Hofstede's Cultural Dimensions Theory
(Created page with "== The Organizational Culture == == The Model == == The Six Dimensions == === Power Distance === === Individualism-Collectivism === === Masculinity-Femininity === === Uncerta...") |
(→The Organizational Culture) |
||
| Line 1: | Line 1: | ||
== The Organizational Culture == | == The Organizational Culture == | ||
| + | The organizational culture is strongly influenced by the national culture of the country in which the organization is born, differing from others in terms of values and managerial style. National culture can be defined as "that collective programming of the human mind that distinguishes one group of people from another". Each context is made unique by the set of values and principles that characterize the relationships and way of thinking and feeling of individuals in each country, and is the result of a combination of historical, political, climatic, and geographical factors. National culture assumes a relevance and depth within society such as to become imperceptible and taken for granted in the eyes of the people who possess it, expressing their identity. Cultural metaphors and stereotypes, that is, generalizations and simplifications of characteristics of a community that also contribute to cultural maintenance, are widely used to quickly grasp the essential traits of a culture. The national culture and the way in which it influences organizational operations are analyzed by Hofstede's model, thanks to the study of cultural differences linked to managerial activities, cross-cultural management. It allows for the comparison of organizational behavior across different countries and is aimed at increasing interaction between colleagues, customers, suppliers, and alliance partners from different cultures. Cross-cultural management, therefore, expands the scope of domestic management to embrace the international and multicultural sphere. | ||
| + | |||
== The Model == | == The Model == | ||
== The Six Dimensions == | == The Six Dimensions == | ||
Revision as of 10:49, 20 February 2023
Contents |
The Organizational Culture
The organizational culture is strongly influenced by the national culture of the country in which the organization is born, differing from others in terms of values and managerial style. National culture can be defined as "that collective programming of the human mind that distinguishes one group of people from another". Each context is made unique by the set of values and principles that characterize the relationships and way of thinking and feeling of individuals in each country, and is the result of a combination of historical, political, climatic, and geographical factors. National culture assumes a relevance and depth within society such as to become imperceptible and taken for granted in the eyes of the people who possess it, expressing their identity. Cultural metaphors and stereotypes, that is, generalizations and simplifications of characteristics of a community that also contribute to cultural maintenance, are widely used to quickly grasp the essential traits of a culture. The national culture and the way in which it influences organizational operations are analyzed by Hofstede's model, thanks to the study of cultural differences linked to managerial activities, cross-cultural management. It allows for the comparison of organizational behavior across different countries and is aimed at increasing interaction between colleagues, customers, suppliers, and alliance partners from different cultures. Cross-cultural management, therefore, expands the scope of domestic management to embrace the international and multicultural sphere.
