NadTalk

Human Resource Management professionals and managers must appreciate the phenomenon of social culture as it has great influence on organization behavior which in return influences the process and development of organizational culture. Social culture and organizational culture both can simply be defined as taken for granted assumptions, shared beliefs and shared values, which are, generally, go unquestioned. Some of aspects of a culture are easily accessible, some are with difficulties and some need in-depth investigations. In other words, culture can be explained as a three layer element: a. Surface, b. Shallow and deep culture. Surface culture consists of elements such as language, religion, food, dresses, literature, arts etc. Shallow cultural elements are body language, facial expressions, views about genders etc. Surface culture and shallow culture elements are based upon underlying values, norms, thought processes, which are part of deep culture.

The concept of culture is important as it influences individuals’ attitudes and behaviors. Hofested investigations are a milestone in cultural studies and divided cultures into five dimensions:: 1) High and Low Power Distance 2) individualistic and Collectivist, uncertainty avoidance, 4) Masculine and feminist and 5) Long and Short Term Orientation. In Low Power cultures, status differences are not important, subordinates fearlessly discuss with superiors before and disagreements are discussed between subordinates and superiors openly. On the contrary, In High power culture differences status differences are readily accepted and subordinates avoid to disagreeing with superiors. In individualistic societies, individuals are highly concerned about their individual rights, independence and autonomy where the opposite is true for collectivist societies, where group’ interest dominates individuals’ interests. Cultures vary in accepting and dealing with ambiguity and risky situations. Low Uncertainty Avoidance Cultures prefer a predictable environment, explicit rules of behavior, strict laws, reluctant to embracing new approaches and taking risks. Long and Short Term Orientations are fairly new dimensions in Hofested’s studies. Long term orientation means that people believe that truth depends very much on the situation, context and time. In long term orientation societies, people have a strong tendency to save and invest and determined in achieving results.

Primary emphasizes of Greet Hofested studies is that the social culture influence behavior of individuals in organizations. Cultural attitudes and behaviors influence organizational structure, leadership and management styles. For example, top management in High power distance societies, such as France, sets the direction in the change management process rather than developing consensus; whereas in in Low Power distance societies, such as Scandinavia, setting targets by a superior(s) is seen as an abuse of power. Culture influences all aspects of organizations, whether they are related to selection, marketing, sales, or taking responsibility of actions.

Nadeem Yousaf

22 October 2012

Questions:

What are the sources that bring status differences in high power cultures?

How does power distance linked with individualistic and collectivist societies?