ll have to look We’ll get some quick
carefully at this plan. It returns out of this,
has implications for especially if we put a
our investment lot of money into it.
program.
Long Term/ Short Term Orientation
22
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23. This is a very We haven’t done this
unconventional before, certainly there
approach. It will put us are a few risks, but it’s
under a lot of strain, a great opportunity to
and we have no break new ground.
guarantee it will work.
Uncertainty Avoidance Index
23
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24. “I believe
understanding our
own culture and our
own assumptions and
expectations about
how people ‘should’
think and act is the
basis for success.”
Dr. Fons Trompenaar
The Trompenaars Model
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25. CULTURES corporate
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26. Cultures distinguished by their solutions to
dilemmas.
1. Those which arise from our
relationships with other people.
2. Those which come from the passage
of time.
3. Those which relate to the
environment.
The Trompenaars Model
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27. What is more important ‐ rules or
Universalism vs. Par.cularism rela1onships?
Do we func1on in a group or as an
Individualism vs. Communitariansim individual?
Specific vs. Diffuse cultures How far do we get involved?
Affec.ve vs. Neutral cultures Do we display our emo1ons?
Do we have to prove ourselves to
Achievement vs. Ascrip.on receive status or is it given to us?
Do we do things one at a 1me or
Sequen.al vs. synchronic cultures several things at once?
Do we control our environment or
Internal vs. External control work with it?
The Trompenaars Model | cultural dimensions
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28. A 1. Each team member is given a specific area of responsibility and a
number of rewards if he/she meets them.
2. Rewards won by meeting targets are to be divided amongst the
team.
Individualism/ Communitarianism
B 1. Brainstorming sessions are used as a way to get started on new
problems.
2. Each member is proud of their ability to stick to target times and
results.
Specific/ Diffuse
C 1. Team meetings stress the need for discipline and self-control, even in
stressful situations.
2. Meetings tend to be noisy. Sometimes thy are confrontational,
sometimes friendly.
Neutral/ Affective
The Trompenaars Model | exercise
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29. D 1. At meetings all items must be concluded with a clear decision before
moving on.
2. At meetings different issues are dealt with at the same time, often
illustrating common elements between the different issues.
Sequential/ Synchronic
E 1. Team members keep a low profile with outside bodies until
implementation phase.
2. Team members work to change attitudes in the community and other
companies.
Inner/ Outer
F 1. Decisions are often taken according to precedent and usual
company procedure.
2. Calls are frequently made for new solutions to what are often new
problems.
Universalism/ Particularism
G 1. Talent is spotted quickly within the team and promoted to positions of
responsibility.
2. Reputations, based on background, social status and contacts, count
for a lot when appointing people to posts of responsibility.
Achieved/Ascribed
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30. 1 A colleague has just given a carefully planned presentation on a
proposed reorganization. At the end, another colleague leans
over and says ‘Bullshit’.
2 Your team meeting is running late. It is 5:30 and you have
Individualism/ Communitarianism
promised your partner you will pick up the children from their
after-school activity. What do you do?
3 Your boss works so hard he never takes a holiday. He is
beginning to look tired and is less efficient than usual. Do you say
anything?
4 You have scheduled some regular team meetings for next year.
One member of your team tells you he can’t make it to the one in
June, saying ‘You see, in the first week in June I always take my
mother to the coast.’
Trompenaars Cultural Dilemmas
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31. INCUBATOR GUIDED MISSLE
Fulfillment- Project-oriented
oriented
FAMILY EIFFEL TOWER
Person-oriented Role-oriented
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32. “Father knows best”
e.g. Japan amae – love between
people of different ranks
e.g. Greece, Italy, Japan,
Singapore, S. Korea, Spain
FAMILY HC, diffuse.
Person-oriented
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33. INCUBATOR GUIDED MISSLE
Fulfillment- Project-oriented
oriented
FAMILY EIFFEL TOWER
Person-oriented Role-oriented
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34. INCUBATOR GUIDED MISSLE
Fulfillment- Project-oriented
oriented
FAMILY EIFFEL TOWER
Person-oriented Role-oriented
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35. INCUBATOR GUIDED MISSLE
Fulfillment- Project-oriented
oriented
FAMILY EIFFEL TOWER
Person-oriented Role-oriented
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36. CULTURES professional
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